Business

Zachary Sheaffer and Zamage: The Small Store That Became Successful

Published

5 years ago

July 1, 2020

To become successful, a business needs to know how to sign deals that will benefit them. Having a good marketing strategy and network can guarantee the success of your company. This means that even if you start small, your business can continue to grow and expand because you have made the right financial decisions. It is extremely important to do your research and work towards connecting with your target audience.

Zachary Sheaffer, an experienced businessman and fashion expert, was able to grow his clothing line and business Zamage, from a small store to a world-renowned brand. He knew how to reach his audience, offer trending products, and make deals with already established brands to get his name out there. It was this what got him the success he now has and allowed his company to ship products worldwide.

When he was 20 years old, Sheaffer opened his store in a 500 square feet location. There he sold T-shirts, cell phone accessories, and other trending products. It was where the dreams of success started becoming a reality as more and more people shopped Zamage. After a year, he was able to sign a deal that would make his company grow even more with New Era Cap Co. It was then when they started selling MLB, NBA, NFL, and NHL hats. This made Zamage known to a larger audience who was now interested in their products.

Four years after its launch, Zamage was ready for expansion and moved into a 5000 square foot location. To attract more customers, Sheaffer made the smart choice to sell merchandise from well-known and respected brands such as Rocawear, Miskeen, Enyce, Akademiks, Timberland, and Converse. This allowed the clothing line to succeed even during the recession and survive to expand beyond the limits of an in-person shopping store. They would venture into the world of online shopping.

After the success, the founder decided it was time to open an online store that offered to ship their products worldwide. It was a complete hit and it led them to outgrow the 5000 square feet. Sheaffer had to get a warehouse in order to keep their products in storage and keep everything in one place to be shipped later on. But even through these expansions, Zamage has been able to continue offering great quality products and shipping with no delay to its customers.

Zamage is the perfect example of a small business that knew how to grow and succeed. Zachary Sheaffer understood the business and was able to make decisions which were beneficial for his brand. He made good deals, offered quality products, and knew exactly how to expand his business. Because of his strategic thinking, Zamage has become a consumers’ favorite store to shop for the newest trends in fashion clothes and accessories for men. A small retail store became a successful brand that manufactures and ships its products all over the world. Just 500 square feet that were able to become a clothing empire.

Business

Black Banx Group — Third Quarter 2025 Results

Published

29 mins ago

November 3, 2025

Matthew Wiles

FOR IMMEDIATE RELEASE · Road Town, British Virgin Islands · October 30 2025

Black Banx reports USD 4.3 billion revenue and USD 1.6 billion pre-tax profit in third quarter 2025

Black Banx Group today announced its results for the third quarter ended 30 September 2025, delivering strong performance with further progress toward its full-year targets.

Key figures for Q3 2025:

Revenue: USD 4.3 billion
Profit before tax (PBT): USD 1.6 billion
Cost-to-income ratio: ≈ 62%
Customer base (period-end): ~92 million clients

YTD (first nine months) results: Revenue USD 12.7 billion, PBT USD 4.7 billion, positioning the Group on track toward its full-year ambitions of ~USD 17 billion revenue and ~USD 6.4 billion PBT.

“Our Q3 results reaffirm the scalability and resilience of our platform,” said Michael Gastauer, Group CEO. “By continuing to scale our client base, deepen engagement, and drive operational efficiencies, we maintain momentum toward our 100 million-customer milestone and full-year ambitions.”

Daniel Dumitrascu, Group CFO, added: “We are pleased to demonstrate sequential improvement in our cost/income ratio despite ongoing investment in growth markets. With the first nine months delivered, our Q4 plan is well calibrated to close the year strongly.”

Business highlights:

Net customer adds of approximately 8 million during Q3, bringing the total client count to ~92 million as of 30 September 2025. On pace for the 100 million-customer target by year-end.
Continued growth across emerging markets, driven by expansion efforts in Africa, South Asia and Latin America.
Strong transaction volumes across cross-border payments and cryptocurrency-adjacent services, contributing to top-line resilience.
Ongoing initiatives to optimise operations and automate processes delivered a sequential improvement in cost/income ratio to ~62% from ~64% in Q2.
Strategic investments sustained in growth markets while preserving profitability and shareholder value.

Outlook:

With three quarters behind it, Black Banx remains aligned with its 2025 full-year targets of approximately USD 17 billion in revenue and ~USD 6.4 billion in pre-tax profit. The company anticipates a seasonally stronger Q4 performance, underpinned by ongoing global client acquisition and further monetisation of its platform.

About Black Banx Group:

Black Banx Group is a global digital banking and fintech platform serving tens of millions of private and business clients across more than 180 countries. The Group offers seamless, borderless banking services, including multi-currency accounts, cross-border payments and cryptocurrency-compatible solutions. Headquartered in the British Virgin Islands, Black Banx is dedicated to innovation, financial inclusion and delivering value to its stakeholders.

Media Contact:

Black Banx Media Relations
Email: [email protected]

Forward-looking statements: This press release contains forward-looking statements that involve risks and uncertainties, including statements regarding the Group’s business strategy, financial prospects, targets and trajectory. Actual results may differ materially from those anticipated.