Anthony Bucci

I’m a founder, CEO, brand builder, investor, tech geek, family man and juggernaut. I’m most known for RevZilla. Expect a bit of storytelling, inspiration and insight as my different roles and perspective continue to evolve. I won’t settle and neither should you.

  • Chamath from Social Capital released his first annual letter a few days ago. He’s had a long and storied career, lately as a VC founding Social Capital, and previously spearheading acquisition for Facebook. I’ve been following him for some time. Google him for more.

    There were many notables in his ~15-page letter covering topics from investor returns to the current state of VC to their views on AI and their future investment thesis in light of these “later innings” of the internet.

    This is one of the early nuggets that jumped out at me from the piece:

    Said more simply, Big Tech will get bigger and will leave less room for obvious companies
    doing obvious things. The demands of innovation are going up, and the quality of the ideas and
    teams working on those ideas matter now more than ever in this David v. Goliath landscape.

    The issue of big tech’s consolidation he speaks to is real. We watch it every day via many proxies. The FAANG moats get larger while customers supposedly get more for their dollars now and most likely less in the long term.  Many great companies will continue to die on the treadmill next to their outsized and overcapitalized foes.

    I continue to be concerned when I think of macro issues like Facebook owning and monetizing this age’s “town square” while Facebook and Google’s combined ad duopoly continually raises acquisition and reacquisition costs for digital customers. Amazon is also playing with free and unlimited capital for the annexation of everything valuable well beyond B2C. And don’t get me started on all the issues with software patents, IP and closed systems like Apple, which make it harder for the next wave of startups to find an early foothold by being “taxed” from go on multiple fronts. I don’t know if regulation is the solve, but there is certainly a fair amount that’s broken or breaking in today’s tech landscape. #exhale

    On the topic of Innovation, I’d agree that everyone will need to spend more time, money, effort and energy to actually find durability. The easier or “more obvious” wins are neutralized in months versus years or let alone Drucker’s decades. And big tech’s gravity for attracting the true A talent needed for real innovation is only becoming harder to overcome.

    Back to Chamath’s letter – this is the view of one man, albeit a smart and experienced one, on where the puck is and is going. If you play in the digital world as a consumer, employee, leader or potential investor, you will at least expand your perspective via this quickish read.

  • Value Over Polish

    This week was Halloween, and as is normally the case, friends and OG Zillans occasionally text me magical video nuggets of yesteryear.

    At the end of this post, please see two absurd RevZilla Halloween Deals videos from 2010 and 2011 respectively. They have bad light, bad sound, bad jokes and bad dancing. Our table was also way too low so in every shot is a product and my fly behind it – well, when we’re not putting an intern or our 80-year-old landlord in a costume, at least.

    These early videos also contain honesty, perspective, a unique voice and curated product information in them. At the time, that mix of information and value could not be found elsewhere in the online motorcycle aftermarket.

    Over time, to find the right video positioning and ultimate sweet spot for conversion, trust and brand development, we tried a lot of things that were quick and cheap, knowing if customers revolted we’d take them down.

    It was the internet and while our jokes may have sometimes been funny only to us, no one was really offended. If anything, our customer base applauded us for taking chances and being us, even if we got it wrong or they didn’t get it. A great side effect of some of the most bizarre was that customers would say, “I feel like I’m part of your inside joke, even though I don’t get it.” Brand equity built, albeit from a different angle.

    I actually can’t remember ever taking anything down except for an early video at a FBI shooting range and a Cinco de Mayo deals video which in hindsight was not appropriate. Maybe 2 videos out of thousands.

    My point in all this is that as businesses scale, managing polish, professionalism, voice and production value become important things, especially when you have teams that are accountable specifically for those actual functions.

    Be careful though, that polish doesn’t get in the way of moving fast, iterating quickly or launching things that may be rough proofs of concept that ultimately lead to major ah-hahs down stream. Sometimes you have to place off-kilter, half-baked or riskier bets, knowing that it’s the necessary cost of R&D for future upside.

    Playing it slow, safe and polished is what some incumbents do. And they are the ones who are sitting ducks, just like they were in 2008, when we showed up in Moto and pressed record with our “loose” script.

    Most importantly in my experience, customers will always forgive production, polish or presentation issues so long as the value of the information they need or want is there. They will keep watching, root you on and hopefully tell you to “raise the table away from your pants” lovingly in the comments. They are your feedback loop. Make sure you’re listening.

    All that said, now please enjoy 2010’s RevZilla Halloween Deals tour de force as well as 2011’s Halloween dancing intern. The legendary Akash, patriarch of the RevZilla intern family tree.

    Pro Tip: If you only click one of them, click the second one. #amazeballs

    Thanks Taylor and Chomsky for the inspiration on this one.



  • My friends at Kynetic invited my wife and me to attend a fundraising dinner last week for the GreenLight Fund Philadelphia.

    There are many great causes out there that are always looking for time, talent or financial support to help further their mission of supporting others or accelerating positive change.

    In the last few years, my wife and I have gotten closer or involved with some of them (Tony Hawk Foundation, Vetri Community Partnership, The First Tee etc.).

    Tara and I are usually focused on causes aiming to support at-risk youth or provide foundational support structure to those who didn’t start their lives with a lot of it.

    I’d heard of the GreenLight Fund before but wasn’t fully aware of their approach nor their foothold in Philly for the last seven years. GLF was actually founded by VCs at General Catalyst in Boston fourteen years ago.

    The primary focus of the evening was on a new entity, under the GreenLight umbrella, that is providing financial intelligence and asset-building programs for a target group in need. That program was not founded in Philadelphia, but is now being migrated here with the help of Greenlight Philly. It was a very powerful conversation and recounting of recent impact.

    Now I’m newish to the non-profit world, but there were a few high-leverage things that jumped out at me as more unique to Greenlight and it’s almost “accelerator” approach to social impact.

    1. Greenlight identifies the best and most impactful organizations nationally and then attempts to help them expand their reach into new communities and target markets quickly.
    2. Greenlight works with organizations to help them develop a self-sustaining non-profit model, which lessens or eliminates their reliance on fundraising.
    3. Greenlight cities combine local government and business leadership to prime the pump, and offer programs being expanded from their original market quicker and more efficient traction in the new city. Essentially, they create a locally connected launching pad for incoming programs from other areas.

    The biz guy in me loves this on so many levels. Results oriented, high leverage and well connected. An efficient use of time and social dollar, no doubt.

    My wife and I are looking forward to learning more as we lean in further.



  • Last week I had the opportunity to speak on a panel at the CNBC Disrupt50 event in Philly.

    I was joined by the COO of Rent the Runway, Maureen Sullivan, and we were interviewed by CNBC senior media lead Julia Boorstin. Julia, to her credit, made a great effort to ask less obvious questions of both of us.

    They called the panel “Renting and Revving in the Age of Amazon”, which sounded as ridiculous as it was awesome.

    It highlighted topics on customer value creation along with attempting to cover “Amazon proofing” the business, which Maureen and I both agreed is impossible and has been for over a decade. (cue Jaws theme)

    If you know the RevZilla backstory, my early segue in this talk is not new information. I did, however, get to speak about the approach to becoming an “indepensible resource” for your customer, the “final 10%” uses-cases which Amazon will have a hard time executing on across retail, and I even got pulled into the goPuff weeds.

    I also got to give a shoutout to my pop, who was in the back of the room, for his contribution to RevZilla’s origin. Remember, he forbade me to have a motorcycle in high school or college, which eventually turned into my bad-decision Ducati Monster purchase at 26. With the then dearth of great moto eCommerce options, RevZilla was born.

    Here is a link to the full article about our panel. Here is the article with embedded video clips for the whole Disrupt50 day.

    I do love that this is the quote they pulled: “If you are in B2C, it is great to provide consumers with vitamins, things they love and that make them feel good, but it is way more valuable to be a painkiller.”

    I say it all the time. Clearly one of my favorite frameworks.

    Know your customer. Know their pain. Offer them relief. Become valuable to them. Win.

    See the full video on YouTube:

    Yeah, I’m wearing Iverson and Kobe non-matching Stance socks on stage. It is what it is.


  • I was recently speaking with the founder of a company of which I am an investor. He asked for my thoughts on a decision and I offered my opinion, only to end with a caveat which I repeat frequently.

    I encouraged him to continue to leverage the intellectual capital around him whenever possible, but to remember, “No one knows your business better than you do. Your choices still need to be yours.”

    We all know the all saying, “Consider the source”, and countless biz titans like Ray Dalio write about attaching a “credibility score” to advice. They recommend further validating the opinions of advisors to ensure they have actual experience in the topic they’re speaking to. It seems so obvious, but most of us don’t do that enough.

    All too often, we accept the opinions of people who genuinely want to help us but are shooting enthusiastically from the hip instead of appropriately qualifying their opinion. We all need to be more skeptical at times to make sure we’re listening to direct experience versus just someone else’s lighter weight exposure or feeling on a topic.

    This applies to all grey hair, including investors, board members, advisors and fellow executives – even when they come with impressive resumes and reputations.

    I know too many founders who have deferred to board members’ recommendations, assuming they knew better, only to follow advice or enact strategies that led to significant negative outcomes.

    Even when people are extremely credible on a topic, founders also have to remember that “one size fits none” and copy ‘n’ paste usually doesn’t work across companies, save for some fundamentals.

    Regardless of your level of experience operating, no outsider will ever be able to see the full canvas needed for a complete thought process. Trust your gut. Pump the brakes when you need to. Don’t worry about pleasing people. Get more data points within a responsible time frame, if you need them.

    Use grey haired conversations for additional decision-making frameworks. Hope to unlock some additional pattern recognition. Utilize help to ensure you see the full cost / benefit equation from other sophisticated perspectives.

    But remember you’re the one who’s ultimately accountable. Again, your choices still need to be yours.

    Not fully qualifying the source, pushing back or trusting your instincts can easily lead to an ill-timed CTRL+V.

    That can kill your company. I’ve seen it happen more than once.

  • We got a new van today.  It’s because we have 100 kids (5 actually) and our really big SUV isn’t really big enough, anymore.


    I found it in Texas and had it shipped. The dealer rep, Ali at Round Rock Nissan, was excellent to work with. Fast follow up and follow through, and very high attention to detail.  The shipping carrier completely stunk, but that’s not for today.

    As I have done for years, with all our vehicles, I get on and cringe after I see what I have to pay to kid-proof our rides with custom-fit floor mats, seat covers and liners.

    If I could rhino-line the whole interior, I’d do it. Just ask the purple crayon on the ceiling in my wife’s SUV if it loves being immortalized outside of a coloring book.  The SUV is a 2015 aging in dog years. Come see it. I dare you.

    Anyway, since the van is a newer model the exact-fit parts page didn’t have the full breadth of what I was looking for so I called to ensure there was not a secret rubber floor liner merch’ed elsewhere on the site.

    I spoke to the rep, Khloe, for about 20 minutes. Peppered her with questions and then negotiated a package deal on the big ticket for a few bucks off and free shipping.  I came loaded for bear on the call, and Khloe met me head on.

    I dropped $450 on seat covers at today because Klhoe was my Sherpa. At the end of the call, I asked her how I could let someone know how good she was and thanked her for all her help.

    This is what I sent to the email addy she gave me:


    Email Subject: Excellent Customer Interaction


    I hope this email finds its way to management and other relevant parties.

    I just spent 20 mins with Khloe to place a $450+ order on seat covers for a new van.

    I found her to be:

    Detail Oriented
    Super friendly

    And she knew your products, company and processes cold.

    From color matching due to flash usage during product photo production, to how my card could be charged multiple times at shipment if my order was broken into multiple shipments, she was on it. We also seamlessly adjusted account information while I was in order processing workflow.

    She was engaged and took pride in her work. This was a consultative sale and considered purchase.

    I’d hire her in a heartbeat for any of my businesses,  as service is the next competitive edge beyond verticalization in the age of Amazon.

    Bravo. Ring the gong for her.



    I send stuff like this pretty regularly.

    I want to make sure that the best people I interact with as a consumer stay connected to the companies that I want to buy from or need. It’s up to those people’s managers to invest in them, their function and do the work to keep them engaged and on the bus or they will lose customers like me. I notice when it changes.

    Next time I call, I’m asking for Khloe directly and I’ll happily vote with my credit card.

    I’m not alone in my thinking. Most eCom and retail isn’t dead, it just needs to be service-centric at all levels, whether it produces its own products or not.

    My wife thinks I’m too difficult and I expect too much in most situations. Maybe.

    I, however, only think expectations as high as mine are a net negative if:

    1. You don’t communicate effectively or agree on the goals / expectations, ahead of time;
    2. Your level of expectations are inconsistent across similar types of interactions;
    3. If you don’t ensure you offer equal amounts of praise for jobs well done and especially heavy praise when people go the extra mile when no one is looking, and;
    4. You hold yourself to a lower standard than others.

    You don’t have to expect less from yourself or other people just because that’s the norm. Set a high bar, reinforce it with praise and live it yourself.