From Startup to Category King

On this one I had the pleasure of speaking with Paul Sherratt, founder and CEO of gloveglu – an innovative brand that’s reshaped the goalkeeping product category with products sold in 55 countries and over 1.1m followers on social media.

This conversation was a real lesson to me in entrepreneurial courage, strategic pivots, and turning challenges like Brexit and COVID into opportunities for growth. 

Paul’s journey from a corporate career to creating a globally recognised brand is inspiring, and definitely a great conversation to start the new year with.

🌟 Some of my highlights from our discussion were:

✅ Leap of faith: How Paul managed the risk of starting again at 50, remortgaging his house to go all in on gloveglu.
✅ Turning obstacles into opportunities: How Brexit and COVID shaped his business strategy.
✅ Category creation: Building a market where none existed and the benefits of becoming the “category king” in a niche category.
✅ Scaling smartly: Leveraging existing B2B relationships before pivoting to a successful B2C model.
✅ R&D insights: The role that product development played, and how Paul used quiet periods to innovate and stay ahead of the competition.

Paul’s story is packed with lessons for anyone looking to scale a business, navigate uncertain times, or simply turn a great idea into reality.

Transcript

Adam (00:01.876)

So today I'm joined by Paul Sherratt, the founder and CEO of GloveGlue, a game changing brand in the world of goalkeeping products. Paul has built a global business with products sold in over 54 countries, while creating a goalkeeping category, entirely new category in sports retail. So Paul, welcome to the Fractional CFO Show. How are you doing today?

Paul Sherratt (00:27.48)

Thanks Adam, pretty good thanks. Yeah, very good.

Adam (00:29.968)

Excellent, excellent. So well, thank you very much for joining. as I say, you've had this excellent story where you've started a global sports brand from the ground up. So it'd be great to hear a bit more about how you transition from the corporate world to doing that. So perhaps could you give us a bit of a brief overview of your journey so far?

Paul Sherratt (00:52.526)

Sure. So, I basically had 30 years in, sporting goods, actually, was always very sporty as a kid. And, yeah, sort of played county tennis and did county athletics and, sport was always my passion watching it, playing it and so on. used to scribble in my primary school textbooks. think there's a little logo PJ. I'm Paul John PJS, Paul John Sherrod, PJS Sports.

PJ sports, I had these little doodles that I found. Actually, my mother dug out my school books the other day and I was chuckling to myself that maybe I always wanted to, I don't know, own a sports shop or do something in sports. So, disappeared off to uni, did something completely irrelevant to sport, actually did a town and country planning degree and traveled around the world a bit, came back and was very lucky that my first job that I got was actually...

It's a busman's holiday for me. was incredible. so it was working for head, the racket and the ski company, which, you know, as a racket sports player was phenomenal as a skier, was phenomenal. And I was just living my best life at 23, 24 then, started in marketing and then yeah, over the last 30 years, worked for various sports brands.

Got involved in the dotcom boom, of the nineties and 1999, 2000, myself and two other guys set up sweatband.com, which was the UK's first multi-sport website. so again, interesting to see how, how that econ, kind of journey has evolved over the last 25 years. exited that in 2004, 2005, and, set up a company then working with, as I say, other sports brands.

Brands like, did a project with Adidas and the sports drink, worked with a US sports support brand called McDavid, did some stuff with Ironman products, did some stuff with Spalding basketball, who were the ball of the NBA at the time. So that was super exciting. And also worked with a client called, called Ullspot, and Ullspot are one of the world's leading goalkeeping brands. were a German brand. And that basically the business model at the time was,

Paul Sherratt (03:11.102)

their end of the bargain as a brand where they were predominantly Europe, they would be European based businesses, looking to penetrate the UK and Irish sports retail environment. had a team of six sales guys on the road, a credit control and the customer care team. So, me and my team would be the front end of, of, of, of the sports brand. And the backend was all about a warehouse in Europe, full of product. They would ship into UK sports shops, UK and Irish sports shops invoice. We would do the rest.

And that model worked super well for what? 10 years, 15 years nearly. Until this thing called Brexit was heading our way. And of course my business model worked super well because it was reliant on the ease of transfer of goods from European warehouse into UK sports shops. And on the horizon, it looks like...

there were going to be some changes and the business model was going to have to change or potentially be entirely threatened. Luckily I had a plan B and plan B was back in 2011. I came up with this idea for a spray to spray on your gold keeping gloves to make them grippy and corded glove glue and after

12 months of R &D launched very gently as a very much as a side gig launched in 2012 as a side gig this grippy spray for goalkeeping gloves. As I said, I was working one of my core clients was all sports. So I knew the goalkeeping marketplace very well. I knew lots of people in the marketplace from pros to coaches to grassroots players. And I knew the global landscape of football goalkeeping very, very well. So I knew the marketplace, but as I said, it really was a side gig.

And then, the B word happened. Brexit came along. my business was began began to be challenging. in, 2019, I said to my wife, said, look, I'm going to be 50 next year. So I was 50 in 2020. I'm going to be 50. Do you know, I think I, I think I know how to do this sports marketing.

Paul Sherratt (05:38.414)

building a brand. You know, I've done it now for a long time.

think we can make this glove glue thing a global business. think we've got some traction. By then we'd launch more products and it was getting a bit more traction and we were in more markets around the world. I'm like, if I go for this, will he support me? And that means we're mortgaging the house, going all in, all chips on the table, all in, rolling the dice. But I think we'll be okay. So she's like, okay.

through 2019 and into early 2020, basically divested myself, the other interests, got rid of the old business, got rid of those clients and transitioned to focusing fully on Glove Glue. And since then in the last four years, it will come as no surprise, not least because I've been working 100 % on that business, that we've just been in this rocket ship of growth where we have, as you said, at the top of the pod,

You know, we're in 54, in fact, 55 countries. Now we have representation in either through distributors or retailers. And I think the most exciting stat for me is we now sell one Glove Glue product every one minute and 30 seconds around the world. suddenly this little side gig that my wife and I sat around the kitchen table, pouring a sticky liquid into a bottle.

hand applying labels, hand screwing the lids onto the bottle. Suddenly there's a business where, you know, we are selling some serious numbers. We have a production facility here in West Oxfordshire and yeah, it continues to grow at pace.

Adam (07:31.376)

Okay, great. I think I lost you there for a second because my internet I think crashed. Did you notice anything on your end and we can cut that and this bit out.

Paul Sherratt (07:42.126)

You dropped out. Yeah.

Adam (07:44.368)

Yeah, okay. We'll cut out this conversation. Obviously, your telling your story went on fine. I could hear the end of it. So that's good. So we'll, we'll, we'll carry on from this point. thank you very much for that, Paul. That's really interesting. And I'm really interested to understand about your decision, which is a bold one at the age of 50. You said to remortgage the house, you, had your wife's permission, which is great, but it's still a bold move.

What was it that made you think that you had the right time at that point in time? What was it that made you confident that that was the right time to go all in?

Paul Sherratt (08:24.206)

think there are two things. I think the one is you could say my hand was forced a little bit because of Brexit and because my existing business at the time was going to be a lot more challenging. We're also starting to see a little bit more traction in terms of picking up some global customers. So it was just that moment in time. And as I said, it was...

Maybe it was that it was me turning 50 going, look, I'm, I'm, I'm not saying I'm running out of time, but do I believe, did I believe I had the drive, the skillset, the passion to really make it happen? And did I have an itch to scratch? Yeah, I did. I, I, did. feel as if I think I'd got to the stage. So I mentioned a lot of the clients that I was working with. had.

A load of fun. had a brilliant team of sales guys, and internal guy that just had, had a super, super business. I think there was probably an underlying element of me. That was, look, I'm doing a really good job building other people's businesses here because I know the marketplace. Maybe, but at the end of the day, I was building no value for.

for me or for my businesses because my business was reliant on everybody else's business, if that makes sense. So at any point in time, in fact, it happened, things change, right? So the brand principle decides to go in different direction, to go and open up a subsidiary. I had a core client that I'd been with for 11 years and the parent company in the US got bought out.

And they made some changes in the UK because they amalgamated a number of brands and decided to shift what they were doing with me to one of the other brands because there was an infrastructure in place. And I think it was things like that that said, I've got to, first and foremost, I'm not building any personal value in my business. And secondly, there is always that threat that any one of my clients at any point in time could say, thank you very much. doing a great job, but we're going to change things.

Paul Sherratt (10:41.23)

So I think it was those and this, and this, as I say, coming of age or whatever you want to call it, that drove the decision. but as you say, it was, you know, the kids were in private school and you know, there's, there's a mortgage to pay and there's bills to pay. And yeah, it was, it was a leap. but it was, you know, hold your nose, close your eyes, jump off.

Adam (11:02.76)

Mmm.

Paul Sherratt (11:08.312)

maybe scream a bit on the way down and let's see where we end up.

Adam (11:12.388)

Excellent. Now I love that entrepreneurial spirit and but it is a different one and as you say a shift and doesn't come without risk. How did you, you mentioned the mortgage, private schools, etc. How did you manage that risk, you know, in a way that was acceptable to you and to your family?

Paul Sherratt (11:35.022)

If you go back to the timing that I mentioned, 2019, 2020, COVID came along. COVID came along at exactly the time where I'd already made all of these commitments and already by that January 2020 was fully on board. But actually what COVID brought was

some additional funds to help me grow the business, which sounds kind of bizarre, but we were able to access a 50 grand bounce back loan of which if I'd have gone to the banks having remortgaged and know, taking some savings and so on and said, look, I've got this business, yes, it's quite old, but it's not really generating huge revenues. There's no way on earth the bank would have lent me 50 grand. So I got a 50 grand bounce back loan.

I'm in West Oxfordshire.

Adam (12:35.336)

And just with that in mind, sorry, can I just ask you, if you hadn't had that loan, would the business have been sustainable at that point in time? Would you have been able to carry on or was that the make or break bit of funding that you needed?

Paul Sherratt (12:49.162)

It wasn't made at make or break, but what it gave me and it was, there was 50 grand BBL and also, West Oxford, you're very kindly gave me a 10 grand grant to support as a local business, for two businesses, because the old business was still, was, was still running, although it was running down. So suddenly there was an extra 70 K in the bank that a gave me a buffer.

And B gave me the confidence that during lockdown, we already at that stage were shipping to different global markets. So we saw some markets close and then another one reopened, another one closed, another one reopened. So we still managed to trade through that period. I also had some hangover stock. I had had some stock in that previous business. So we had, I don't know, thousand footballs that suddenly nobody, know, everybody wanted footballs because they were playing in the back garden. So we managed to, to raise some cash there.

We pivoted a little bit and we did some other bits and pieces. We did 5,000 vacuum water bottles into Morgan Stanley, for example. So we were quite clever. We pivoted. We had a bit of cash. just gave me a buffer that allowed me to spend that COVID year planning a whole raft of new product development and also gave me a buffer that my view was.

There would be businesses out there that would be putting their head in the sand going, geez, this is awful. COVID's terrible. I'm just going to bury myself and I'll come out the other end. And there are other businesses, and this was my mindset was I want to be absolutely ready when things do reopen, that we suddenly have a whole lot of new products that are in stock, that we're ready to go. And so we were able to fund that. So what it meant was...

We came out of the gates absolutely on fire during the end of 2020 into 2021 because there was a pent-up demand for the product. We'd spent a lot of 2020 working on social media, so our social media platforms were exploding. So...

Paul Sherratt (15:06.872)

tight, know, what, what was it? Was it luck? Was it judgment? Was it a combination all of the above? was COVID good for the business? Actually, bizarrely it was, lots of factors in there, butI think my advice to any entrepreneur is you don't know what you don't know. Right. So if you've just got to, you've just got to effing do it. I mean, there's, there's no, I don't think there's any other.

You can't play at it. You're either all in or you're not in. And if you're partly in, I don't see you ever going to be successful.

Adam (15:44.476)

I love that. I think we've got our quote there, for the episode. That's great. And you mentioned about the sort of product development and the research and development that you've done, particularly during that COVID time to make sure you were coming out the gates, you know, sort of flying. What role did that play? You mentioned social media, you mentioned the financing. What role do you feel that that product development, that R &D that you did during that time played in sort

making sure that you left that period ahead of the competition as this kind of market leader.

Paul Sherratt (16:21.838)

So we launched our first product in 2012 and it was one spray to make your gold keeping gloves grippy. Then through 2012 through the sort of 16, 17, 18, 19, we launched then a spray to keep your gold keeping gloves clean and to stop them smelling and a sort of a three step system. So wash, refresh, revive, wash your gloves, keep them clean, stop them smelling. So we fundamentally had three core products and

a fourth one where we packaged those three products together. So we were starting to gain some traction. This product category, goalkeeping glove care, didn't really exist before. There were brands out there with the glove wash. Nobody had a product to stop your gloves smelling and certainly nobody had a product to make your gloves grippy. The time, the 2020 year for me was okay, that's all well and good, but actually to raise our profile,

We need at that moment in time, we needed to go deeper and wider into goalkeeping. So we went into goalkeeping gloves. We went into goalkeeping apparel. We went into goalkeeping accessories. It was never going to be core for us, but it meant that we could make a lot of noise. And it was at that point that we were able to go out and talk to our existing customers.

who were maybe buying one or two products and present to them another 20 and maybe they went from buying one or two products to buying three or four or maybe five or six.

COVID also gave me that it was during that period that I completely rethought the business plan that we had. So the original business plan up until that point was to take this grip spray product that we have, that we had, and to roll it out into other glove wearing sports around the world. So think American football, baseball, hockey, and so on and so forth. And it was the time...

Paul Sherratt (18:28.47)

stepping back and thinking when things were quiet and nobody was around and my office is three miles from home and I would walk up here or cycle up here and just spend a lot of time here planning, planning new product, planning strategy. It was a light bulb moment for me that said, I, option A is to develop more products in the goalkeeping world and go to our customers who are already customers of ours. And as I've just said, offer them another 20 products and maybe they go from buying two to buying five or 10.

Option B is to launch a baseball spray and go to Bob's baseball shop in the US and say, Hey Bob, great news. I'm Paul Sherratt from Glove Glue. I've got this spray to make your baseball gloves grippy. And Bob goes either says, yeah, or goes, okay, I'll give it a go. Bob buys one product from me. My existing customers go from buying two or three to buying five or 10.

Why am I going to Bob? Actually, there's a load of scope for me in the existing customer base and in football, in the soccer, in the global soccer market. So it was at that point that I kind of pushed aside this strategy to go into other global wearing sport. It doesn't disappear, but it's like, okay, how deep and how deep can we go in terms of penetrating the global soccer market? And I think that was also a really

pivotal moment for us as a business and the right decision for us as a business. Because what it's meant is since that time, we've gone deeper and deeper into the niche and we therefore in inverted commas own that niche of goalkeeping, glove care, and have created a category that didn't exist before. We're category king. And therefore everything we've done has given us a huge, a huge tick in the credibility box within the, within the football marketplace, generally.

So yeah, was certainly that period of time looking back was instrumental in all sorts of ways in terms of putting us on the path that we're currently on.

Adam (20:36.68)

Excellent. And it really shows the benefits of developing those existing relationships, as you say, and cross-selling and finding opportunities with existing clients rather than necessarily going to new clients, which is always the bright, shiny thing that entrepreneurs are so keen to do. And I see quite often. So that's really interesting. And just to sort of dive into that bit more, you mentioned about your ability to develop your relationships with retailers.

based on your previous experience. And so I'd love to sort of understand a bit more about some of the challenges and opportunities of that around developing those relationships, but then transitioning from a B2B to a B2C direction and, you know, a bit more about why you decided to do it that way around and then make that shift later on, I believe you said.

Paul Sherratt (21:29.422)

Yeah, it's a really good point actually. So my background up until that point had been, as I said, working for brands and my customer base had been retailers. I'd found myself in the previous 20 years or so, sitting in international sales meetings all over the world with those brands, predominantly with distributors from different countries around the world.

And therefore I had a really, really strong network of contacts that meant that, you know, whilst I was running GloveGlue as this side gig, it was relatively easy for me to be sitting in a, let's take an example, an all-sport international sales meeting. And I'm sitting next to the guy from Australia or the guy from Japan or the guy from the U S or wherever it was. And of course, naturally the conversation would

would go towards GloveGlover. What are you doing? What else? What other brands are you doing? I've got this GloveGlover brand. And therefore at that moment in time, it was relatively easy for me to start to find some global distribution partners because I kind of knew them and they knew me and they trusted me. And they're like, well, I can give that a go in my market. Why don't I try it? and in the same way, I also had particularly in the UK and Ireland, some really, really strong relationships with specifically the goalkeeper and the football retailers.

because I was already, I was already selling products to them. So it was easy for me to B2B global distribution, easy in inverted commas and also gain start to gain some retail listings just because that was my contact base. It's only in the last couple of years, really, that now we've sort of pretty mature in terms of having this strong global distribution in these 55 countries. And,

strong distribution in a lot of the global football retailers that two things have happened. First and foremost, we started to look at e-commerce a lot more closely, recognizing that much like the Goliaths in my industry, Nike and Adidas, know, within the last 10 years, they've gone, their direct to consumer business has gone from probably less than 10 % to nearly over 60 % for both of those brands.

Paul Sherratt (23:55.768)

So we're no different. Why? Well, we can own the customer. It's a better marketing message. There's a lot more clarity, et cetera, et cetera. So we've embraced e-commerce in a way that perhaps new brands starting today do it the other way around. They start in e-comm and then if they're lucky, they're going to B2B. The other really, really interesting shift that I didn't see coming, but which is having a fundamental impact on the

on the development of our business is we're being picked up by the multiple sports retailers. So the more generalist sports shops. we're transitioning from being this very niche soccer specialty brand to being a lot more mainstream as a mainstream sports brand. So for example, this year we got picked up by Dick's Sporting Goods in the US. They're the world's biggest sports retailer. got 900 stores.

So they're carrying two of our lines in 250 stores. Same thing happened with Rebel in Australia, XXL in Scandinavia, Austria in Switzerland, et cetera, et cetera. So it's a really, really interesting shift for us. But as I've just said, I think our journey is very different than perhaps a number of new businesses, new startups. The obvious place to start is, well, I'll open a Shopify store, I'll do a bit of social media and I'll push a...

B2C strategy.

Adam (25:27.816)

Interesting, very interesting as you say that way around. And I wonder what it was that you think made your product now so attractive as a niche product to those large retailers. What was it? Was it your social media following? I mean, I think you said you've got like over a million followers on socials. Was it that that pushed it over the edge or was it something else post COVID that meant that, know, Dick's Sporting Goods or all those kinds of retailers were attracted to a brand like yours?

Paul Sherratt (25:58.158)

Interestingly, it does go back to COVID, in fact, post COVID. So the global sports trade, it'll come as no surprise to you, had a cracking time during COVID because we all had a lot of time on our hands. So what did we, what could we do? What did we want to do? We were all participating. Even if it was solo, not in team sports, we were all going out and doing stuff. So if I look at mates of mine in the, you know, equipment, gym equipment for example.

Sales went through the roof. And as I say, you know, home, football, garden, garden, garden, table tennis or garden cricket or football or whatever it was. So the high streets, the high street sports shops actually saw the same thing. A lot of them saw it online, obviously, rather than necessarily coming through the stores. So they saw this huge growth and they saw a huge growth in particular in athleisure apparel, apparel and footwear.

We were wearing slightly different clothes, doing slightly different things. Post-COVID, they all anticipated that this 15, 20, 25 % growth was going to continue. It didn't. Things fell off a cliff. So suddenly, most of the large sports multiple retails around the world had pretty deep stocks of athleisure and footwear.

So their intake margin that was historically good was still good. The exit margin is absolutely appalling because they were trying to clear this product, get rid of this product. And it meant that the vast majority of them recognized that actually to be in a stronger financial position, they needed to look more closely at the accessory offers within their stores. Why? Because

the product doesn't change very often. The margins are generally very, very good. there's generally no seasonality. It's not, you know, this month it's the pink Ronaldo boot and in 12 weeks time, it's the green Ronaldo boot. That doesn't happen in the accessories product category. And fundamentally it becomes a numbers game. So, know, we, and we are, we are classic accessories brand for every three, four, five, and 10 pairs of goalkeeping gloves that retailer sells. They're going to sell a glove through product. It's classic cross sell.

Paul Sherratt (28:23.726)

upsell and as I say, good margin product. So that post COVID hangover for a lot of these global retailers completely played into our hands because at the same time we were getting a load of traction in soccer specialty and gaining a lot of exposure through, as you mentioned, social media with nearly 900,000 TikTok followers, over 200,000 YouTube, nearly 80,000 Instagram. So we've got a big, big social media presence.

It just all happened at the right time and continues to happen at the right time. These businesses are going, okay, this is just a numbers game then, right? Yeah, I can calculate pretty much what return I'm going to get per square foot from this little bottle of glove glue, because you're telling me it's two and 10, three and 10 pairs of gloves. I'm going to sell a bottle. Well, I know how many gloves I'm selling. So...

It's it's a timing, it's a circumstance. It's where we are in the growth of the business. It sounds corny. Maybe the stars are aligning a little bit and it's definitely helping to drive this, this, this global growth that we continue to see.

Adam (29:39.432)

Fascinating. And as you say, those economics are global, right? Because, you know, the glove market is global, the glue is global and behavioral changes. Obviously, there's pricing impacts. There's impacts in terms of seasonality of when the product sells. And I think you've mentioned about the growth in girls football and ladies football and the impact that that's had. yeah, the economics are very clear and explainable. That's fascinating.

I'd like to shift gears slightly just to sort of final section before we move on to our business book bonus section, which is just around the lessons that you have sort of taken from your journey, you know, from a corporate environment through to starting up your own thing slightly later in life. if you don't mind me saying, I think it's, you know, something that a lot of the audience of this podcast have done or are thinking of doing. So I guess what are the, biggest pieces of advice that you would give to someone?

who might have a business idea but not have an idea of where to start.

Paul Sherratt (30:46.222)

So I think courage is pretty key. There are lots of people that have lots of ideas, don't act on those ideas. And then a year, two years, five years down the line go, I thought of, why didn't I do that? Because they see that somebody else has done it. So I think that's courage of conviction, right? think if you've got an idea, then pursue it, push it.

I think in today's world, it's a lot easier to progress an idea and take it to market because it's easier to find a manufacturing source through Alibaba, for example, you can find a manufacturing source probably from all over the world, depending what your product is, it might be a service, so that's where it doesn't count, but you know what I mean. It's easy to launch to an audience. If you look at...

some of the really, really immature young brands that have launched this year on TikTok and that are driving a TikTok shop strategy. Some of them to incredible levels actually, you multi-million pound businesses that that have gone from zero to a million plus with actually potentially very small follower base, but a huge TikTok live

shopping base. So really easy to do that or relatively easy to do that. Social media is the same, know, jump onto social, get some exposure. So all of those, what are all of those have in common? It's just, it's just doing it. It's just putting yourself out there and having the conviction to do it. The other advantage that an entrepreneur has these days is all those things I've just mentioned, and I even I did it with GloveGlue. You can do it as a side gig.

You can still have a full time job. You can do it in an evening. You can do it over weekend. So that gives you the opportunity to completely de-risk it really until such point as it might be at a level where you go, actually, I can now afford to give up my full time job or go part time or whatever that decision is.So I think, think that my, my advice would be, I say, courage, go for it, do it. Actually, what have you got to lose? yeah, I maybe had more to lose because of the age that I was at.

Paul Sherratt (33:11.864)

But fundamentally, as I said to my wife, what would have been the worst case scenario? The worst case scenario would have been, you know, we sell the house, we downsize, we release some equity, we pay off whatever debts. We've still got our family, right? It's me and my beautiful wife and my two amazing boys. I wouldn't have lost those if the business had failed.

So what would I have actually lost really? Yeah, lost some money. That hurts. So I think, as I say, just reflect on what's the potential upside and everything you get out of it and what's the potential downside. And I think if you do that exercise in a thoughtful, sober way, you'll probably realize actually the risk is not a huge risk.

Adam (34:08.998)

Absolutely. I think a great message there and you know to put things into perspective as you say you often get blinded by the risks but in reality you've got what matters to you closer to home anyway regardless of whether the business idea succeeds or fails but yeah good advice. Excellent. shifting gears to our business book bonus section. So this is a section of the podcast where I ask our guests to recommend a business book or

other piece of business content to the audience that's helped you be influential in your journey that you would recommend. So, what would you recommend, Paul, to our audience?

Paul Sherratt (34:50.29)

I am a ferocious reader of any book that follows the journey of an entrepreneur. So anything that's out there that is telling, telling the story I love. So I would cite something like Sam, Walton's book, how he built Walmart is a fascinating read.

you know, there were, there were some that are closer to home day wheeling, building JJ sport, for example, back in the day, going from a professional footballer to, building, JJB shoe dog, Phil Knight, how Phil Knight built Nike again. You can imagine, you know, my affinity to that is, it's huge. as was the movie, air movie. but my weekly,

Fodder is how I built this by Guy Raz, the podcast, which fundamentally does the same thing. It's interviewing entrepreneurs and how they built their businesses. Hence the name of the show. But I find that two things, one massively inspiring, but secondly, how common

the same stakes are or the same challenges are no matter what business you're building. There are some common things that crop up time and time again, listening to that show, reading the books that actually I get a lot of comfort from because when I hit those challenges, those barriers, I know that one can get over those.

challenges because I can cite 20, 30, 40, 50 other entrepreneurs that have been on that same journey and have managed to overcome them and build and continue to build successful businesses. they would be my kind of go-to's. yeah, week in

, week out, how I built this. I love it. It's great show.

Adam (37:15.24)

Excellent, excellent. we've put links to those in the show notes, some really good recommendations there, thank you. And before we wrap up, is there anything else you'd like to share or let our listeners know where they can find you and find Glove Glue?

Paul Sherratt (37:30.05)

find me on LinkedIn, very active on LinkedIn. So Paul Sherratt, you'll find me there and trying to give some insight and some transparencies to what our journey is like, what it's like trying to build a seven figure plus business to heading towards an eight figure plus business. That's, enjoy that. Hopefully there's some content on there that will, that would help people. We're gloveglue.com.

So, you can find as they can find everything, in around the brand. I, terms of advice, yeah, I would just to underline, think go for it. Right. I think, I think if you've got, and I mentioned it earlier at, at a scratch that I needed to itch. I didn't, I didn't want to get to 70 80 and regret not scratching.

that and yeah just go for it

Adam (38:33.096)

Great words, good words to finish up with Paul. Thank you very much and thanks for joining me today on the Fractional CFO show. Really appreciate your insight, your perspective and your time. Thank you.

Paul Sherratt (38:43.907)

Thanks, Adam.