1. What’s the quick origin story of your brand, and what makes your product or positioning genuinely different from other options in your niche?

Tom Wicky: MyFBAPrep started almost by accident. My co-founders and I originally set out to build a large Amazon wholesale business. As we scaled, we kept running into the same problem: there wasn’t a reliable infrastructure layer between brands and Amazon. Warehouses didn’t understand Amazon’s requirements, sellers struggled with compliance, and inventory was constantly getting stuck in the system.

What looked like a logistics problem was actually a market gap. Instead of continuing to build a wholesale business, we shifted our focus toward solving that gap. We started teaching warehouses what FBA Prep even was. Many facilities had never heard the term “Fulfillment by Amazon”, so we set out to build processes, training, quality standards, and eventually a network.

Today, MyFBAPrep is one of the largest partner warehouse networks serving ecommerce brands, with facilities across the United States, Canada, Mexico, the UK, and Europe.

What makes us different is that we never tried to become another warehouse. Most logistics companies are asset-heavy operators that want to fill their own buildings. We built a network model. We focus on matching brands with the right warehouse, geography, capabilities, and economics while providing a single layer of accountability across the entire experience.

That allows us to offer flexibility most traditional 3PLs can’t match. A client can leverage cold storage in California, Amazon prep in Texas, direct-to-consumer fulfillment in New Jersey, retail distribution in Chicago, and co-packing in the Midwest without having to manage five different vendor relationships.

We’re not trying to sell warehouse space. We’re trying to solve logistics problems.

2. Since launch, what have been the 1-2 real turning points for your brand-specific decisions, pivots, or experiments that noticeably changed your growth or profitability-and what did you learn from them?

Tom Wicky: One of the biggest turning points was honestly not a branding decision I loved. The name “MyFBAPrep” still gives me nightmares from a branding perspective. It’s not elegant. It’s not aspirational. It’s not the kind of name a marketing agency would recommend.

But it was incredibly effective.

In the early years, we didn’t have venture capital. We didn’t have a large marketing budget. What we did have was a very clear understanding that people were searching Google for terms related to Amazon FBA prep. The domain itself became our growth engine.

Because we were teaching the market what FBA prep was while simultaneously ranking for the exact terms people were searching, we were able to capture organic traffic at a rate that would have been impossible through paid advertising.
The lesson was simple: sometimes effectiveness matters more than elegance. Founders can spend too much time trying to create the perfect brand when they should be focused on creating distribution.

The second major turning point was realizing that we had built something much bigger than an Amazon prep company.

Our customers kept asking for adjacent services. They needed transportation solutions. They needed drayage. They needed container unloading. They needed direct-to-consumer fulfillment. They needed retail distribution. They needed cold-chain capabilities. They needed co-packing.

At first, we viewed those requests as separate opportunities. Eventually, we realized they were all the same opportunity. Customers weren’t buying prep services. They were buying supply chain outcomes.

That realization allowed us to expand from a narrow Amazon-focused service into a much broader ecommerce logistics platform. Today we support everything from direct-to-consumer fulfillment and retail distribution to cold-chain operations, transportation management, and co-packing services.

The lesson was to pay attention when customers repeatedly ask you to solve adjacent problems. Sometimes your next stage of growth is already being described by your existing customers.

3. Which 2-3 channels drive most of your revenue right now (for example SEO, paid social, email, marketplaces, influencers), and what have you learned about making those channels work in your category?

Tom Wicky: The biggest channels for us are SEO, strategic partnerships, and referrals.
SEO has been a major driver since the beginning. Ecommerce brands are actively searching for solutions when they have a logistics problem. If someone has inventory stuck at a port, needs Amazon prep services, or is looking for a new 3PL, they’re already expressing intent. Those are high-quality opportunities.

Partnerships have also been incredibly important. Over the years we’ve built relationships with Amazon agencies, freight forwarders, software providers, consultants, and service providers throughout the ecommerce ecosystem. Many of our best clients came through trusted introductions.

However, referrals are probably the strongest channel of all. When a brand trusts you with millions of dollars of inventory and you consistently deliver, they tell other founders. In logistics, reputation compounds. The biggest lesson is that trust is the real product.

Warehousing isn’t exciting. Logistics isn’t sexy. But when a founder’s inventory is sitting in a warehouse, they need confidence that somebody is going to answer the phone and solve problems when things inevitably go wrong. The companies that earn trust win.

4. How are you thinking about search in 2026 – Google, AI assistants like ChatGPT, and other discovery platforms? What, if anything, have you changed in your content or site to stay visible as AI search grows?

Tom Wicky: Search is undergoing the biggest shift I’ve seen since we started the company. Google still matters, but AI assistants are increasingly becoming the front door to discovery.

We’re already seeing meaningful traffic from ChatGPT and other AI-powered search experiences. That’s only going to accelerate. Fortunately, many of the things that make content perform well in traditional search also help in AI search: authority, clarity, expertise, credibility, and structure.

We’ve spent years investing in high-quality content, thought leadership, partnerships, and domain authority. Those investments are paying dividends now.
Where we’ve evolved is around structure and clarity. We’re increasingly focused on creating content that is highly organized, easy for large language models to understand, and designed around answering specific user questions. We pay attention to site architecture, topical authority, entity relationships, and reducing ambiguity.

AI systems reward clarity. The companies that will win in AI search aren’t necessarily the companies publishing the most content. They’ll be the companies publishing the clearest and most authoritative content.

For founders, my advice is simple: stop trying to game algorithms and start becoming the best source of truth in your category.

5. What do you do to turn first‑time buyers into repeat customers and advocates? Are there specific experiences, content, or community touches that work especially well for you?

Tom Wicky: For us, it comes back to service. There’s no magic loyalty program in logistics. Customers become advocates when you consistently solve problems, communicate proactively, and make them feel important.

We focus heavily on responsiveness, transparency, and accountability. When mistakes happen, we own them quickly and work to resolve them.

Customers remember how you handle difficult moments far more than they remember when everything goes according to plan. We’ve built our business around the idea that every customer should feel valued, wanted, and protected.

As a result, many of our best customers have become our best salespeople. They introduce us to peers, recommend us within founder communities, and advocate for us throughout the ecommerce ecosystem.

That’s the ultimate measure of customer satisfaction. The best marketing strategy we’ve ever found is delivering an experience worth talking about.

At the end of the day, logistics is a people business disguised as an operations business. Warehouses, software, transportation, and automation all matter. But trust matters more. If you consistently put the customer first, answer the phone when others won’t, and do the right thing when things get difficult, growth becomes a byproduct of the reputation you build. That’s been the story of MyFBAPrep from day one, and it’s still the principle that guides us today.

6. If you had to write a short playbook for an ecommerce founder one stage behind you, what would you double down on over the next 12 months – and what would you stop doing entirely?

Tom Wicky: I would double down relentlessly on customer service. We operate in an industry where customer service has become surprisingly rare. Many brands have millions of dollars of inventory sitting inside third-party warehouses, yet they struggle to get someone on the phone. Emails go unanswered. Support tickets disappear into black holes. Accountability is often nonexistent.

At MyFBAPrep, every client gets a dedicated account manager. Many have Slack channels with our team. Others communicate through WhatsApp. Every client has access to leadership, including my personal cell phone number. We want customers to know that somebody cares.

In fact, one of my favorite stories from our early years perfectly captures our obsession with customer outcomes. We had a warehouse partner that was falling behind and customer orders weren’t moving. Calls weren’t working. Emails weren’t working. As a last resort, we literally sent a seven-foot teddy bear to the facility with a note translated into seven different languages asking them to please get the orders out the door.

It sounds ridiculous, because it was. But when you’re responsible for a customer’s business, you do whatever it takes. That mindset still exists inside our company today.

If I were advising a founder, I would stop obsessing over growth hacks and start obsessing over customer experience. The easiest customer to acquire is the one you already have.

When customers feel valued, they stay longer, spend more, and refer others. That creates a flywheel that is far more powerful than most marketing tactics.