Scott Normore
Chief Operating Officer and Advisor at Subbly®
About
I'm Scott Normore, the Chief Operating Officer and Advisor at Subbly®. My career has been defined by building and scaling high-performance systems, from my early days as a founding member of Jumbleberry to my current work helping thousands of merchants process over $150MM in sales. I specialize in the 'architecture' of a business—specifically revenue and systems architecture—to ensure that growth is sustainable and operations are excellent. I am deeply passionate about the 'Calm Company' philosophy. I believe startup failure rates are far too high, and I advocate for a model where founders maintain autonomy and equity rather than succumbing to traditional hyper-growth pressures. Whether I'm investing through the Calm Company Fund or advising SaaS and e-commerce startups, I'm looking to connect with founders who value rigorous planning and are building for the long haul. If you're looking to scale your operations or explore alternative venture capital, I'd love to share what I've learned.
Networking
What I can offer
- ›Expertise in scaling SaaS and e-commerce operations
- ›Building systems architecture from the ground up
- ›Revenue architecture and mentoring
- ›Strategic leadership and go-to-market advice
Looking for
- ›Calm founders looking to raise capital through the Calm Company Fund
- ›Entrepreneurs in the subscription commerce space
- ›Early-stage founders seeking advisory
Best fit for
Current Interests
Background
Career
Began in affiliate management at CX Digital Media, became a founding member of Jumbleberry, and transitioned into investment and executive leadership roles at Calm Company Fund and Subbly®.
Education
Diploma in Advertising, Conestoga College.
Achievements
- ›Built strategy and operations resulting in 400% revenue growth for a software company
- ›Founding member of a performance ad network scaled to a successful exit
- ›Contributed to Subbly platform processing $150MM in sales across 55 countries
Opinions
- Startup failure rates are unnecessarily high and can be mitigated through rigorous planning and operational excellence.
- Founders should retain equity and have the freedom to grow on their own terms rather than following traditional VC pressure.