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Dec 26, 2016 · 30m · how-i-built-this

Warby Parker: Dave Gilboa & Neil Blumenthal

Dave Gilboa · 9m spoken Neil Blumenthal · 8m spoken Guy Raz · 8m spoken Melissa Lee · 1m spoken
0:00 / 0:00

gold bands on the timeline = statements, start to end. Hover to read, click to jump. CC turns on captions

This episode of NPR's How I Built This explores how Warby Parker co-founders Dave Gilboa and Neil Blumenthal disrupted the optical industry by creating an accessible, direct-to-consumer eyewear brand with a signature home try-on model. Through deliberate pricing, viral fashion publicity, and creative bootstrapping, the founders navigated severe early fulfillment chaos to build a socially conscious, billion-dollar company.

How this conversation actually went

Every chapter scored 0–10 on four independent dynamics. Hover any point for the reasoning behind the score. Guy holds 31.9% of the talking time here. How this is scored →

Guy as informed peer 1.1 Guest teaching 2.6 Guest disagreement 0.1 Guy pushing back 1.1
05100:0010:0020:0030:001:00–5:21 · Guy as informed peer 1/10 Identifying the Eyewear Problem and Monopoly Discovery Neil Blumenthal educates Guy Raz on the concentrated structure of the optical industry, explaining Luxottica's ownership of major brands, retail outlets, and insurance plans. Raz reacts with genuine surprise as Blumenthal details the industry dynamics.5:27–8:57 · Guy as informed peer 1/10 Developing the Business Plan and Home Try-On The founders detail their Wharton business plan competition experience and the conceptual hurdles of selling eyewear online, leading to the home try-on model. Raz asks conversational prompting questions in a standard interview dynamic.8:58–11:07 · Guy as informed peer 1/10 Determining Strategic Pricing and Naming Warby Parker Blumenthal and Gilboa describe being corrected by a marketing professor about pricing psychology and explain the Kerouac origin of the brand name. The exchange is warm and anecdotal with minimal friction.11:10–15:56 · Guy as informed peer 2/10 Mid-Show Transition and the Leap to Execution Raz presses the founders on how they managed to pitch major fashion magazines like GQ and Vogue before even having an operational website. Blumenthal responds by clarifying the difference between the messenger and the novelty of the core value proposition.16:01–21:23 · Guy as informed peer 1/10 Launch Day Mania and Operational Scramble The founders recount launch day operational chaos, website bugs, and suddenly managing a 20,000-person waitlist while attending class. Raz acts as a narrative guide prompting storytelling about customer service improvisations.21:27–26:15 · Guy as informed peer 2/10 Early Scaling, Creative Financing, and Reaching a Billion-Dollar Valuation Raz asks the founders to reflect on whether their $1B valuation was primarily skill or luck. Blumenthal introduces the concept of deliberate serendipity while acknowledging favorable post-recession consumer timing.26:18–30:02 · Guy as informed peer 1/10 Warby Parker Conclusion, Social Mission, and Credits Raz concludes the Warby Parker narrative by summarizing the social mission with VisionSpring and segues into a spotlight on Cruise Snacks co-founder Melissa Lee. The tone is purely profile-driven and celebratory.30:05–30:44 · Guy as informed peer 0/10 NPR Member Station Year-End Support Appeal Guy Raz delivers a solo housekeeping and fundraising appeal for local NPR member stations. As a monologue segment, all interactive and host-pushback metrics are scored zero.1:00–5:21 · Guest teaching 7/10 Identifying the Eyewear Problem and Monopoly Discovery Neil Blumenthal educates Guy Raz on the concentrated structure of the optical industry, explaining Luxottica's ownership of major brands, retail outlets, and insurance plans. Raz reacts with genuine surprise as Blumenthal details the industry dynamics.5:27–8:57 · Guest teaching 3/10 Developing the Business Plan and Home Try-On The founders detail their Wharton business plan competition experience and the conceptual hurdles of selling eyewear online, leading to the home try-on model. Raz asks conversational prompting questions in a standard interview dynamic.8:58–11:07 · Guest teaching 3/10 Determining Strategic Pricing and Naming Warby Parker Blumenthal and Gilboa describe being corrected by a marketing professor about pricing psychology and explain the Kerouac origin of the brand name. The exchange is warm and anecdotal with minimal friction.11:10–15:56 · Guest teaching 3/10 Mid-Show Transition and the Leap to Execution Raz presses the founders on how they managed to pitch major fashion magazines like GQ and Vogue before even having an operational website. Blumenthal responds by clarifying the difference between the messenger and the novelty of the core value proposition.16:01–21:23 · Guest teaching 2/10 Launch Day Mania and Operational Scramble The founders recount launch day operational chaos, website bugs, and suddenly managing a 20,000-person waitlist while attending class. Raz acts as a narrative guide prompting storytelling about customer service improvisations.21:27–26:15 · Guest teaching 2/10 Early Scaling, Creative Financing, and Reaching a Billion-Dollar Valuation Raz asks the founders to reflect on whether their $1B valuation was primarily skill or luck. Blumenthal introduces the concept of deliberate serendipity while acknowledging favorable post-recession consumer timing.26:18–30:02 · Guest teaching 1/10 Warby Parker Conclusion, Social Mission, and Credits Raz concludes the Warby Parker narrative by summarizing the social mission with VisionSpring and segues into a spotlight on Cruise Snacks co-founder Melissa Lee. The tone is purely profile-driven and celebratory.30:05–30:44 · Guest teaching 0/10 NPR Member Station Year-End Support Appeal Guy Raz delivers a solo housekeeping and fundraising appeal for local NPR member stations. As a monologue segment, all interactive and host-pushback metrics are scored zero.1:00–5:21 · Guest disagreement 0/10 Identifying the Eyewear Problem and Monopoly Discovery Neil Blumenthal educates Guy Raz on the concentrated structure of the optical industry, explaining Luxottica's ownership of major brands, retail outlets, and insurance plans. Raz reacts with genuine surprise as Blumenthal details the industry dynamics.5:27–8:57 · Guest disagreement 0/10 Developing the Business Plan and Home Try-On The founders detail their Wharton business plan competition experience and the conceptual hurdles of selling eyewear online, leading to the home try-on model. Raz asks conversational prompting questions in a standard interview dynamic.8:58–11:07 · Guest disagreement 0/10 Determining Strategic Pricing and Naming Warby Parker Blumenthal and Gilboa describe being corrected by a marketing professor about pricing psychology and explain the Kerouac origin of the brand name. The exchange is warm and anecdotal with minimal friction.11:10–15:56 · Guest disagreement 1/10 Mid-Show Transition and the Leap to Execution Raz presses the founders on how they managed to pitch major fashion magazines like GQ and Vogue before even having an operational website. Blumenthal responds by clarifying the difference between the messenger and the novelty of the core value proposition.16:01–21:23 · Guest disagreement 0/10 Launch Day Mania and Operational Scramble The founders recount launch day operational chaos, website bugs, and suddenly managing a 20,000-person waitlist while attending class. Raz acts as a narrative guide prompting storytelling about customer service improvisations.21:27–26:15 · Guest disagreement 0/10 Early Scaling, Creative Financing, and Reaching a Billion-Dollar Valuation Raz asks the founders to reflect on whether their $1B valuation was primarily skill or luck. Blumenthal introduces the concept of deliberate serendipity while acknowledging favorable post-recession consumer timing.26:18–30:02 · Guest disagreement 0/10 Warby Parker Conclusion, Social Mission, and Credits Raz concludes the Warby Parker narrative by summarizing the social mission with VisionSpring and segues into a spotlight on Cruise Snacks co-founder Melissa Lee. The tone is purely profile-driven and celebratory.30:05–30:44 · Guest disagreement 0/10 NPR Member Station Year-End Support Appeal Guy Raz delivers a solo housekeeping and fundraising appeal for local NPR member stations. As a monologue segment, all interactive and host-pushback metrics are scored zero.1:00–5:21 · Guy pushing back 1/10 Identifying the Eyewear Problem and Monopoly Discovery Neil Blumenthal educates Guy Raz on the concentrated structure of the optical industry, explaining Luxottica's ownership of major brands, retail outlets, and insurance plans. Raz reacts with genuine surprise as Blumenthal details the industry dynamics.5:27–8:57 · Guy pushing back 1/10 Developing the Business Plan and Home Try-On The founders detail their Wharton business plan competition experience and the conceptual hurdles of selling eyewear online, leading to the home try-on model. Raz asks conversational prompting questions in a standard interview dynamic.8:58–11:07 · Guy pushing back 1/10 Determining Strategic Pricing and Naming Warby Parker Blumenthal and Gilboa describe being corrected by a marketing professor about pricing psychology and explain the Kerouac origin of the brand name. The exchange is warm and anecdotal with minimal friction.11:10–15:56 · Guy pushing back 3/10 Mid-Show Transition and the Leap to Execution Raz presses the founders on how they managed to pitch major fashion magazines like GQ and Vogue before even having an operational website. Blumenthal responds by clarifying the difference between the messenger and the novelty of the core value proposition.16:01–21:23 · Guy pushing back 1/10 Launch Day Mania and Operational Scramble The founders recount launch day operational chaos, website bugs, and suddenly managing a 20,000-person waitlist while attending class. Raz acts as a narrative guide prompting storytelling about customer service improvisations.21:27–26:15 · Guy pushing back 2/10 Early Scaling, Creative Financing, and Reaching a Billion-Dollar Valuation Raz asks the founders to reflect on whether their $1B valuation was primarily skill or luck. Blumenthal introduces the concept of deliberate serendipity while acknowledging favorable post-recession consumer timing.26:18–30:02 · Guy pushing back 0/10 Warby Parker Conclusion, Social Mission, and Credits Raz concludes the Warby Parker narrative by summarizing the social mission with VisionSpring and segues into a spotlight on Cruise Snacks co-founder Melissa Lee. The tone is purely profile-driven and celebratory.30:05–30:44 · Guy pushing back 0/10 NPR Member Station Year-End Support Appeal Guy Raz delivers a solo housekeeping and fundraising appeal for local NPR member stations. As a monologue segment, all interactive and host-pushback metrics are scored zero.

speaking balance: gold is Guy, purple is the guest (3 minute bins)

0:00 · Guy 54.9% · guest 45.1%0:00 · Guy 54.9% · guest 45.1%3:00 · Guy 14.2% · guest 85.8%3:00 · Guy 14.2% · guest 85.8%6:00 · Guy 26.4% · guest 73.6%6:00 · Guy 26.4% · guest 73.6%9:00 · Guy 39% · guest 61%9:00 · Guy 39% · guest 61%12:00 · Guy 13.9% · guest 86.1%12:00 · Guy 13.9% · guest 86.1%15:00 · Guy 15.1% · guest 84.9%15:00 · Guy 15.1% · guest 84.9%18:00 · Guy 15.5% · guest 84.5%18:00 · Guy 15.5% · guest 84.5%21:00 · Guy 13.5% · guest 86.5%21:00 · Guy 13.5% · guest 86.5%24:00 · Guy 46.5% · guest 53.5%24:00 · Guy 46.5% · guest 53.5%27:00 · Guy 64.1% · guest 35.9%27:00 · Guy 64.1% · guest 35.9%30:00 · Guy 100% · guest 0%30:00 · Guy 100% · guest 0%
Sharpest disagreement ▶ 15:15 Reframing PR success away from host's skepticism

Neil Blumenthal politely pushes back on Guy Raz's framing that securing magazine coverage was sheer hustle, clarifying that their compelling business model accounted for the majority of their media interest.

 Hardest push from Guy ▶ 14:59 Raz challenges unproven students pitching top fashion magazines

Guy Raz directly questions the plausibility of GQ and Vogue taking a chance on business school students who had not yet even launched a functioning website.

 Biggest teaching moment ▶ 3:30 Neil Blumenthal breaks down Luxottica's vertical monopoly

Blumenthal provides a detailed breakdown of Luxottica's control over design, manufacturing, major retail brands, and vision insurance, completely reframing Raz's understanding of eyewear costs.

 Guy holds their own ▶ 2:02 Raz highlights the absurdity of eyewear pricing versus modern tech

Guy Raz sharpens the central premise by contrasting modern complex smartphones costing $200 with simple plastic spectacles costing hundreds of dollars.
the scores for every segment, with the reasoning behind each
ChapterTopicGuy as informed peerGuest teachingGuest disagreementGuy pushing backWhy
Identifying the Eyewear Problem and Monopoly Discovery 1701 Neil Blumenthal educates Guy Raz on the concentrated structure of the optical industry, explaining Luxottica's ownership of major brands, retail outlets, and insurance plans. Raz reacts with genuine surprise as Blumenthal details the industry dynamics.
Developing the Business Plan and Home Try-On 1301 The founders detail their Wharton business plan competition experience and the conceptual hurdles of selling eyewear online, leading to the home try-on model. Raz asks conversational prompting questions in a standard interview dynamic.
Determining Strategic Pricing and Naming Warby Parker 1301 Blumenthal and Gilboa describe being corrected by a marketing professor about pricing psychology and explain the Kerouac origin of the brand name. The exchange is warm and anecdotal with minimal friction.
Mid-Show Transition and the Leap to Execution 2313 Raz presses the founders on how they managed to pitch major fashion magazines like GQ and Vogue before even having an operational website. Blumenthal responds by clarifying the difference between the messenger and the novelty of the core value proposition.
Launch Day Mania and Operational Scramble 1201 The founders recount launch day operational chaos, website bugs, and suddenly managing a 20,000-person waitlist while attending class. Raz acts as a narrative guide prompting storytelling about customer service improvisations.
Early Scaling, Creative Financing, and Reaching a Billion-Dollar Valuation 2202 Raz asks the founders to reflect on whether their $1B valuation was primarily skill or luck. Blumenthal introduces the concept of deliberate serendipity while acknowledging favorable post-recession consumer timing.
Warby Parker Conclusion, Social Mission, and Credits 1100 Raz concludes the Warby Parker narrative by summarizing the social mission with VisionSpring and segues into a spotlight on Cruise Snacks co-founder Melissa Lee. The tone is purely profile-driven and celebratory.
NPR Member Station Year-End Support Appeal 0000 Guy Raz delivers a solo housekeeping and fundraising appeal for local NPR member stations. As a monologue segment, all interactive and host-pushback metrics are scored zero.

Statements from this episode (17)

Assertion Supported
Blumenthal: Luxottica has a market capitalization of roughly $30 billion
“Luxottica has a market cap of about thirty billion dollars.”
Neil Blumenthal Dec 26, 2016 ▶ 3:31
Assertion Supported
Blumenthal: Luxottica controls major eyewear brands, licenses, and retail chains
“They own Oakley, Ray-Ban, Oliver Peoples, Persol, and Arnett. They license almost every major fashion brand under the sun, like Ralph Lauren and Chanel and Prada and Dolce & Gabbana. They also own a lot of the major retail chains like Lens Crafters and Pearl V…”
Neil Blumenthal Dec 26, 2016 ▶ 3:34
Assertion Supported
Blumenthal: Luxottica owns EyeMed, the second-largest US vision insurance plan
“And They own the second largest vision insurance plan in the country, IMED.”
Neil Blumenthal Dec 26, 2016 ▶ 4:06
Assertion Supported
Gilboa: Warby Parker eliminated in Wharton business plan semifinals
“We entered the Wharton business plan competition and we got eliminated in the semifinal round.”
Dave Gilboa Dec 26, 2016 ▶ 6:16
Assertion Contradicted
Gilboa: No company offered home try-on before Warby Parker
“And that's when kind of this light bulb went off for the home try-on program, which really no, no company was offering until that time”
Dave Gilboa Dec 26, 2016 ▶ 8:44
Disclosure
Warby Parker priced glasses at $95 to avoid seeming cheap
“So we actually settled on 95 dollars using just our instinct, thinking that this doesn't sound cheap and that it looks deliberate and visually looks decent.”
Neil Blumenthal Dec 26, 2016 ▶ 10:08
Assertion Not checkable as stated
Warby Parker founders tested over 2,000 names before launching
“I think we still have our spreadsheet of over 2000 names that we tested on our very patient friends.”
Dave Gilboa Dec 26, 2016 ▶ 10:37
Assertion Supported
Warby Parker name originates from two Jack Kerouac characters
“Two early Jack Kerouac characters that Dave actually discovered when he went to the New York Public Library exhibit on Kerouac, and two of the characters were Warby Pepper and Zag Parker.”
Neil Blumenthal Dec 26, 2016 ▶ 10:44
Assertion Not checkable as stated
Founders bootstrapped Warby Parker with $120,000 and took no early salary
“We invested a 120,000 dollars between the four of us to get the business off the ground, and, you know, we worked for a year and a half without paying ourselves a salary.”
Dave Gilboa Dec 26, 2016 ▶ 12:14
Insight
Blumenthal: PR success is 30% the messenger and 70% the message
“We often say that PR is, I think, 30% the messenger, 70% the message”
Neil Blumenthal Dec 26, 2016 ▶ 15:19
Assertion Supported
Blumenthal: GQ dubbed Warby Parker the 'Netflix of eyewear'
“GQ actually called us the Netflix of eyewear in the article they put.”
Neil Blumenthal Dec 26, 2016 ▶ 15:46
Assertion Not checkable as stated
Gilboa: Warby Parker reached a 20,000-customer waitlist within four weeks
“And so we place an emergency call to our developer, and miraculously was able to build in this waitlist functionality on the fly, and within a four-week period, we'd sold out of Our best-selling styles. We had a wait list of 20,000 customers.”
Dave Gilboa Dec 26, 2016 ▶ 18:13
Assertion Not checkable as stated
Gilboa: Warby Parker took upwards of nine months to clear launch waitlist
“And for a lot of those customers, it took us upwards of nine months to get through the wait list.”
Dave Gilboa Dec 26, 2016 ▶ 19:32
Insight
Blumenthal: Nothing creates brand cool like scarcity
“Yeah, nothing creates cool like scarcity.”
Neil Blumenthal Dec 26, 2016 ▶ 19:53
Assertion Not checkable as stated
Blumenthal: Warby Parker applied to 18 banks and 17 rejected them
“We went to 18 different banks, and only one would talk to us”
Neil Blumenthal Dec 26, 2016 ▶ 22:53
Disclosure
Gilboa: Warby Parker secured a $200,000 SBA loan to finance inventory
“We ended up getting a 200,000 dollar SBA loan”
Dave Gilboa Dec 26, 2016 ▶ 23:21
Assertion Supported
Blumenthal: Warby Parker's valuation crossed $1 billion
“Our last valuation was over a billion dollars.”
Neil Blumenthal Dec 26, 2016 ▶ 25:26
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