Advice Line with Ronnen Harary of Spin Master/PAW Patrol

Ronan Harari, co-founder of Spin Master, returns as an advisor on the Advice Line segment of How I Built This Lab. Harari updates listeners on his current role as chairman of Spin Master after stepping down from co-CEO, noting he spends about 30% of his time on the business while working on special projects including an AI studio, and recently completed writing a book aimed at young entrepreneurs about reframing attitudes toward risk, luck, and equity.

The episode features three caller segments:

1. Ann Williams of Yearly Co. (Nashville, Tennessee) runs a solid 14-karat gold bangle jewelry business built on a family tradition started by her grandparents. The company generates approximately $11 million in annual revenue but faces significant challenges due to historic gold price increases over the past 12-18 months. While order values have increased, order volume has decreased as prices have approached $700 per bangle (up from $440 a year prior). Ann seeks advice on how to adapt through product, pricing, or marketing changes while maintaining her brand's commitment to solid gold and craftsmanship. Harari suggests leveraging her direct-to-consumer relationship and permission from customers to explore additional product lines beyond gold—such as silver, baby cups, or frames—to serve customers at different price points and expand her revenue base. He recommends treating this as an opportunity to create entirely new product lines rather than simply changing materials within existing products.

2. Felix Cullen of Island Bee Company (Martha's Vineyard) runs a multi-generational family apiary started by his parents in 1999. The business produces raw honey and Hive 5, a patented moisturizer made with five hive-derived ingredients (honey, beeswax, propolis, pollen, and royal jelly). With annual revenue between $150,000-$200,000, Felix wants to scale the business and is deciding between relationship-driven B2B channels (corporate gifting, weddings) or aggressive direct-to-consumer routes (TikTok Shop, social media). Harari argues that if Felix wants to build a significantly larger business ($20M+), he should focus on social media storytelling and consumer-driven growth rather than transactional corporate gifting, while also building distribution through retail shops, gift shows, and food shows on an East Coast-to-national expansion path. Guy Raz counters that rapid social media growth could create operational chaos given the small, family-run production capacity, recommending initial focus on B2B relationships to build foundation before scaling digital channels. The conversation reveals tension between growth speed and operational sustainability, with Harari emphasizing consumer product repeatability and Raz prioritizing sustainable scaling.

3. Matt Smith of Wandering Soul Beer (Beverly, Massachusetts) started his craft beer project after a deeply personal tragedy—the stillborn death of his first daughter, Melody, in 2017. He created a 5% New England hazy pale ale called Melody Maker as a legacy for his daughter, and the beer sold out in stores. The business grew to nearly $500,000 in sales during COVID (2020) but has fluctuated significantly, eventually shutting down at the end of 2022 before being revived when customers requested the beer's return. Current annual sales are around $150,000. Matt's challenge is maintaining his personal identity and healing journey while running the business—preventing it from consuming his life the way it did in 2022 while preserving the personal, concept-driven approach that defines his brand. Both advisors recommend strict compartmentalization: Harari advocates for working in a dedicated office space (not home), establishing a consistent rule never to discuss work with family and friends, and maintaining a structured work schedule (10-6). Raz suggests establishing non-negotiable personal time weekly (such as morning walks or band rehearsals with musician friends) to provide mental space, disconnect from work, and generate creative ideas. Both emphasize that protecting life outside work paradoxically improves business performance by reducing burnout and enabling fresh thinking.

Throughout the episode, Harari discusses Spin Master's strategy of balancing internal innovation with strategic acquisitions (Melissa & Doug, Rubik's Cube, Etch-a-Sketch) to diversify revenue and reduce industry volatility. He stresses the importance of maintaining a 50-50 balance between creating new brands and acquiring established ones. Regarding Paw Patrol, he notes the franchise is now in its 14th-15th season with the goal of 'Paw Forever,' with films, seasonal content refreshes, and continuously innovated toy lines. Harari emphasizes that the toy and consumer products industries require rapid iteration, strong storytelling, and staying current with innovation barriers that have lowered significantly.

The episode closes with Harari reflecting on his book and core advice to young entrepreneurs: focus on the advantages of youth (hunger, energy, exposure to new things, rapid learning) and reframe risk and luck as opportunities rather than obstacles. When asked what he'd tell his younger self, Harari recommends not taking everything so seriously, enjoying the journey, and being willing to give projects time to breathe rather than rushing toward predetermined outcomes.