Built for the Storm: Why Boston Made Thrives in Economic Uncertainty

To Our Valued Boston Made Shareholders,

As we navigate a volatile global economic climate, it’s more important than ever to lead with clarity, conviction, and confidence in our mission. We are writing today to address the broader economic forecast and reaffirm Boston Made’s position not just as a brand, but as a dynamic and responsive startup designed for movement—of capital, of culture, and of opportunity.

The Economic Landscape: Tariffs, Trade, and Turbulence

This week, Treasury Secretary Scott Bessent confirmed that President Donald Trump will impose tariffs—as previously threatened—on trading partners who fail to negotiate in “good faith.” Though the administration has yet to define the parameters of “good faith” or the exact timeline for these escalations, the message is clear: international trade relations are once again shifting.

In times like these, large institutions often slow down. Bureaucracy gets tangled. Investors hesitate. But this is exactly where Boston Made thrives—in the cracks, in the chaos, in the momentum that comes when you’re small enough to move fast and bold enough to seize the moment.

Why Boston Made Is Built for Now

We’re not a legacy brand bogged down by global supply chains or overleveraged assets. We are lean, smart, and agile—the very things that make startups powerful during economic uncertainty. While others brace, we build.

• Our local-first model allows us to stay grounded and self-reliant.
• Our digital infrastructure gives us the freedom to pivot quickly.
• Our culture is entrepreneurial to its core—we know how to create value even when the market feels unstable.

We’re not watching the tide. We’re riding it.

Your Investment Is Our Momentum

To our shareholders: you are the engine behind all of this. Your belief in Boston Made allows us to move with boldness, not fear. In fact, times of market correction and trade realignment have historically been where smart capital finds its highest return—not by playing defense, but by doubling down on strategic innovation.

Your investment in Boston Made isn’t static—it’s fluid. It’s positioned in a company that can scale without bloating, build without overextending, and move money intelligently in a time when most are standing still.

You should feel confident in that.

You should feel secure in that.

Because while others are reacting, we’re acting.

Forward Together

Whether you’re a founding investor, a newly onboarded partner, or a prospective shareholder watching from the sidelines, understand this: Boston Made is not only prepared for the road ahead—we’re engineered for it.

We thank you for your continued trust, belief, and support.

Let’s keep building. Let’s keep moving.

Let’s stay Boston Made.

With appreciation,

Nathan Strickland

Founder & Chairman

Boston Made

Understanding Tariffs in Plain Terms

For shareholders and readers who want more context on the trade environment described above, it helps to start with the basics. A tariff is a tax placed on imported goods. It is usually collected when products enter the country, and the cost tends to move down the supply chain to importers, manufacturers, retailers and, often, consumers.

Governments use tariffs for several reasons: to protect domestic industries, to pressure trading partners in negotiations, or to raise revenue. The effects are rarely simple. A tariff that helps one domestic producer can raise costs for another business that relies on imported parts or materials.

How tariffs can ripple through an economy

1. Import costs rise for goods covered by the tariff.
2. Businesses decide whether to absorb the cost, raise prices or find new suppliers.
3. Trading partners may respond with tariffs of their own, affecting exporters.
4. Uncertainty itself has a cost, as companies delay investments until rules are clear.

What Lean Companies Watch During Uncertain Times

A smaller, digitally focused company has advantages when conditions shift, but agility only pays off with discipline. These are the kinds of questions any well-run young company should be asking during periods of trade and market volatility:

• Where are our costs exposed? Identify any products, equipment or services that depend on imported goods.
• How much cash runway do we have? Knowing how long operations can continue under different scenarios supports calmer decisions.
• Which revenue is most dependable? Recurring and local relationships often hold steadier than one-time sales.
• What can we test cheaply? Uncertain periods favor small experiments over large, irreversible bets.
• Are we communicating clearly? Customers, partners and shareholders deserve regular, honest updates.

Indicators Worth Following

As of this letter, trade policy details were still developing. Readers who want to follow how conditions evolve can keep an eye on a few widely reported measures:

• Official tariff announcements and their effective dates.
• The Consumer Price Index, which shows whether prices for households are rising faster or slower.
• Producer prices, which can signal cost pressures before they reach store shelves.
• Interest rate decisions by the Federal Reserve, which affect borrowing costs for businesses and households.
• Small-business sentiment surveys, which reflect how owners feel about hiring, investing and the months ahead.

Turning Uncertainty Into a Plan

Agility is most valuable when it is paired with preparation. A simple scenario exercise can help any young company stay steady when headlines shift week to week:

1. Write three scenarios. A good case, a base case and a difficult case for the next two quarters.
2. List the triggers. Note what would tell you each scenario is unfolding, such as changes in customer demand, supplier pricing or borrowing costs.
3. Decide responses in advance. Agree on what you would pause, protect or accelerate in each case before pressure arrives.
4. Review monthly. Revisit the plan as conditions change and update it with what you learn.

Preparing this way keeps decisions grounded in evidence rather than emotion, and it gives everyone involved, from team members to shareholders, a clearer picture of how the company intends to respond as events develop.

Questions Shareholders Often Ask

Do tariffs always hurt small companies?

Not always. The impact depends on a company’s suppliers, customers and products. Businesses with little reliance on imported goods may feel less direct pressure, although they can still be affected by broader price changes and shifts in consumer spending.

What does agility mean in practice?

It means being able to adjust offerings, spending and priorities quickly, supported by clear numbers and honest decision-making.

Where can I learn more about how this affects my own finances?

This letter is general information and not investment, tax or legal advice. Every investor’s situation is different, so anyone considering financial decisions should speak with a qualified financial professional about their own circumstances.