Q 1.1
How did Motohut start, and what was the original gap you were trying to fill in the Vancouver / Canadian market?
Q 1.2
Walk us through the current business structure: where are you incorporated, how is the team structured, and who does what day-to-day?
Q 1.3
You're warehoused in both Vancouver and Quebec. How does that split work, and what are the implications for fulfilment speed and cost by geography?
Q 1.4
What does revenue look like today — rough annual range, and how is it split between in-store and e-commerce?
Ranges are fine. This stays internal to V3RSION.
Annual Revenue Range
Select range
Under $250K
$250K – $500K
$500K – $1M
$1M – $2M
$2M – $5M
$5M+
E-Commerce % of Revenue
Select %
Under 25%
25–50%
50–75%
75–90%
90%+
Q 1.5
What's your platform stack right now? (Shopify, email provider, ads platforms, any tools for loyalty, reviews, inventory management, etc.)
Q 2.1
Describe your best customer in specific terms — not just "motorcycle rider." Riding style, gear maturity level, how they shop, what they ask you about, why they buy from you instead of RevZilla or SportbikeTrackGear.
Q 2.2
What percentage of your orders are Canadian vs. US vs. international? And within Canada, where are most customers based?
Q 2.3
What are the most common reasons customers contact you before buying? What questions do they ask most?
Q 2.4
What's your return rate, and what are the most common return reasons? How well is the partial return shipping subsidy working as a conversion lever?
⚑ V3RSION Strategy Flag
The partial return subsidy is a unique conversion mechanic for a physical-fit product sold online. We'll want to model whether a fully subsidized return policy pays for itself in conversion rate improvement — and whether this can be positioned as a brand differentiator rather than a quiet footnote.
Q 2.5
Do you have any repeat purchase data? What's your estimated customer LTV, and which product categories drive the most repeat business?
Q 3.1
Walk us through your current paid ad setup — platforms, monthly spend range, who manages it, and what's working vs. what isn't.
Q 3.2
Which brands or product categories perform best in paid ads? Which ones are dogs regardless of spend?
Q 3.3
Do you have any email marketing in place — list size, automation sequences, campaign cadence? What's been tried and abandoned?
⚑ V3RSION Strategy Flag
Email is almost certainly an untapped channel here. A gear-focused list of riders is high-intent — post-purchase sequences, gear upgrade prompts, and seasonal riding content all have strong conversion potential. We'll scope this as an early win.
Q 3.4
What does your social presence look like today — Instagram, TikTok, YouTube? Who's creating content, and what's the posting cadence?
Q 3.5
Have you done any influencer, ambassador, or community partnerships? Riding clubs, track days, events, media?
⚑ V3RSION Context
We're coming in knowing Motohut has no active SEO or organic content strategy. These questions establish what exists, what's been tried, and what Sorrell's appetite is for investing in content as a long-term growth engine alongside paid.
Q 4.1
Do you have any awareness of where Motohut currently ranks for search terms in Canada or the US? Have you ever run an SEO audit or had anyone look at this?
Q 4.2
What does your blog or content section look like today? How much has been written, who wrote it, and what was the goal when it was created?
Q 4.3
If we built a content engine for Motohut, what topics do you know riders are actively searching for that you're currently the expert on but not capturing?
Q 5.1
Which brands drive the most revenue, and which have the best margins? Are there any brands you're underdeveloped on relative to demand?
Q 5.2
What are your biggest inventory constraints — minimum order quantities, exclusive territory limitations, cash flow tied up in slow-movers?
⚑ V3RSION Strategy Flag
Small physical footprint + online-first model means curation is the brand — not breadth. If the SKU mix is right, this is a strength, not a limitation. Understanding where margin is sacrificed to serve breadth will shape both the content and merchandising strategy.
Q 5.3
Are there brands you'd like to carry that you don't yet — either because you can't get distribution rights, or haven't prioritized?
Q 5.4
How do your brand partners support marketing? Do any of them provide co-op ad dollars, content, product for demo/loan, or event support?
Q 5.5
You carry a wide price range — from ~$145 Biltwell to $998+ Shoei. Where do most transactions fall, and is there an AOV target you're working toward?
Q 6.1
Who are the competitors you worry about most — locally, nationally (Canada), and online (US players shipping to Canada)?
Q 6.2
Where does Motohut win against competitors when a customer is comparing? Be honest — what's the actual reason someone picks you?
Q 6.3
Where do you lose — when does a customer come close and then go somewhere else? What's the most common reason?
Q 6.4
Are there brands that you're the primary or exclusive Canadian retailer for? Any distribution advantages worth building around?
Q 7.1
How do you think about the Bentall Centre store — is it primarily a marketing asset, a conversion tool for high-consideration purchases, or a revenue centre in its own right?
⚑ V3RSION Strategy Flag
A downtown Vancouver boutique in Bentall Centre with limited hours could be a powerful showroom/trust signal for e-commerce — "you can try it in person" is a meaningful conversion lever even for customers who ultimately order online. We'll explore whether the store is being positioned this way or is mostly invisible in the digital experience.
Q 7.2
What SKUs do you stock in-store vs. online-only? How do you decide what to carry physically given the space constraint?
Q 7.3
Do walk-in customers ever become online customers — i.e., do you capture them into a CRM or email list at point of in-store contact?
Q 8.1
What does "scale" mean to you specifically — more e-commerce revenue, more stores, more markets, higher AOV, or something else?
Q 8.2
What's your growth ambition for the next 12 months — and do you have a target revenue, traffic, or customer number in mind?
12-Month Revenue Growth Target
Select target
10–20% growth
20–40% growth
40–75% growth
75–100% growth (double)
2× – 3× growth
3×+ growth
Primary Scale Lever
Select focus
More e-commerce customers (CAC)
Higher AOV from existing customers
More repeat / retention
New geographies (US, international)
New product categories
Physical expansion (2nd location)
Q 8.3
What are the two or three things you believe are most holding Motohut back from growing faster right now?
Q 8.4
What's your current marketing budget — and how is it split between paid ads, tools/platforms, and any agency/contractor support?
Ranges are fine. This helps us prioritize what to build vs. what to buy.
Select monthly marketing spend range
Under $2,000/month
$2,000–$5,000/month
$5,000–$10,000/month
$10,000–$20,000/month
$20,000+/month
Q 8.5
Is there a version of Motohut you've seen elsewhere — another brand, retailer, or business model — that you think "that's what I want to build"?
Q 9.1
Where are you most operationally fragile right now — if one thing broke, what would hurt the most?
Q 9.2
How are you thinking about the US tariff situation and its impact on cross-border pricing and shipping costs? Is this already affecting purchase decisions?
⚑ V3RSION Strategy Flag
US tariff exposure is a live variable for any Canadian e-commerce brand shipping south. Understanding Motohut's exposure — and whether a "Buy Canadian" or "locally sourced expertise" angle is worth leaning into — could be a content and positioning opportunity as well as a risk to manage.
Q 9.3
Who besides you needs to be involved in decisions about marketing strategy and spend? Is there a co-founder, investor, or partner whose buy-in matters?