Bloom is live

Three months after introducing Good Native, Bloom is live on the Shopify App Store. Here's the why, the early numbers, and what comes next.

Bloom homepage: Your best seller is sold out. Now it's pre-orders, beside a HARA product page with a Pre-order button
Series:
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Bloom is live: why we built it, what we learned, and why today matters

Back in July I wrote about Good Native, our new app brand, and its first product, Bloom. At the time Bloom was in alpha on 8 stores, and we were waiting to hear back from the Shopify App Store.

Today we're launching it properly. Bloom is on the Shopify App Store, it has its own home at getbloom.today, and any Shopify store can install it. For a small Melbourne agency that has spent most of its life building other people's products, that feels like a big day, so I wanted to write a bit about how we got here.

Why we built it

We've spent years building and optimising eCom stores, and one moment kept coming up: a product sells out.

It's nearly always the product that's working hardest, like the best seller, the core size or the launch everyone's been waiting for. The ads are still running and the emails have gone out. Then someone lands on the page and the button just says Sold out. They leave, maybe for a competitor, and the brand never even knows they were there.

There are apps for this, but they had the problem I wrote about in July: they take more than they give. They look like someone else's widget, with the wrong font, the wrong spacing and a colour that's almost yours. They load scripts you didn't ask for, and making them look right means paying for custom development, which kind of defeats the point. We kept watching brands choose between the feature they needed and the experience their customers deserved.

So the idea behind Bloom was simple. A sold-out moment should still be a chance to make a sale, and it should look like the brand built it themselves.

When a variant sells out, Bloom gives the shopper somewhere to go. If they're happy to wait for it, the button flips to Pre-order the moment stock hits zero, and the ship date follows them through the cart and onto their order page. If they'd rather be told when it's back, they leave an email or phone number, and it goes straight into Klaviyo with the exact size or variant attached. And if they want something today, they see in-stock alternatives the brand has picked. There are no theme code edits, it doesn't slow the page down, and every detail can be styled to match the store.

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How it's gone

Bloom started the way most of our tools do. We built it for real stores with real problems, and then we kept refining it.

The 8 alpha stores were generous with their feedback. They told us what was confusing, what was missing and what they'd actually use, and we shipped something almost every day. I wasn't exaggerating about that in July.

A lot of what's on getbloom.today didn't exist when we announced Good Native. Over the past three months we added sold-out upsells as a third way to keep the sale. We hooked Bloom into GA4, Meta and Google Ads so pre-orders and sign-ups show up as conversions, and made sure ShipStation, ShipBob, ShipHero and Ordoro hold pre-orders until the stock actually arrives. We built a bulk editor, because nobody wants to set up pre-orders one variant at a time. And we worked our way through App Store review.

Shopify approved us on 25 September. Then last week our first two public reviews came in, both five stars. The Flatiron Label wrote that Bloom "replaced our existing notify-me solution at a lower cost and allowed us to retain our styling." HARA wrote that it's "been fantastic at helping us drive incremental revenue both from Pre-Orders and notifications. Plus the support has been top-notch."

"Retain our styling" is pretty much the whole Good Native idea in three words, and it was lovely to read it from someone we hadn't asked to say it.

The early numbers

It's early and it's a small group of stores, so take these for what they are. But I promised we'd be open about what's working, and here's what the first brands have seen.

HARA turned on pre-orders for sold-out sizes and saw 240% conversion on them. Tim, their Head of Operations, told us his favourite parts are the oversell limit and the way Bloom switches to pre-order as soon as inventory hits zero. Skida's weekly sales roughly doubled during a sell-out. As Lizzy put it, "Pre-orders nearly doubled sales last week. We couldn't have done it without Bloom!"

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Pacer pre-sold a new peach flavour before it launched. That drove 400% conversion and doubled their average order value. Hinu collected 1,240 waitlist sign-ups ahead of a single restock, which is 1,240 people who would otherwise have just left. And Merry People has made US$650,000 from sold-out upsells over six months by pointing shoppers to boots that were in stock.

One caveat. These are brands with great products and engaged customers. Bloom doesn't create demand. It just stops you throwing away demand you already have. Still, seeing the same pattern across lingerie, drinks, hair care, headwear and footwear gives us the confidence to put it in front of a lot more stores.

Why today matters

I've been building apps and websites for other people for more than 20 years, and for the last 6 we've done it as Harvey. Today is the first time we've put our own product out into the open market and said: it's ready, come and use it.

It matters to me for a few reasons. Harvey exists to unlock the potential of the new economy to leave behind a better world. Client work lets us do that one brand at a time, while Bloom puts a tool we believe in in the hands of brands we may never meet, at a price they can afford. There's a free plan, paid plans start at US$29 a month with every feature included, and there are no per-order fees.

It's also proof of what we said in July. Apps can be focused, fast and look like your brand without custom development. We can now point to Bloom, in public, with real reviews.

And the timing is good for merchants. Black Friday is on 27 November, and peak season is when best sellers sell out fastest and a Sold out button costs the most. Bloom takes under 15 minutes to set up, so there's plenty of time.

What's next

Launching isn't the finish line. We'll keep shipping the way we have, in small, frequent updates shaped by the stores using it. Hover, our site monitoring app, is next in line. And like everything we do, we'll keep sharing what we learn, including what doesn't work.

If you run a Shopify store, or work with brands that do, I'd love for you to try Bloom. You can have a look around at getbloom.today or book a demo with me. If you're already using it, thank you. A review helps more than you'd think, and we always want to hear what we should build next at [email protected].

Here's to sold out being the start of the sale, not the end of it.

Simon

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Maintain current ownership and governance

🟢
  • Harvey is 100% owned by the Smallchua Family Trust. Rebecca Smallchua is our sole Director.

Share templates, documents, insight into business for good

🟢
  • We’ve officially made all our policies and procedures publicly available here along with our past and current impact reports — sharing our lessons, tools, and insights openly. Something we’ve wanted to do properly for years and glad we finally got it sorted.
  • Maintain B Corp score from 134.1 with workers included
🟢
  • No change here. We’re up for recertification next year and looking forward to exploring the new B Corp standards. We shared our experience of recertification from the previous year here.

We’re exploring profit share, and employee ownership models with the team

🟠
  • Team feedback indicates a preference for a profit-share model rather than equity, as it is simpler, clearer and easier to manage. While there is no urgency from the team, there is interest in defining the approach in more detail. Our informal research also shows that many organisations find equity schemes complex and often less motivating in practice. What people value more is being paid properly, doing meaningful work and a healthy, supportive culture.

Be climate positive at work and at home

🟠
  • We don’t track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn’t donate to the environment (see above) so we can’t say we countered our CO2.
  • We continue to choose Hub as our office space for co-working who are Carbon Neutral Certified. Our overall carbon emissions are mostly contributed by our technology usage and we haven’t got a very detailed view on what that is and how to offset it.

To be updated: Donate 5% revenue to the environment

🟢
  • We delivered this as $55k of pro bono service to RIAA who are the leading industry body in Australia and New Zealand dedicated to aligning investment capital with a healthy society, environment and economy. We believe where you invest — and how you choose to use your money — has a powerful impact on people and the planet.
  • Going forward our plan is to commit 50% of profits to invest in clean tech enterprises and/or donations to charitable organisations fighting climate change.

Re-use, recycle and manage dangerous waste

🟢
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.

Advocate for sustainable business

🔴
  • We only did one small action this year supporting Business for 75. A coalition of organisations calling on the Australian Government to commit to at least a 75% emissions reduction target by 2035, because strong climate action is essential for Australia’s future — and good for business.
  • Sarah also personally contributed to B Local Melbourne in various ways running events and engaging the community.

Protest and boycott important issues (Australia Day, Melbourne Cup)

🟢

Buy with intention from local and discriminated groups

🟢

We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community section of the report.

To be confirmed: Invest $20k in impact businesses and $20k of pro bono time

🟠
  • $0 impact investment. Over $55k 100% pro bono time.
  • We did not invest in impact businesses this year as we dedicated significantly more to probono & amazing discounts, and we didn’t have free cash on hand to do the investment.
  • We will be better at managing our impact allocations  — including impact discounts, cross-subsidies, pro bono work, donations, and investments in impact businesses or climate ETFs. 
  • The major pro bono contribution was  $55k of additional free services to RIAA who are the leading industry body in Australia and New Zealand dedicated to aligning investment capital with a healthy society, environment and economy. We believe where you invest — and how you choose to use your money — has a powerful impact on people and the planet.

Begin a Reconciliation Action Plan

🔴
  • We again looked into starting a RAP this year, but with the administrative requirements for a business of our size, we decided to focus our efforts on taking meaningful action instead outlined in our Community chapter here.

All staff spend 75%+ of their time on clients

🟠
  • Spent 66% of our time on clients. 
  • Our forecasting/financials is based on 65%, but our target is obviously higher to give us a buffer. We are happy with 66%, but will continue to aim to increase this.
  • The 34% broken down into 23% operations, 8% business development, 3% learning. Slightly more on ops, less on learning & business development (Sales/Marketing) than FY24.
  • We spent less time on admin, impact reporting, marketing, formal training & recruitment, and more on client admin, team activities, onboarding and self-learning on projects.

Regular, honest check-ins about how we feel

🟢
  • Stand ups, development sessions, watercooler chats, impact updates and more.

Targeted and clear personal growth, if we are better our clients will be

🟢
  • Continued with our personal goal setting questionnaires that ask the big questions of where we want to go and how we’ll get there. Also lots of accountability check-ins. 

Improve and increase capability across team 

🟢
  • Raising our emotional health levels through a leadership development program with Global Leadership Foundation.
  • Expanding output skills: Market research, Web design, content & copywriting, strategy & development and automation strategy.

9 day fortnights, with option for 4 day weeks

🟢
  • 60% work 9 day fortnights, 30% part-time hours, 10% standard working hours.

Gradually grow the team to 7 people

🟢
  • We ended the year getting ready to onboard our 7th team member in July 2025.
  • In FY24/25 Alex joined us as Senior Designer (Brand & Digital) and Simon Hoye came on board as Head of Technology.

No destructive clients. Revenue 10% Good, 65% Great, 25% Amazing

(Here’s what the classifications mean)

🟠
  • No destructive clients. Revenue breakdown: 6.5% Good, 59% Great, 33% Amazing
  • We were well under on Good and over on Amazing which improves impact and puts pressure on us financially. We’re now managing allocation more carefully each month.

Client survey metrics

  • 100% good value for money. (3 / 5 value for money (1 - ‘could charge less’ and 5 - ‘could charge more’)
  • 8 / 10 likely to recommend
🟢
  • All metrics are on or over target
    • 3.5 / 5 value for money
    • 8.5 / 10 likely to recommend
    • 82 NPS

$1.03m revenue (Up by 23% from FY 23/24). Ambitious, we know!

🟠
  • $916,460 - +10% YoY but under our of +23%,
  • The main reasons we didn’t hit target were scope creep and overruns as well as exceeding the Amazing impact discount.
  • Maintain B Corp score from 134.1 with workers included
🟢
  • We officially re-certified in November 2023, and are pleased to report we achieved the same score (to the decimal point). Wild! We shared our experience of recertification here.
  • Share templates, documents, insight into business for good
🟠
  • We haven't done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.
  • Maintain current ownership and governance
🟢
  • Harvey is 100% owned by the Smallchua Family Trust. Rebecca Smallchua is our sole Director.
  • Re-use, recycle and manage dangerous waste
🟢
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.
  • Be climate positive at work and at home
🟠
  • We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.
  • Advocate for climate change / inspire sustainable living
🟢
  • We hosted a panel event on Zero Emissions Day in September 2023, along with our friends at Portable, where we interviewed industry experts on the opportunity to engage with community and work towards a more sustainable future. Recording here.
  • Donate 5% to the environment
🔴
  • We didn't make the donation this year as we're revisiting our impact giving model - more details here
  • Invest $20k in impact businesses plus $20k of pro bono time
🔴
  • We delivered some pro bono time but dropped the ball and had no official measurements in place.
  • We also did not invest $20k in impact businesses, and are reviewing this goal going forward. In the last 12 months, our three Impact Investments all lost their value (Whole Kids, Pronto Bottle & Kester Black). While it's not great, we accept this is part of ambitious investing, and each had their own challenges that they couldn't quite overcome.
  • Buy with intention from local and discriminated groups
🟢
  • We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report.
  • Protest and boycott important issues (Australia Day, Melbourne Cup)
🟢
  • Yes and yes!
  • 9 day fortnights, with option for 4 day weeks
🟢
  • 80% work 9 day fortnights, 40% part-time hours, 10% standard working hours.
  • Improve and increase capability across team
🟢
  • Raising our emotional health levels through a leadership development program with Global Leadership Foundation.
  • Expanding output skills: Market research, Web design, content & copywriting, strategy & development and automation strategy.
  • Targeted and clear personal growth, if we are better our clients will be
🟢
  • A new process for 360 feedback, plus personal goal setting questionnaires that ask the big questions of where we want to go and how we'll get there. Also lots of accountability check-ins.

Client survey metrics

  • 3 / 5 value for money (1 - 'could charge less' and 5 - 'could charge more')
  • 8 / 10 likely to recommend
🟢
  • 3.4 / 5 value for money
  • 9.2 / 10 likely to recommend

No destructive clients. Revenue breakdown: 17% Good, 59% Great, 24% Amazing

🟠
  • No destructive clients.
  • Revenue breakdown: 17% Good, 59% Great, 24% Amazing (A little over on Good and under on Great, but on target for Amazing - which is most important, so we're happy with that)
  • All staff spend 80%+ of their time on clients
🔴
  • Spent 64% of our time on clients (under). Due to team changes (recruitment, onboarding and offboarding) and extra investment in training, personal development and community engagement (e.g. B Local), we did not hit this target. On reflection, we will think 80% is too ambitious and we'll be revising to 70% going forward.
  • Regular, honest check-ins about how we feel
🟢
  • Stand ups, development sessions, watercooler chats, impact updates and more.

$994k revenue (Up $211k on FY2223)

🔴
  • $833,588. Revenue was up 6% YoY. Midway through the year, we adjusted down our target to $879k as team growth / services shifted. The main reasons we didn't hit target were scope creep and overruns, both of which we're trying to manage better with process improvements.
  • Maintain B Corp score from 134.1 with workers included
🟢
  • We applied for our B Corp re-certification at the end of this financial year and are pleased to report we achieved the same score (to the decimal point). Wild!
  • Share templates, documents, insight into business for good
🟠
  • We haven't actively done this publicly, but when people have asked, we have shared. And we're sharing a series of things as part of this impact report.
  • Maintain current ownership and governance
🟢
  • Harvey is 100% owned by the Smallchua Family Trust and Rebecca Smallchua is our sole Director.
  • Re-use, recycle and manage dangerous waste
🟢
  • We continue to implement our hazardous waste policy and are on a continuous learning and improvement journey.
  • We repair damaged hardware and minimise purchasing of new equipment.
  • Personally we're all Facebook Marketplace fans.
  • Donate 5% to the environment
🔴
  • We fell short here, we didn't make the donation. More details here.
  • Advocate for climate change / inspire sustainable living
🟢
  • Be climate positive at work and at home
🟠
  • We don't track our CO2 emissions, rather we take a much more general and high emissions view. However, this year, we didn't donate to the environment (see above) so we can't say we countered our CO2.
  • Protest and boycott important issues (Australia Day, Melbourne Cup)
🟢
  • Have a RAP, engaged stakeholders and implemented more change
🔴
  • Due to competing priorities and limited time (no lack in desire) we de-prioritised our Reconciliation Action Plan as we want to do it meaningfully and have the capacity to follow through. However, we took a few first steps outlined here.
  • Buy with intention from local and discriminated groups
🟢
  • We continue to be intentional about our suppliers as outlined in our policy and report the details in the Community chapter of our report. We took it one step further this year with a public call to pledge to audit suppliers in this campaign www.supplier-impact.com
  • Invest $20k in impact businesses plus $20k of 100% pro bono time
🟠
  • We delivered some pro bono time but dropped the ball and had no official measurements in place. We also did not invest $20k in impact businesses because of the reduced revenue with Becky on maternity leave.
  • Sarah personally donated her photography equipment valued at around $7,500 to empower a content and brand producer in the Solomon Islands.
  • 9 day fortnights, with option for 4 day weeks
🟠
  • 40% work 9 day fortnights, 40% part-time hours, 20% standard working hours.
  • Improve and increase capability across team
🟢
  • Elevated our tool nerd level. See here.
  • Expanding output skills: Market research, Web design, strategy & development, video editing, and automation strategy.
  • Targeted and clear personal growth, if we are better our clients will be
🟢
  • Lots of on-the-tools growth, structured learning through weekly Lunch 'n Learns and Intro to Programming at RMIT.

No destructive clients. Revenue breakdown: 15% Good, 60% Great, 25% Amazing (Here's what the classifications mean)

🟢
  • No destructive clients.
  • Revenue breakdown: 10% Good, 66% Great, 25% Amazing
  • All staff spend 70%+ of their time on clients
🟢
  • Spent 71% of our time on clients (over by only 76 hours).

Client survey metrics

  • 3 /5 value for money
  • 8 / 10 likely to recommend
🟢
  • 3.4 / 5 value for money
  • 8.8 / 10 likely to recommend

Maintain current revenue

🟠
  • Revenue down 16% YoY
  • Regular, honest check-ins about how we feel
🟢
  • Stand ups, development sessions, watercooler chats, impact updates and more.
No items found.
22 Bricks
ABCH
Abundant Water
ACSI
ALCA
Anantaya Jewellery
Artist Engineering
ATEC
Australian Garcli
Bank Australia
B Lab ANZ
bobby
ButterNut
BZE
Campervan Rental Guide
Certification O
Chaulk
Clean Focus
Client Fabric
Clockwork Films
Common Ground
Compass Studio
CPSN
Curated with Conscience
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
Firesticks
Fresco Secco
Gewürzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hara
Hey Doodle
HINU
iDE
Interspan
Jasper Coffee
Jaunt
KingPump
KOSI
Lee Christison
Love Tribe Yoga
Lumen
LVLY
Maine Wellness
Marnie Hawson
Merry People
MIIROKO
Milkcan
MK Local Foods
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Orange Ninja
Pacer Digital
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Responsible Investment Association Australasia
Shadowboxer
Strongim Bisnis
Studio Schools Australia
SupaGarlic
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
THL Tourism Holdings Limited
Tierra
Time
Whole Kids
WIRE
Yarrow Build
No items found.
22 Bricks
ABCH
Abundant Water
ACSI
ALCA
Anantaya Jewellery
Artist Engineering
ATEC
Australian Garcli
Bank Australia
B Lab ANZ
bobby
ButterNut
BZE
Campervan Rental Guide
Certification O
Chaulk
Clean Focus
Client Fabric
Clockwork Films
Common Ground
Compass Studio
CPSN
Curated with Conscience
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
Firesticks
Fresco Secco
Gewürzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hara
Hey Doodle
HINU
iDE
Interspan
Jasper Coffee
Jaunt
KingPump
KOSI
Lee Christison
Love Tribe Yoga
Lumen
LVLY
Maine Wellness
Marnie Hawson
Merry People
MIIROKO
Milkcan
MK Local Foods
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Orange Ninja
Pacer Digital
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Responsible Investment Association Australasia
Shadowboxer
Strongim Bisnis
Studio Schools Australia
SupaGarlic
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
THL Tourism Holdings Limited
Tierra
Time
Whole Kids
WIRE
Yarrow Build

No items found.
No items found.
22 Bricks
ABCH
Abundant Water
ACSI
ALCA
Anantaya Jewellery
Artist Engineering
ATEC
Australian Garcli
Bank Australia
B Lab ANZ
bobby
ButterNut
BZE
Campervan Rental Guide
Certification O
Chaulk
Clean Focus
Client Fabric
Clockwork Films
Common Ground
Compass Studio
CPSN
Curated with Conscience
Cyclion
Dog & Bone
Envirotecture
Evee
Farm My School
Fellten
Firesticks
Fresco Secco
Gewürzhaus
Global Leadership Foundation
Goodtel
Green Collar
Hagens Organics
Hara
Hey Doodle
HINU
iDE
Interspan
Jasper Coffee
Jaunt
KingPump
KOSI
Lee Christison
Love Tribe Yoga
Lumen
LVLY
Maine Wellness
Marnie Hawson
Merry People
MIIROKO
Milkcan
MK Local Foods
Nexa Advisory
No Lights No Lycra
North West Guadalcanal Association (NWGA)
OBG
One Small Step
Orange Ninja
Pacer Digital
Parliament of Victoria
Peninsula Hot Springs
Pixii
Portable
Possible
Prisma Legal
ReCo
Responsible Investment Association Australasia
Shadowboxer
Strongim Bisnis
Studio Schools Australia
SupaGarlic
Thankyou
The Next Economy
The Salvage Yard
The Sociable Weaver
THL Tourism Holdings Limited
Tierra
Time
Whole Kids
WIRE
Yarrow Build
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