Starting a business is a challenging yet rewarding journey, especially for emerging brands. Many founders begin their ventures as a one-person operation or with a small team, but as the company grows, so do its demands. The transition from being a hands-on founder to becoming a strategic CEO requires key decision-making, from hiring the right team members to learning how to delegate responsibilities. 

To explore this transformation, ECRM’s VP of Content Joseph Tarnowski sat with Dave Danzig of Cosset, Inc. at ECRM’s Everyday and Holiday Cosmetics, Skin, Fragrance & Bath Session held earlier this year in Chicago. Over the past decade, Danzig has grown his company from a small operation of two people to a team of 40, and continues to grow as he lands new business from his meetings at ECRM Sessions including retailers like Hi-School Pharmacy, The Giant Company, Boscov’s and Bristol Farms. 

Danzig's story is one of passion, strategic growth, and learning to let go. From making bath products such as Cosset’s Therapy Bombs and other bath products in small batches to managing a growing team, he has encountered both opportunities and challenges along the way. He emphasizes the importance of finding the right team members, building a strong company culture, and trusting others to take on critical roles. Below, we delve into his experiences and the lessons he has learned throughout his entrepreneurial journey, and how he has been able to scale his business while maintaining its core values.

Turning a passion into a business

ECRM: Tell us about how you started Cosset and what motivated you to turn it into a business.

Danzig: We started back in 2014. I took a hobby of mine—creating bath products—and combined it with my background in marketing and business. Instead of working for someone else, I wanted to see if I could build something of my own. Our products focus on therapeutic bath experiences, using specific ingredients to enhance relaxation and wellness.

ECRM: In the beginning, you were doing everything yourself. How did you manage it all?

Danzig: As a founder, you're responsible for everything—product formulation, branding, sales, and even cleaning up. Choosing the right name for the brand was a big decision. Initially, we considered "Blocks Cosmetics," but that didn’t resonate. We landed on "Cosset," inspired by an old English word meaning to care for and protect in an indulgent way. A strong brand identity is essential from the start.

The First Hires & Building a solid team

ECRM: At what point did you realize you needed help, and how did you decide on your first hire?

Danzig: When the business started to grow, I knew I couldn’t handle everything alone. The first role I hired for was sales, as I needed someone to help at the farmers’ markets. This allowed me to focus on product development and marketing. Delegating was tough, but essential for scaling up.

ECRM: How do you decide on what roles to fill as the company expands?

Danzig: Growth naturally dictates the hiring process. First, I needed more salespeople, then production staff, and eventually, managers. Trusting others with production was particularly challenging since it meant sharing my formulas. However, I realized that my team members often knew how to do their jobs better than I did, and that’s exactly what you want in a growing company.

ECRM: What qualities do you look for in new hires?

Danzig: Culture fit is number one. If someone isn’t excited about our products, they’re not the right fit. I once had a manager pause an interview to explore our shop and learn more about our offerings—that showed initiative and genuine interest. Those are the kinds of people I want on my team.

ECRM: As your company has grown, how do you identify and groom leaders within your team?

Danzig: Not everyone who starts with you will be the right fit as the company evolves. We recently made big changes in our management team to ensure we have leaders who hire people even better than themselves. A great leader looks for gaps in the company and works to fill them, whether in marketing, production, or overall strategy.

Looking to the Future

ECRM: What’s next for Cosset, and where do you see the company in the coming years?

Danzig: We’re excited about the future. ECRM has played a big role in our growth. I don’t have to set appointments, I don’t have to create anything; they put everything together for us. From there I just show up and communicate my message to the buyers. After that, it’s all in the follow up. You need to be very persistent in your follow up.

One additional thing that we’ve learned is that it doesn’t happen all at once. You need to show up at more than one to build that trust and confidence with buyers. Once they see you two or three times, they know you will be sticking around. It’s been an incredible journey and we look forward to seeing where we are in another five or ten years. 

Cosset's David Danzig shares the secrets behind his success with ECRM