![Paul Jarrett (born July 15, 1981) is an American entrepreneur. He is the co-founder and chief executive officer (CEO) of Bulu Box[1] and he played football at Iowa State University during the 2000 and 2001 seasons under head coach Dan McCarney. Jarrett has been a member of Lincoln Mayor Chris Beutler’s Recycling Committee from 2015 to present. With his fellow committee members, who include elected officials and prominent business owners, Jarrett consults with the city of Lincoln on matters of public policy.](https://static.wixstatic.com/media/6a362f_294e44093a1047bbac1de69c43583aab~mv2.png/v1/fill/w_147,h_40,al_c,q_85,usm_0.66_1.00_0.01,enc_avif,quality_auto/paul_jarrett_logo_1.png){kind=logo}
📢 Check out my feature in “Together Talks” with Sean Kilmson of Klimson Logistics Solutions where I share Bulu’s evolution, lessons from buying back the company, and my biggest entrepreneurial insights! Read the full article here.
The Evolution of Bulu: Pivoting for Growth
Bulu started as one of the first six subscription boxes in the market—before the boom. We scaled up to 60,000 subscribers, built custom subscription programs for brands like Disney, Clorox, GNC, and Lululemon, and then... the market exploded with competitors. The pandemic only amplified the need for a new direction.
That’s when we made a big pivot: from Bulu Box to Bulu - a full-service fulfillment service for growth-minded entrepreneurs. We realized brands were struggling with B2B (wholesale), B2C (direct-to-consumer), and social commerce fulfillment. So we adapted. Today, Bulu specializes in flexible, cost-conscious, and customized fulfillment solutions for businesses of all sizes.
The Hardest Challenge: Pivoting Bulu
One of the hardest parts of my career was when we were asked to let go of over 200 employees. We are the type of entrepreneurs who want to give opportunities, so that was not an easy time in our lives. However, as of October 2023, Stephanie and I now own Bulu 100%. And that decision wasn’t just about ownership—it was about survival. We restructured the business and rebuilt from the ground up. It was brutal, but necessary.
Going from venture-backed to fully independent business owners was both terrifying and freeing. No more answering to investors—just focusing on serving our clients, solving real fulfillment problems, and building a business that actually works for us.
What’s Next for Bulu?
For the first time in a decade, our goal for 2025 is stability. No crazy pivots. No massive new revenue streams. Just steady, intentional growth—and maybe, just maybe, a vacation (something Stephanie and I haven’t done since launching Bulu).
We’re also exploring real estate options—whether that’s buying, building, or optimizing our fulfillment space. And while I’ve been the face of the company for years, I’m thinking about what comes next for Bulu’s brand.
Entrepreneurial Lessons: The Best Advice I Can Give
🔥 Don’t chase revenue streams just because they’re there. Focus on doing fewer things, but doing them exceptionally well.
🔥 Be okay with being wrong. Listening, learning, and adapting is what separates good leaders from great ones.
🔥 Find great people and get out of their way. The real secret to Bulu’s success isn’t me—it’s our team.
If you’re running a business and struggling with fulfillment challenges, let’s talk. Bulu was built to solve the problems traditional 3PLs can’t.
💡 Want to read more about our journey? Sean from Klimson Logistics Solutions and I had a great conversation. Check out my full feature in "Together Talks" here.
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