Ashleigh Hinde: How Waldo Contact Lenses Cracked the US
In this episode we met with Ashleigh Hinde, founder and CEO of Waldo contact lenses. Waldo was created to give contact lense wearers more control over their purchasing while also reducing the cost.
It’s a great company, run fantastically, and after a successful first year in England, Ashleigh expanded the company to America, opening up an office in New York, and even moving there herself.
She talks us through how her business works, and explains what her experience was like moving Waldo to America.
“You need to make sure you have the capital and the plan in place to launch in the US.”
Time Stamps:
01:13 - Who Waldo are and what they do.
01:41 - Why Ashleigh started the business.
02:58 - What makes using Waldo different.
04:30 - How much people spend on contact lenses.
05:21 - How Waldo makes sure customers are getting the right lenses.
05:48 - Launching the business in the UK and expanding to the US.
07:06 - Why Ashleigh decided to expand to the US.
08:29 - Opening an office in New York.
09:02 - What makes New York an attractive city to have a business in.
09:55 - The reason for having a presence in America.
10:44 - Where the contacts lenses are made and stored.
11:43 - How marketing stays similar in both England and America.
12:57 - Why customers choose to use Waldo.
14:04 - The importance of being flexible.
14:56 - The logistics involved in setting a business up in the US.
16:18 - How having previous experience of the city made the move easier.
17:08 - Why Ashleigh moved herself to New York.
20:12 - The network of founders and how they help.
21:14 - Common challenges that come up.
23:40 - The male dominance within industries.
25:46 - Finding investors in the US compared to the UK.
29:10 - The different regulations in America and England.
32:12 - Tips for companies looking to expand to America.
33:33 - What Ashleigh would do differently looking back.
35:04 - Expanding into Europe.
Resources:
Foundr
www.hiwaldo.com
www.mtbonnell.com
Connect with Ashleigh Hinde: LinkedIn
Connect with Sebastian Sauerborn: Linkedin
Connect with Nastaran Tavakoli-Far: LinkedIn
Email us at – Info@mtbonnell.com
Twitter – @mtbonnell
Episode Transcript
Ashleigh: Hi, I’m Ashleigh Hinde, I’m the founder and CEO of Waldo contact lenses.
Nas: Cool, so tell us a little bit about Waldo.
Ashleigh: So Waldo currently is a direct consumer contact lenses company, so we provide high quality contacts on a more flexible subscription than the big players, and generally at a cheaper price point. We launched in the UK two years ago, but now have presence in the UK, Europe and US.
Nas: And so what made you want to start Waldo?
Ashleigh: So, a personal pain point, actually, I have been on contact lens, wear since I was 11, and always have been very grateful for contact lenses as a product, I think the fact that they allow you to see without needing to wear something on your face, it’s pretty remarkable invention, but everything to do with buying them is really poor, so pricing is really high and inconsistent, the customer experience, you know from a brand perspective, there’s very little optimism or story telling around the brand even though it gives you vision, which is incredible. And, third, there’s very little flexibility, so one of the problems that I’ve always had as a contact lens wearer was sort of running out too soon, or having to stock pile, so having to buy sort of six months or a year worth of contact lenses at a time. So, I launched Waldo really to address those pain points.
Nas: So, I also wear contact lenses.
Ashleigh: Good.
Nas: And it is a bit of a pain, cause you have to go to the optician, do a test and then wait for them to send them and stuff, can you describe how your service is different, especially cause I’ve actually never bought contact lenses online. So I’m wondering how is different using Waldo compared to what me and others have been doing for ages.
Ashleigh: Sure, so you still need to see your eye doctor, or optician, but when you sign up to Waldo we give you a 10 day free trial, so you can get to know the lenses and make sure they work for you, but the lenses have high oxygen permeability and high moisture content, so from a product quality point of view, it’s really a superior quality product, but at a very good price point and a price point that’s consistent across the bought.
So when you sign up, you decide how much you want to buy, if you want to buy monthly or delivered quarterly, you can do that and then you can also change your deliver dates, your delivery address, you can pause it, so it’s really trying to get your contact lenses, like purchasing behavior more in line with your lifestyle and how you buy contact lenses.
And then the third point is around brand, you know, I really think that the conversation around eye health and contact lenses generally should be much more optimistic conversation and should let customers in, you know, like, to date, until I’ve started Waldo I didn’t know why I used the brand that I used, I didn’t understand what made a good quality contact lenses and what didn’t, and there was very little positivity from the brand, despite the fact that you’re spending so much money per year or per month on them.
Sebastian: How much does a normal, like a contact lens wearer spend on contact lenses per year typically?
Ashleigh: So in the US on dailies, a customer would be spending around $800 so like from a pricing point of view, I mean, it’s a really premium price product, with Waldo the customer would be spending about $400 depending on which plan you’re on, so it’s significantly cheaper.
Nas: And that’s for dailies?
Ashleigh: Yeah.
Nas: And do you do monthly as well?
Ashleigh: No, so we just do dailies, the reason for that is because dailies are far more hygienic for your eyes so, I think if any customer speaks to their eye doctor about that you know, this point would be sort of driven home, I think one of the reasons why people don’t wear dailies is because of the cost. And, so that’s the problem that we’re trying to address.
Nas: And so, this is a bit of detailed but it might be relevant later, so, let’s say I want to sign up to Waldo, do I need to get an eye test from my optician and send it to you guys, can I just, you know, say what I think I am, how do you check that I’m getting the right lens for me.
Ashleigh: Yeah. So, we contact your doctor before we ship that out, but if there are any concerns that you have, we do have opticians in house who can assist you with that.
Nas: Okay, cool. And so, can you tell us a little bit about when you started and when you decided to expand to the US?
Ashleigh: Sure, so we’ve started in August of 2017 in the UK, initially I came up with the idea of Waldo in the US, but most of my working experience up until that point was in the UK so I decided to launch the business here, I also think that the UK is great testing ground for consumer businesses, it’s a very tough environment, I sort of feel like if you can make it here in the consumer product industry, you are well set up to be able to expand.
And then we expanded to the US from the UK about a year ago, so in July of 2018, but we really didn’t necessarily expected how quickly that market would respond and grow. We had obviously some experience with market entry from launching Europe previous to the US, but the US was really a great market for us, so we’ve decided to double down then some on the US and really focused on hiring out a team there, and investing in that market.
Nas: And so why the US were you getting an interest from the people in America or you know, you were saying a big gap in the market, what was the reason for that?
Ashleigh: Yes, so, I mean, you know the US is a really big market, so, I think just from a market size point of view it makes sense for companies to be interested in the US, it’s a lot less fragmented than Europe, I think most of the time a lot of people think of Europe as one place but it’s not, it’s like a multitude of very different cultures and languages and payment gateways and all of that. And then the third is a really the cost of lenses in the US is really high, like much higher than in Europe. So from a pricing point of view, we’re solving a more of a problem in the US than what we are in the UK and Europe, arguably.
Nas: So you are saying, the cost of a year’s worth of dailies is $800 and with you it’s $400 and do you know how many dollars would that be in the UK -?
Ashleigh: Yeah, so in the UK it would be about $600, so in the UK we’re- I mean depending on the site it’s a lot of inconsistency in price, but typically we’re about 15% cheaper in the UK, whereas in the US we’re about %40 cheaper.
Nas: Okay, cool. And so, you guys just opened up an office in the US?
Ashleigh: Yeah.
Nas: Okay. Can you tell us a little bit about that?
Ashleigh: Yeah, so we’ve just open up an office in New York, growing, hiring quickly, I mean we’ve got a logistic setup in the US that we have done for a while, but this is about sort of getting people on the ground, affirming our presence over there, so some of our UK team has moved over to the US to facilitate the opening of that office, but yeah we’re really excited.
Sebastian: Why did you choose to go to New York specifically and not another place in the US for example?
Ashleigh: So I think that East Coast as a UK business present a lot of, you know, a lot of ease for communications standpoint, like, back to the team in London, New York is also at the moment a hub for consumer businesses, across the board, so it’s good for Waldo to be in that environment, but honestly we didn’t do a big procurement exercise across the US, across the East Coast. I mean, I lived in New York before, you know I’ve got network over there and it made sense from that perspective as well.
Nas: So you’ve been selling to American customers since summer 2018?
Ashleigh: Yeah.
Nas: What made you that that, you know, we actually need to have a presence there, what was the reason for that?
Ashleigh: So I think market dynamics mostly, you know the fact that we had a lot of success in the UK and we built up a lot of structure that we think could be well replicated in the US and so we started it as a test, we didn’t go in, like, guns placing for a lack of a better description, but we tested it and we’ve got really good results and so we continued to invest.
Sebastian: So the people in the US that you have right now, the team, what are they mainly, customer service, marketing, what do they actually do?
Ashleigh: Yeah, mostly operations and marketing in the US.
Sebastian: Where the contact lens are actually made, are they made in the US, or Asia, or here, how do you that?
Ashleigh: They are made in Taiwan.
Sebastian: Alright, okay.
Ashleigh: Yeah, as we work with the biggest contact lens manufacturer globally, and, yeah.
Sebastian: Any storage facilities in the US and here?
Ashleigh: Yeah, that’s localized.
Nas: And it just came back to the nitty-gritty of it, so you were explaining how in the UK you would sign up, is it different in the US also, cause I think countries over there have their own sort of medical practices in ways of doing things?
Ashleigh: Yeah, so in the US you have to give your doctor’s details and we contact the doctor on your behalf so every country does have different regulations and roles, but the way that we build up our, takes up a lot for those variances.
Nas: So one thing I wanted to know is how you market in the US compared to here?
Ashleigh: Yeah, so, I mean fairly similar channels and fairly similar messaging, one of the main things about Waldo as a brand, is that I really wanted to be consistent and transparent for customers so it’s important for us to have customers whether in the UK or US or Europe to have a similar experience and our user journey.
So that’s very similar and our brand messaging is very consistent, from a marketing channel perspective we primarily investing in digital marketing, so social media, Google paid ads that’s a lot of where our early traffic has come from, but we are very diversifying our span as all companies and ecommerce are, so we’ve invested in offline podcast, radio, YouTube, and I think really, like, it’s that scale of marketing channels and understanding where your customers really are, that ultimately builds longevity in ecommerce business.
Nas: And I’m wondering what are the reasons customers come to you in the US compared to here, I’m wondering if you get any feedback from customers saying why they chose you guys.
Ashleigh: Yeah, so a lot of it is around the flexibility, I think initially is price, but then, a customers that are really high lifetime value customers who have been with us a long time, most of that surround the flexibility of subscription and the ability to tailor it to what they need and then also the on demand customer service.
So the fact that they can speak to somebody in sort of ten seconds of giving us a call, I think that that sort of direct relationship is something that hasn’t really existed in the pharmaceutical contact lens industry before. And so we’re really trying to humanize it more than just the customer experience when they go to their doctor, you know, which is once a year, once every two years.
Sebastian: And when you’re saying flexibility, does that mean they can, they don’t have to sign up to a long contract so they can basically start a subscription and cancel it after month if they want to or what was the flexibility that you’re talking about?
Ashleigh: The flexibility that I really am talking about is really, if a customer doesn’t want to wear contact lenses every day, and so doesn’t want to buy six months at a time which they might have to do if they’re going through some of the traditional channels, they can order a monthly subscription and deliver it every twelve weeks, that more fits in their lifestyle. So a lot of customers would wear contact lenses on the weekend or during the week when they are playing football or playing tennis. But the rest of the time they want to wear glasses. And so we offer them flexibility around that.
Sebastian: It makes sense, yeah.
Nas: So Ashleigh, I wanted to know about the logistical steps in setting up an office in the US and also if there were any unexpected things that came up?
Sebastian: Any difficulties, problems -?
Ashleigh: Yeah so I think that those problems that come up, I wouldn’t say that setting up in the US was necessarily, you know, presented to us like new challenges that we haven’t experienced in the UK before, I think one of the good things that we had the experience setting up the business in the UK and so, a lot of those pain points we were ready for. I think one of the unique things about the US is state tax, I think that’s really a critical difference between the UK and the US but that’s not so dissimilar to Europe.
So I think from that perspective we were fairly ready for that having expanded to Europe already. And then setting up in US is, I mean in some ways actually was quite a lot easier because we’ve had the experience of the UK, we found people in the US to be super helpful, very open to feedback, making introductions, seeing where they can be helpful, and yeah, that’s been great. I mean some of our investors are from the US as well so that’s helped, you know, from that perspective we’ve had people on the ground since, before we officially set up offices there.
Sebastian: How much does it helped you that you have a previous, there, already from living in New York previously?
Ashleigh: Yeah, that’s super helpful, yeah. I think just in terms of, like network and even the shock factor of being someone new, it always takes some time just to adapt to a new place, so that definitely removed some of that friction which is great.
Nas: So, meaning also that, I guess, it was very useful for you to have that boots on the ground experience from living there previously I assume?
Ashleigh: Yes, so I think it was helpful, I don’t think it’s necessarily a make or break, I think if I hadn’t live there previously we’ve still would’ve gone, but I think it does make it easier, yeah.
Nas: So you told us when we were setting up that you’ve actually moved over, to New York, what was the reason for that?
Ashleigh: So essentially to set up the office there and make sure that there’s a management presence, you know to be honest it’s not, at the moment I’m balancing the UK and the US office, it’s not too difficult, I mean it’s a five-hour time difference, so communication is fairly easy, and I mean it’s actually as far as New York to California, so yeah, it’s been manageable.
Nas: But do you think it wouldn’t be impossible for you to stay here and still set up the office or do you think it really needs your presence to be able to make that expansion happen?
Ashleigh: I think it would be possible, I’m not sure to be honest because we’ve done it this way, I don’t know how the alternative would’ve looked, but I wanted to make sure, that’s certainly from a hiring point of view and you know those initial point of hires, the initial space that we choose, you know a lot of those values were brought across from the UK and I’m not the only one that’s there, so there’s two people from the team in the UK that are there now. And I do think it’s important from an integration point of view to make sure that both teams feel connected to the other office.
Sebastian: It sounded from what you’ve said before pretty much when you were talking about the UK is a good sort of sand box so to speak, that you had the intentional ride from the beginning to make this a US centric business because of the size of the market and even greater benefits that your brand caught there, is that right?
Ashleigh: Yeah.
Sebastian: And I think that changes also the way how you actually plan and outline a business, right, this is not also your presence now so much more important this was always I think from what I understand consider your main market, at least to this point.
Ashleigh: Yeah. So definitely at this point but my thinking was that, you know we had to crack the UK first, so, if we hadn’t have success in the UK or we identify sort of serious flaws in the model or brand, we wouldn’t have continued to expand it to the US. So there’s definitely sort of step by step process. But it was definitely on my radar and I think, you know a lot of founders that I speak to, the US is absolutely on their radar just because of the size of the market, if nothing else actually. So, but I think, a lot of the question is how is they go about it and you know, can they stretch themselves in the business far enough.
Nas: So it’s interesting you’ve mentioned of the founders, so I’m wondering when you were making this expansion initially, were there sort of groups of founders you could talk to, get tips, kind of sought expertise, cause it can be quite scary thing going into a new market, even if you have some background.
Ashleigh: Yes, absolutely, as I’ve started the Waldo journey I’ve tried to make sure that I’m building up my founder network and that’s a really strong network actually, so there’s a couple of groups in the UK that, there’s group called Foundrs, without the “e”, and that’s a really great community of founders across both geographies, and of businesses of very different scales and they’ve got portal that allows a lot of Q&A and forums and they host events and stuff so that’s good, and then also in the US there’s a female founders network called Hers which has been helpful, and yeah, I mean definitely across the board that founder network is really important and helpful for intros and stuff.
Nas: And given this, are there sort of any given classic mistakes people make when they’re expanding?
Ashleigh: I’m not sure, I think every business is different, because every founder has a different skillset, you know, I think every founder is just going to be likely making different mistakes but the overall, I think, one of the most difficult challenges that every founder faces I think in every market is hiring and making sure that you can successfully hire in different countries where cultures might be quite different I think, that’s been a big learning curve for any founder and generally I find across the board that’s what everybody is talking about.
Nas: And how’s that journey been for you guys, with the new expansion?
Ashleigh: Yeah, good, now there is enough people on board that have been with Waldo for long enough that the hiring processes, it’s become a lot more formalized than it was in the early days when, you know, there wasn’t much of a process, there was just a coffee, but now there’s a few more steps in the process and few more people involved, so you can eliminate some bias that way, but we’re still learning, I mean, that’s, it’s been good so far but that’s been always a challenge, like, great people in your business is the most important thing and finding those people and, you know, it’s tough.
Nas: You’re smiling, which makes me wonder if there’s a story [smiling]
Ashleigh: No, I mean, it’s just, there’s not a story, it’s just, I was thinking back on a lot of the team members that we’ve had from the beginning and there’s like a nostalgia that comes with it a little bit, you know, it’s great when you think about these people have been with you from that first coffee all the way till now and you’re thinking how now roles have changed so I’m thinking about that.
Sebastian: We’ve spoke to a few female entrepreneurs already, and some of them are in the tech industry, Silicon Valley and so they expanded to San Francisco, and some of them were quite bluntly, sort of, and telling us story that that industry was sort of like male dominated, and I’m not sure if there is a difference in UK and US, but this is something that they found difficult, or challenging at least.
Nas: And noticeable, as well.
Sebastian: And noticeable, definitely. How is that in your industry and did you meet similar experiences?
Ashleigh: Yeah, I mean I have experience that the US and UK are very different in that front. Generally just within the VC community and the investing community as a whole, it’s far more male dominated, I mean, that’s just fact. More than that, the optical and pharmaceutical industry is very male dominated as well, when I go to trade shows and optical fairs there’s this very few women, but yeah, I think that a lot of it is changing there is a lot of awareness in the space, a lot of VCs are becoming very conscious about it, which is a great thing.
You know there have been a lot of alarming stats about investing going to female founders versus male founders and I think that funds are trying to address that, certainly the big reputable ones are and I think the smaller ones will follow too, but that needs to happen from angel face, yeah, I mean, it has to be sort of grassroots up.
Sebastian: Do you have any female investors?
Ashleigh: I don’t, something I’d like to change though.
Sebastian: [smiling] Well you would be one of the first ones investing in other businesses.
Ashleigh: Yeah, I hope so, really, like, I think that that’s very important.
Nas: Actually, on that point is there anything on investment in particular, I fell that you know more about that, in terms-
Sebastian: Well, I mean in general that can be found when we prepared this interview, we found, I think some of the Twitter founders, invest in your business.
Ashleigh: Tinder.
Sebastian: Yeah. Tinder, okay it’s service again [smiling] so when we were preparing for this conversation, we’ve read that some of the Tinder founders were investing in your business, in general, where did you find it easier to get investment, in Europe, in the UK or in the US?
Ashleigh: So, probably the UK initially just because that’s where the business was and I didn’t have as big as network in the US, but, subsequent to launching in the US and gaining a presence there, I think, I don’t know whether or not it’s been easier, but certainly we found that it’s just needed to happen, it’s important, which goes back to sort of building a network in US and just getting a US capital on the cap table I think generally the pools of capital are much larger in the US but I think that’s a generalization and I think that also goes hand in hand with the size of the market, so, yeah, I’ve had fairly similar experiences on both sides of the pond.
Sebastian: I think what you’re saying is also interesting because I was completely unaware of the contact lens market and challenges that contact lenses wearers face.
Ashleigh: Cause you are lucky and you have perfect eyes [smiling]
Sebastian: And so the problem that your business solves, I was not aware that it is a problem.
Ashleigh: Yeah.
Sebastian: So are the investors also contact lens wearers? [smiling]
Ashleigh: So, many are.
Nas: Would make sense.
Ashleigh: And it makes an easier conversation, and they also wear the product, right, so they can wear and try the product and actually have an opinion on how it feels, but the way they don’t, generally their partner does or somebody in their immediate circle does, so they understand the pin point I think even if your partner wears contact lenses you’re very apt to speed with the problem that contact lenses wearers face.
Sebastian: I think so, iand when you have a close or a loved one, who has it, I mean, you instantly get it, you know.
Ashleigh: And it becomes a point of discussion so, when, even if I’m just speaking to customers, sort of, getting anecdotal feedback, I mean you’re start getting into all of these contact lens specific problems and it becomes quite funny and a really a topic where people can connect over. And I think that’s just indicates how personal and important the product is, that the moment you bring it to light, there’s this whole conversation that unfolds about what wearing contact lenses is like for you, and yeah, I think a lot of brands haven’t really had those conversations with their customers.
Nas: Just I’m thinking how annoying is, you know when you fly and you have to take a solution and they always confiscate it at the airport [smiling] which is like really-
Ashleigh: Yeah, exactly, which they won’t do at dailies.
Nas: Exactly.
Ashleigh: Yeah, it’s a lot more helpful from that perspective. But yeah, when you’re sitting and you don’t know where to put them and you take them out it yeah.
Nas: So one thing I wanted to ask you is that there is a very bug culture difference in terms of how we approach to health care, here compare to the US, how has that affected the way you market or the way people approach your company or maybe investors, just kind of, I just think the conversation is different in terms of healthcare and who we expect to provide it, how involved we are as consumers.
Ashleigh: So I think when it comes to contact lenses it is such a personal product that generally consumers are, they’re pretty involved in the purchase of that more and more we’re seeing customers look online and trying understand the space and get themselves up to speed, but typically for us there’s differences in regulation around sort of CE approval versus FDA approval.
Nas: CE meaning-
Ashleigh: Europe, approve for Europe sale. So there are some brands that have Europe approval but not FDA approval, we from the beginning and we always will only bring products into the market that are being both in both markets. So I think there’s a difference there and in other differences that health insurance is much bigger in the US versus like something like NHS. But even on the NHS, primarily glasses are covered but contact lenses the customer pays out of pocket for. So generally I think contact lenses are sort of a more premium product, so there’s a lot of variances with the both markets, I wouldn’t say that one is standardized, so is the other, and here are the key differences, it more depends on that customer’s healthcare plan and, you know-
Nas: And that is the same in the US, the healthcare plans would not cover the contact lenses?
Ashleigh: No, so a lot of them do, but it’s just depends on what kind of plan you’re on and whether you’ve got vision cover, but I don’t- a lot of them do or at least cover a big portion of it.
Sebastian: So I lived for a long time in the US and as I said I wasn’t aware of the contact lens market, but with other healthcare subscriptions applies the manufacturers what they did directly with the health insurance companies, right, so that the user didn’t have to do that, so, all the paperwork and everything that’s involved would be done by the manufacturer, is that something that you do, do you do the insurance companies?
Ashleigh: So not yet, but we are actively looking to partner with insurance companies at the moment, but the customer can do that themselves at the moment, so, they can, like we provide them on the website with the ability for them to download for the insurance plan.
Sebastian: Right, but they would still essentially be reimbursed, looking into partnering directly, so it’s a completely smooth process, yeah that’s a great benefit.
Nas: So I wanted to know a little bit about selling out in general, would you have any tips, any dos or don’ts to companies who are eyeing that market and want to make the expansion?
Ashleigh: Yeah, so I think get a framework and you set up before hand, make sure that you’re, like paperwork and processes are in places, I think that’s super important and I think make sure that you budget correctly, depending on where you go in the US, obviously it’s very different but I think you can’t just assume the same hiring costs, office costs, legal costs, in the UK as what it is in the US, so I’d say really get your paperwork in check and make sure that your budget is accurate, cause the other thing you don’t want to do is put your UK business on the line to take a step to the US and it ends up cost you a lot more than what you’ve budgeted for, and you end up putting both businesses on the line. So I think you need to make sure that you’ve got the capital and do the plan in place to launch in the US.
Sebastian: This is something that we’re hearing from a lot of people, that it cost more than they expected.
Ashleigh: Yeah.
Sebastian: And it takes longer than expected to get some of the things set up. I think that’s normal in the entrepreneurial life anyway, right, that’s not just about that.
Ashleigh: Yeah, they always think it’s going to take just a week and then [smiling]
Sebastian: Six months maybe.
Ashleigh: Exactly.
Nas: And so. If you have anything differently, what would that be?
Ashleigh: Probably launch in the US sooner, I think we’ve got the attraction very early on and, but for those reasons that I’ve just said I’m probably more on the cautious versus risk side of most founders and so I probably left it quite a lot later than, now in hindsight I would have, but also knowing what I knew then is different than what I know now, so, I don’t like to get sort of hung up on should’ve, could’ve [smiling]
Sebastian: But I mean compared to others, I mean you’ve found a business in 2017 right and at last one year later you’re expanding into the US, I think, compared to most companies I think it’s pretty quick.
Ashleigh: Yeah.
Sebastian: Progression, I mean, so you don’t have to be quick about that, pretty quick [smiling]
Ashleigh: Always think I should be faster [smiling]
Nas: Is there anything we’ve left out by your expansion you want to chat about?
Ashleigh: I don’t think so, I just we’re really excited to be in the US, Gray have started in the UK too, I don’t know if you know the discount value that launch in UK is that for us.
Nas: Are you- because you’ve said before that you’re also active in Europe, are you planning to sell to more European markets or is that going to be too complicated, I mean because of the health insurance, regulations and all that
Ashleigh: So we can do resell to the whole of Europe, but we’re not investing in that as much as in the UK or the US. But we do have thousands of subscribers across Europe, and we’ve got logistics set up there, so yeah, we’re looking at it but we’re also, just making sure we’re focusing on he right areas.
Nas: I’ve already asked it but just to wrap up on asking it, what would be your top when asking in the US market.
Ashleigh: Make sure that you plan correctly and budget correctly, yeah, go for it [smiling]
Nas: Cool, awesome.
Sebastian: Sounds great. So Ashleigh where can people find out more about your company.
Ashleigh: Sure, so on hiwaldo.com you can learn more about us, our lenses and up for your free trial.
