Two recent college graduates brought back 400 bracelets as souvenirs from their graduation trip. Their initial capital was around $100 to $200—the equivalent of one piece of luggage.
Nine years later, it became a brand with $100 million in sales and was sold at a valuation of $195 million.
https://x.com/columbus_ceo/status/2060706569046863994
In this article, I will break down the entire process with numbers. What they brought back, how much it initially made, and what you should do if you want to replicate this in Japan.
I wrote this specifically for:
・Those who want to start a new business but don't know where to begin
・Advertising, marketing, or affiliate companies that have the power to sell but no products of their own
・Companies that want to go global but lack the means
(All amounts are converted at 150 yen to the dollar.)
It all started with a conversation on the beach
Summer 2010. Griffin and Paul, who had just graduated from San Diego State University, went to Costa Rica for their graduation trip.
On the beach, they met two local artisans, Jorge and Joaquin, who were selling handmade bracelets.
The founders recall:
"The moment I held the bracelet, a light bulb went off."
"We can take these back to San Diego and sell them to our friends to help increase their sales."
They did only one thing:
They had 400 bracelets made.
Then they packed them in their luggage and brought them back to the US.
The most important thing here is that they "didn't make" them
It's often overlooked, but these two didn't manufacture a single product.
They didn't design them. They didn't look for a factory. They didn't create molds.
They simply bought 400 items that were already being sold locally and brought them home.
This is the exact same structure I always write about.
When people try to start a new business, they usually get stuck on "what to make." With OEM (manufacturing your own brand at a factory), development costs millions of yen and takes six months. During those six months, sales are zero.
They skipped that. They brought back something that was already finished and already being bought by someone.
And the number 400 is just right. It's an amount that fits in travel luggage, and even if it doesn't sell, it's not a life-ending loss (a few hundred dollars).
Let's do the math.
Here are the numbers:
The initial stock was 400 pieces. In Japanese yen, it was about 10,000 to 20,000 yen.
They placed just 200 pieces—half the stock—in a small basket next to the register at a boutique called "Planet Blue" in Malibu.
They sold out in two weeks. Sales were approximately $2,000.
The calculation looks like this:
・Selling price per piece: Approx. $10
・Cost per piece: A few cents
・Cost ratio: Under 5%
And by selling just half (200 pieces), they made back more than 10 times their total investment.
I always write that I aim to set the cost at 30% of the selling price—a 70% gross profit.
These bracelets had a cost of less than 5%.
Why does this happen? Because in the local area, no one had set that price.
Something that cost a few cents on a beach in Costa Rica sold for $10 next to a register in Malibu. The product didn't change one bit. Only the place where it was sold changed.
This is the true essence of bringing things from overseas.
■ From there, it doubled every year
・2016: $15 million
・2017: $30 million
・2018: $68 million
・Thereafter: Over $100 million
It doubled beautifully.
If you double every year, by the 9th year, it becomes 256 times the original. Just multiply by 2 eight times.
Then in July 2019, Vera Bradley acquired 75% of the parent company for $75 million. Depending on conditions, the total contract could reach $130 million (approx. 19.5 billion yen).
An investment of $100-$200 reached this level in 9 years.
■ The roles of the two were split from the start
Structurally, there is another important point:
・Paul was a finance major. He handled cash flow management.
・Griffin was a marketing major. He handled sales and marketing.
From the beginning, the person watching the money and the person selling were separate.
If you try to do it alone, you get stuck here. If you focus on selling, you lose sight of cash flow; if you look only at numbers, your actions stop.
Decide which side you are on first. Bring in the missing piece from the outside.
They made this judgment at the 400-piece stage.
In the first 6 months, the company almost died
It's not all pretty stories.
During the first 6 months of founding, the two fell into a serious situation with inventory management and order processing.
Products were out of stock for weeks or even months.
Even though it's selling, there's no product. The momentum and sales stop there.
The founder himself said:
"It almost killed the company."
Finding a product that sells and continuing to supply it are completely different skills.
I myself "died" here. When I was a student, I stocked Chinese products without checking samples, and I had to refund the entire $130,000 that had already been sold. I lay on a bench press at a local gym, crying as I made calls one by one.
Accidents happen more often after you find the product.
・Is there a production system?
・What is the lead time?
・What is the minimum order quantity (MOQ)?
・What is the failure rate, and who holds the warranty?
Whether you can ask these questions before bringing back 400 pieces determines the next 6 months.
The turning point was Instagram
After recovering, there was a moment when the brand exploded.
It was when they released a product called the "Wave Ring" on Instagram.
The fan response was dramatic, and the ads went viral. They were able to acquire new customers at a low cost, and the jewelry department alone came to account for over 30% of sales.
And here is the system they built:
・Instagram followers: 2.1 million
・Registered ambassadors: Over 150,000
・Currently active sales reps: 50,000
・Retail stores: 5,000
Instead of piling up advertising costs themselves, they created a structure where fans distribute and sell for them.
For a small company to work with a large number of people, they have to let go of control. It's physically impossible to write scripts for 150,000 people.
Later, the brand passed into other hands
I'll be honest about this part too.
In June 2025, Vera Bradley sold Pura Vida to an affiliate of CriticalPoint. The terms of the transaction were not disclosed.
In other words, the owner of this brand has changed: Founders → Vera Bradley → another fund.
I don't think this is a bad thing. In fact, I think it's the essence.
Brand rights are assets that are bought and sold.
Just like real estate, owners change. And the ones who profited the most were the two who first went to get it on that beach in 2010 when no one was looking.
If they hadn't gone to get it, this asset wouldn't exist in the first place.
And what happened to the two artisans?
When they met, Jorge and Joaquin were living in poverty.
Now, they are on the side of employing hundreds of artisans.
This is why I like this story.
It didn't end with buying them out cheaply; it started with the premise of increasing the other party's sales. The founder himself said, "to help increase their sales."
The first sentence of the proposals I send to overseas manufacturers is the same:
"I want to expand your products in Japan."
Start with a proposal, not a sales pitch. Since it's a talk about profit for the other party, it's hard to be rejected. And since overseas manufacturers find dealing with the Japanese language troublesome, the person acting as an agent is actually welcomed.
Exclusive contracts are ultimately person-to-person. This is the one thing AI cannot replace.
If you were to do the same in Japan
It's impossible to replicate "meeting by chance on a beach in Costa Rica."
But finding a product that is already selling locally but no one is selling in Japan yet is replicable.
Here are our actual numbers:
・The reply rate to inquiries to overseas manufacturers is 10-20%
・Reaching an exclusive contract after matching conditions happens for 2-3 out of 100 companies
・In other words, to secure one brand, you need a list of 30-50 companies
・And the negotiation itself is free
When we take exclusivity, we set the cost so it can be 30% of the selling price. That's a 70% gross profit.
A coffee maker we picked up at a Japanese exhibition made $110,000 in the first month. The gross profit was about $79,000. Development cost $0, upfront inventory cost $0.
This is the Japanese version of "bringing back 400 pieces."
The place to look is already decided
https://x.com/columbus_ceo/status/2091350663959871851
In mid-October, large-scale exhibitions are concentrated in Hong Kong.
Among them are two major exhibitions I highly recommend and always attend. One has over 4,000 exhibition booths. The floor space exceeds 70,000 square meters.
4,000 ÷ 50 = 80.
By simple calculation, a population of 80 brands' worth of opportunities is standing inside one building.
Moreover, every company has brought samples. A representative is standing there. They have come on the premise that it's okay to talk to them.
The only difference from the beach in Costa Rica is that you don't have to rely on luck.
The cost is also about the same as one trip. An interpreter usually costs about $70 a day. In some cases, subsidies or grants from local governments or support agencies can be used for overseas expansion or inspections.
I will also accompany you in September and October
【Entrance】 Early September · Tokyo
A large exhibition with free entry where overseas companies also come. If Hong Kong seems like a high hurdle, start here.
【The Main Event】 Mid-October · Hong Kong
The two major exhibitions I recommend. I will also accompany you. I will also do the interpreting for negotiations.
You can hire an interpreter for $70 a day, but the quality varies. Interpreting for negotiations requires more than just translating. They won't make judgments like "asking that now will make the other party pull back" or "it's okay to push here." I or a trusted partner will handle that.
This is a practical exercise in going around the venue together and securing overseas manufacturers on the spot. It's not an explanatory meeting. It's a format where your business cards increase that day and negotiations start that day.
You can participate for just a few days during the October session.
The limit is 10 companies. Since I will be interpreting for each company one by one, I physically cannot handle more than this.
Information
If you are interested in the exhibition, please send "Exhibition" to the official LINE.
I will send you the details for September (Tokyo) and October (Hong Kong), how to move on the day, and participation conditions. The limit is 10 companies, so please contact me early if you are interested.
For other consultations, please send "Individual Consultation."
I will diagnose the overseas brands, categories, and countries that suit you and create a roadmap to generating sales. I will handle it directly. It's free.
Please note that for support in the form of partnership, I limit acceptance to up to 2 companies per industry and 2 companies per category per month. This is to ensure that those who enter first will definitely win.
Official LINE:
I have summarized the overall picture of this model in a 16-minute YouTube video below↓
On that beach in Costa Rica in 2010, those 400 pieces were just sitting there.
Anyone could have bought them, but no one did.
The two who spent $100-$200 built $100 million in 9 years.
There are still infinite good products overseas. The only thing lacking is the gateway to Japan.
Which overseas brand's "Japan Representative" will you become?
https://x.com/columbus_ceo/status/2016113941701919015
https://x.com/columbus_ceo/status/2019678626908938502
■ References
・Forbes: "This Startup Just Sold For $130 Million, Founders Provide Insights On Almost Failing Ten Times" (July 2019)
・US Chamber of Commerce: "How Pura Vida Doubled Sales Every Year Since Launch to Become a National Jewelry Brand"
https://www.uschamber.com/co/good-company/the-leap/pura-vida-bracelet-growth
・PR Newswire: "Affiliates of CriticalPoint Acquire Pura Vida Bracelets from Vera Bradley, Inc." (June 24, 2025)
