The chief executive officer of JustFab Adam Goldenberg says that this will be a big year for him and his fashion company. Mr. Adam understands what a big year entails since he has had some experience throughout his profession already. In 1999, Adam Goldenberg sold his gaming network company to Intermix Media that was two years old. In 2006, he started internet brand incubator intelligent beauty and after four years, he founded JustFab.

The toehold JustFab has achieved in only four years is an implying signal that the predictions that Adam made for 2014 are indeed true. In 2013 only, the company managed to raise 55 US dollars and purchased the shoe discovery service called ShoeDazzle. Built in LA managed to interview Adam Goldenberg about JustFab’s excellent practices and find out how they have managed to propel the firm’s growth.

What other entrepreneurs should learn from the way JustFab is being operated

Since the executives of JustFab have always been extremely metrics-driven, they have had the ability to learn speedily and acclimatize their business. They look at the numbers regularly, and this has helped in keeping them nimble. If they find out that something is not working correctly, they respond fast and make the required fixes. Adam Goldenberg narrates that he has always been a great believer in full intelligibility in the organization. By allotment of actual numbers with the entire group, it assists every member to understand the strategic changes that must be made and keeps everyone invested in the growth of the company.

How huge of influence have clients played on the company?

From the first day, it is very important that you take the client’s response as part of your business. Some of the initial mistakes came from the pricing of new goods such as sunglasses and jewelry. It is important to have a team dedicated to comprehending the company members and use their opinion to lead our product and merchandising verdicts at

What are the best employing practices at JustFab?

Above everything else, the companies seek for passion. An applicant might appear to be intelligent on paper with a good resume and education; however, if they do not come with an enthusiasm for what they do or for the brand, they will not be successful. That culture is a great part of the achievement.

To keep the team focused and engaged, it is important to pay attention to mentoring and working with the best performing members.

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