By Bobby Cohen
In early 2020, I found myself on a call at 3 a.m. with a supplier in a completely different time zone, trying to track down a shipment of face masks that had seemingly disappeared. It wasn’t glamorous — but it was real. That moment sticks with me, not just because of the stress, but because it marked a turning point in how I thought about our supply chain.
At Copper Compression, our products aren’t just boxes on a pallet — they’re pain relief, recovery and better days for our customers. That’s why supply chain volatility doesn’t just hit our margins; it hits our mission.
Here are a few lessons we’ve learned that I hope can help other founders weather the storm and stay focused on delivering real value — even when the world gets messy.
Over-communicate, early and often
It sounds basic, but clear and frequent communication has saved us time and time again. Whether it’s a supplier halfway across the globe or a freight partner dealing with customs delays, we’ve learned that silence is dangerous.
We’ve made it a priority to create a communication culture that’s proactive, not reactive. We check in regularly with partners, share demand forecasts and raise red flags early. And we’ve extended that same mindset to our customers — because when people know what’s going on, they’re more willing to stick with you through the bumps.
Diversify like your business depends on it — because it does
Early on, we were too reliant on a single supplier for a key product line. When it hit a manufacturing delay, we were stuck. That experience pushed us to build redundancy into our supply network. It took time and wasn’t always cost-efficient upfront, but when other partners faced their own setbacks, we were able to shift production without missing a beat.
Now, we see diversification not as a luxury, but as a form of business insurance.
Inventory isn’t a dirty word anymore
Like many businesses, we used to follow a just-in-time inventory model. Lean, efficient, minimal waste. But after a few close calls — and one particularly painful out-of-stock stretch — we shifted our thinking.
Now, we hold more strategic inventory on our most popular products — even while serving 1 million direct consumers and over 12,000 retail stores. It’s not always the leanest approach, but it’s helped us protect customer experience and avoid costly stockouts. In today’s climate, a few extra weeks of inventory can mean the difference between happy customers and lost trust.
Stay agile with data and gut instinct
We use data every day — demand forecasting, lead time analysis, shipping trends — but I also believe in the value of gut instinct. Experience matters. Sometimes the signals don’t show up in the spreadsheet right away, but your team knows something’s off. I’ve learned to listen to that.
One of the most valuable things I’ve done as a leader is encourage the team to speak up when something doesn’t feel right — even if they can’t yet prove it. That kind of agility and trust in your people can give you a critical head start when things are shifting under your feet.
Final thoughts
We may not be able to control the global trade climate, but we can control how we respond. For us at Copper Compression, the answer has been to build stronger relationships, invest in flexibility, and never lose sight of the customer.
The road has been bumpy, and it’s not likely to smooth out soon — but that’s OK. Disruption, if you embrace it, can make you better. It has for us.
Bobby Cohen is the president of Copper Compression, a company helping people manage pain and recover faster through innovative compression gear.
Illustration: Li-Anne Dias
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