35. How Parachute Took off | with Founder and CEO Ariel Kaye.


Everybody welcome back to the bar. I'm allie web taylor and on today's episode we have aerial k. Who is the founder of parachute if you've not heard of parachute it's like luxury bedding and lincoln and like the really good stuff. My one of my favorite brands and in this episode ariel talk a lot about building a brand a lot about her integrity. It's a really good episode of you know it's such a great founding story process. Yeah she's the company to the founder and ceo. And i think you'll find this episode really interesting Because she's really pushed hard push through and even some things we record this. You know a few months back. And they've really impressive persevered and push through an opening new stores during covid in austin and in dallas apparently texas. Everybody wanted to check out a pair of shoes or you can go to one in taxes. Also she did just reopen. La one with new guidelines so super inspired by our home for dreams initiative awesome. So they where she's personally mentoring. Someone's black on business product centric business with capital advisor meetings and random fish. And all the things that you need and putting grant anyway just really mentioned having a two. So she's a powerhouse listening. We think you will love it. Welcome to raising the bar. Area kaye is here with asia. And i talking all about her beautiful and luxurious company parachute that she launched. How many years ago Six years ago janoris nerves and go launched congrats. Yeah almost six. And a half years which is just filed. Well welcome to the show. I know you. And i have been in the same circles for many years We i feel like we've so many friends in common and i have been in many of your stores. You have beautiful stuff. I'm anxious to hear more about how you got started. And how you got in this business. And i'm loving the bed behind you. Which obviously all your stuff success only room in my house with privacy so works despite why who else. Who else is there. My husband and my fifteen month old daughter and bernini is actually still here so We live in a small bungalow. Where in like eight hundred square feet so it's a charming four covid now. It's not being area of town. Are you in. Were in venice. So alex vanessa bungalow. Which is lovely. Were very fortunate to have a big backyard. So that's helped a little bit know germs of space. There's a lot of negotiation that happens throughout the day about who gets wet space and sure we're all good at allows he asks me to. Yes we're tied for those who are listening to this recording Late april and were still in cova time. So it's part of the The context is even for alien. I you know when she's got a couple of boys one of which is here with us on and off and then i've got a couple of kids and they're here with us on and off so either very little minor little minors six and four almost four. Yes so we do the trading. Who's going to be in which room now and then setting up the rules about what. What's flights thursday. Get to go up or not negotiating with terrorists and we love them. So maybe i could frame out the combo right so obviously we know you. We know of you. We know of your products. I think i probably i parachute maybe on another podcasts. Had done enough. You guys advertise was podcast. Yeah yeah and so. And i'm a huge fan of him. So that's why. I heard about yours and i love his ads by the way. I don't know if i'd be curious. We could talk about how you guys do those. Because i love create He he is the quintessential creative around the ads. Which i think makes it more engaging. I'm sure i know for me as a listener. So great i heard about you guys There's so many things. I just say that like. There's so many things we talk about right. So and and for us partially will we're always up to is really honoring what somebody's built. You know deserve your six years in. You've done what most people can't do or won't do which is built successful business. Know lots of great ideas at their. Most people can't pull it off and so you've done that. We want to honor that and hear about what you've built and really the heart and soul behind parachutes and then for the purpose of raising the bar as as we've been transitioning our conversations We also want to aim on like how you built yourself in the processed and like the more of the internal journey of the entrepreneur. Which i think needs more spotlight on is because for those of us that Three of us have tho. Those of us that have built. Something are building something and we're kind of three different life stages you know the the journey internally for the entrepreneur is distinct but but it's not that unique meaning. I think all entrepreneurs in which most of the listeners to this you know what it's like to be comes up for them as they are their lives at their vision as they decide to take on the challenge of creating something and putting out there in the world and so we want this to be a beacon for folks to From somebody else about about what they were up what they were up against internally how they overcame it really we talk about this as a study on perseverance so that's part of like what we want to host during the conversation as we go down the road. Where would you like to where we're doing to begin Well i'm curious what you were doing when i was reading through your bio what you were doing prior to this. And what made you decide to get into this line of work. sure. I am before parachute. I was working in advertising for many years. So not necessarily the most conventional route. But i was on the strategic side of creative at a big ad agency in new york. Were being big brands. Doing a lot of consumer behaviour research really thinking about how to connect with people and how to motivate and inspire focus groups listening A lot of analyzing data but I'd always been obsessed with interior design. So when i was in grad school i had an interior design blog and i started helping friends and family decorate their homes or fun and found a lot of creative expression through that process and Was very passionate about creating spaces and so in two thousand and twelve I was hitting a wall professionally in the agency. World wanted to do something more. Entrepreneurial wanted to be in a smaller hands on environment wanted to see things move quicker Wanted to make a bigger impact and had one of those aha moments that many people do Where i felt like wait. This could be the perfect moments merge my interest in home and design building brands connecting with people thinking about how to differentiate within a product space and then on top of it all the direct consumer landscape was really just beginning. I mean there were few brands. That were gaining momentum. And as a consumer i was really Struck by this new shopping experience in this new value proposition of you know being able to get high quality products at a much more accessible price because people are cutting out the middleman and buying and selling things online and so it was this perfect storm as it often is and You know i. I spent the next few months really thinking about what would be my entry point and i decided that sheets be great place to start within the home because everyone sleeps and there was this connection to wellness and taking care of yourself and Never been digitally native home brand. You know that was creating a manufacturing on products and so the rest was sort of history you know went visited factories and got the ball running rolling and so just for people listening. Can you kind of run off your stats of what you wear your out today. Sure So today Six and a half years in were really a home lifestyle brand We started with sheets. And do they covers in pillowcases in two different fabrics. And now we're really in every room of the home so bang Well steve acres pillowcases. Decorative pillows throws we sell a mattress. We sell all of the insert products. We sell baby products Crib sheets waddles pilla. Sorry what we do sell toddler pillows. I'm hooded towel. We saw tabletop We sell rugs We're getting ready to launch. Even more product henry brick and mortars right and then every sunday mortgage stores so across the country and prior to things shifting. This year we had an intention of opening almost ten more. So retail is a big part of where we're at today And we also hospitality business which is a smaller but growing part of our business or working with a lot of gucci hotels now to provide towels and sheets than robes which is a fun and into no way to get to know a new customer. Yeah it's a great way to get people in to have never heard of your brand to to get comfortable with it literally. So i feel like you went from advertising which is a tough field. My husband was advertising for years. And i know that it's a brutal world for so many reasons object. Imagine i would imagine which is probably why there's you don't want to stay potentially field ever rough did you. Did you feel like that. Was that part of wanting to leave it as well. Yeah i mean look you know advertising. I felt it was very creative. I was able to inside my brain I like the people that i worked with but yeah there was a grind. There was a lot of late late nights. There was a lot of you know. I felt like we came up with all these amazing ideas and then by the time they went they on yell of themselves. We've been a lot of really big brands. That had a lot of legal issues in a lot of legal constraints. And so you know there wasn't there just wasn't like nothing was nimble. Nothing was fast. Everything hard and i learned so much and i find myself drawing upon those experiences often but it was definitely a definitely got to a place where it just felt like enough was enough. Yeah i mean. I think there was a lot of freedom for us when we are creating drive. Are that you know like we made our website dark gray and anybody who looked at it was like this is not very feminine and this is a very feminine brand. Why are you making the website graham. We're like well we can do whatever the fuck we want. Because it's our company and there's a lot of freedom and to your point advertising. There's always for my experience. What i learned about the advertising world is like somebody's always somebody who's not created a great is making a decision about creative the way to basically just like tear you down. You have very thick skin. From what i learned to be advising know that was a big actually learning for me like i really had to detach from my work and i think at some point i realized i did watch detach data. Yeah i wanted to be connected to the work. I wanted to believe in wanted to wear my heart on my sleeve. I wanted to pour my heart and soul and be so so involved. And i wanted to bring it to life and i didn't and i didn't want to be apologetic about any of that you know and I basically was tool like you can't get too attached to the work you're doing and that just wasn't fulfilling for me anymore. Well it's interesting. You know even and i work a lot I i said context is king. And by that i mean you know what these surrounds. A conversation is the is the conversation and just hits me as part of part of what you didn't like about advertising the late nights and all the the grind of it and such but my son's like actually like the future that was going to be there was. What was unappetizing for you because when you sign up to start your own company which means late nights arrowhead rind. There's the grind. There are the late nights but it meant something minded grind. It was it was my company. No it was. I was doing it for myself. And i think it's a very different experience when you're building something that you believe in and that is so connected to you and i mean once i started parachute i couldn't go to sleep like it. Was you know. I i had to stay up late nights like i was so consumed with ideas passion and just like meeting to get it all out and so Yes it's It's a very different experience. And i think that's you now at work is not work. It's fun it's enjoyable and it's exciting so you i'm. I'm curious about that kind of breaking off point you know. I talked a lot of people that have a quote unquote good job. Make good money do something that at least sounded good. Ten years ago They're still doing it. And they have this kind of side passion which sounds like yours was where you were doing this interior design for fun for people you loved and then you decided to go throw yourself into that seem. You can make a business from those passions. Remember that breaking off point and what you know is it always occurs is always needed to make that leap where you dine to get out where you dine to get in. Do you remember what that conversation was like for you. Yeah i mean. I was definitely i decided to pursue parachute fulltime. Probably like premature in many ways You know i just. I i did feel this like all consuming drive and desire to spend every bit of my waking time And i didn't want to be distracted by anything else. And i think i was very naive and i had this idealized version of what building a business raising capital. All of that would look like and you know. I think in many ways. If i didn't if i wasn't so heave i wouldn't have done it Because as the dust started to settle. And as i left new york and moved back to la and all of a sudden realized that wasn't going to get investments ainhoa easily. And that. I had to you know that there was just going to be this like up. Hill battle rhymes like like it. Like all of the A lot of the I don't know just a lot like things started to like crystallized become more clear that this wasn't going to be an easy journey and i was still excited about it but i definitely there were a lot of moments of like a lot of fear heading When what have i done like. I just left the sperry comfortable job. I was making good money. I had a great apartment all of these things now starting from square one. I'm watching my friends get promoted. I'm watching things happen for other people. And i'm like literally at the very beginning of some think. Yeah i mean. I think that first year just like the building year before i launched the brand was you know was just highs and lows every day of like all of a sudden feeling like something happen i feel like i was at the top of the world and then something else would happen. It'd be like why did doing this like this is operatives name so it was did you. How did you go from you quit your job. Had you saved money like. How did you initially get the company off the ground Yeah i raised. I had very little money in savings. But i did put everything that i had in saving in my savings towards the business a borrowed money from my parents Which i then hit back I raised a small small little friends and family round in the night joined an accelerator program which gave me my first Bit of capital fifty thousand dollars. You know And then you know over the past. Many years i've raised forty seven million dollars so We're well capitalized. And well capitalized. But you know that's over the course of many rounds. Do you have a private equity or venture you no. Oh yeah yeah. Yeah and how's that been. Yeah but i mean to get the brand up and running you know it was about. I would say like seventy five thousand dollars sad. I had to you by spectrum. Inventory to get the site up and running. And then i quickly you know. We launched january two thousand fourteen in by march two thousand fourteen. I had raised about a million dollars a seat around so that allowed me to buy more inventory higher. My first employee move into a small little office and And you know kinda keeps things going. So how we so private equity and you have venture capitalist uber as forty seven million. So that's a lot so now you're like a bigger company. I remember when we raised that money. And i was like you know. Holy shit and everything changed. I don't know if it's changed for you but for me. It was like you know now we have a aboard and now we have a lot of like more people watching us not for me when when things got really challenging personally of dealing with like. I'm not in charge. The way i want was not presented a lot of issues for me. I'm curious if it did does free. You know we have really great partners and who have been really helpful. I think you know they've brought a lot of discipline to the business A lot of structure. But in ways. That i really do appreciate you know a lot of processes demented a lot of talk conversations but things that i think are just really valuable at this point for the size of the scale and the direction that ron and the places that we want to go you know and i have a really strong executive team to this is a very much a team effort And so you know. I've been grateful our partners in to our investors We still have a small board. You know we look. I look forward to our board meetings. So we've been raven fortunate. I they dread board meetings interesting to me. this driver. A lot of preparation in there are many many board meetings where works being taken away from the work at hand to create these debt. they're distracting. Yeah but you know we have a good time we Relationship where we go out to a restaurant. We always try to arrest. Started in la. We do that too. So are you the sorry for not knowing this are you. The ceo understood the ceo. And no one's tried to replace you and that's not something that's happening. Well it's not always a bad thing you know. I mean that's why i asked i mean for us. It was like it was a good thing. My my brother was the ceo in in the early days. And you know he was. He was good at it while we were small and nimble and as we got bigger and had to like you know and had all these employees and we didn't know how to do that and our board was very much in favor of that happening in that that was an interesting challenging time bringing in you know there are so many different phases of businesses And i think you know we've been we've continued to bring on you know really top in people especially executive team will drought the team. But you know to help us Continue to grow and Level up and but yeah it's Lots of tricky dynamics that emerge talk about talk about some of the tricky one. Just because i think. I think people are in them. You know. they're in them now. People are listening are like in the middle of some challenges. Whichever ones you can talk about his love to talk about some of the tensions. That are big. Dan that most people don't talk about. I mean i think like you find that talk. Broadly i mean. I think there's just you know the tensions that come up generally are you know as we're thinking about strategy for eight years you know and where to prioritize our efforts you know i think We have off sites where we're thinking about our strategy for the upcoming year and what we want to look at our roadmap. What are the three initiatives that we really believe you know are going to help us. Accelerate growth and that can always bring up healthy debates. And it should you know. I think you know having people with different perspectives around the table. Is he Success in i am a firm believer. I have heart or culture. A parachute is that you know. I am often wrong. And that's okay. You know i am not always right. I don't know everything. And i love being proven wrong Am comfortable with that and so you know but but of course there. Are you know people get people are emotional and get an are passionate and so You know as you're thinking through what what we should be doing where we should be focusing on. you know. everyone's got their own agenda and and the things that matter most to them and so you know it's kind of but i feel like there's were you i'm curious. What have you been wrong about that. You held onto for too long based on your own pride. I mean i've been wrong about making you know thinking about whether or not we should invest in a certain channel or you know how we're No thinking about products or their names. I mean there's been. You know. I've i i like to share my opinions You know and if other i mean. I i truly do love when everyone comes around and says actually i don't think we should but yeah i mean i don't know i i'll let you know something better off and come back to it. I think it's just a natural attention especially when someone you know is in the ceo. Seat off. I think the feeling of i got to know what i'm doing is both real and a temptation. I guess there's a story about it as well that might that might actually hinder themselves and hinder the team and hinders that imposter syndrome. All the time and you know you know that's a very common thing That everyone feels Throughout their career especially in leadership roles so yeah there are there are definitely there plenty of moments of doubt and concern and you know having these kinds of natural emotions pop up especially as you're growing and growing fast. Yeah how did you. I mean. I'm curious about as you built your team out. How did you prioritize. Food a higher when Did you ever watch that. That call just curious about how. You decided strategically Doug to build the team. Yeah i mean. I think you know So i launched parachute alone And then may might. I hire about three and a half weeks later. I am a creative person. I am a vision percent. I am a brand person. I am not a person. I am not a planner. I am not like in the weeds. I am you know. I love looking at numbers but i i need them presented to me so that i can understand them So you know. my first. Few hires were people that could help with inventory. Planning people at work could help me with modeling with projections with scenarios. You know all sorts of things that were tied to our finances and you know and then and then we. We built a small team. That could handle those kind of functions and then we consider soil and you just said we built a small team was is was it away or was it a you mi but then so those we people the early people also the end are those we then took it to the next level and then we decided that we wanted to test marketing so that had never been done before and we were not we only done. Pr we'd never done any paid marketing. And so you know all of a sudden. We wanted to invest marketing. We had raised another round capitals investor marketing and. I wanted to do that in house. I didn't wanna work with agencies. I really wanted to build a small marketing teams. So like that was the next. patrick hires. fetch you know. I think as you row. Like i i really love i. Love bringing people in house like there are horse work with agencies here and there are we have consultants and things but You know as the business has grown. It's become clear you know okay. Now we need to the business getting more complicated. Meaning an expert in supply chain and logistics. Like we're not only working one factory anymore. We now have three factories like we need someone that can help us there. And so you know there's these moments where things kind of bubble up and ideally you're seeing those one step ahead so that you're not kind of in that you know flailing moment were like. Oh my god we have to fix this problem by hiring someone who knows how to do this. you know. ideally were looking ahead and saying okay. What's coming up. You know we are now at a scale where we need to really have a data analyst on our team because we've got a lot of data and there's a lot of opportunity that missing by not having someone in house to to handle that so that's actually one of our more. Recent hires we brought on a day in austin a data scientist so i think things kind of bubble up naturally As you grow but you know it's it's a fine line like we've been really focused on having a lean team. A small team not getting bloated. Not having too. Many people can be really dangerous x. So it's really important for us that we've been we worked small and were lean and scrappy but at the same time you know. I don't want anyone to feel like they can't do their job because they've got too much on their plate or need support and so there's it says some you know it's a it's a dance around. You know how to how to get the right people at the right time and you know it requires a lot of communication really and being in touch with the team and and being connected said. Something talks about about like hiring harm before the need. Is there right before strategic about you talk about that. Yeah because it's it's hard because you don't you know like we didn't want you know these people who required big salaries and we didn't really feel like we needed them and every the advice that we were always given was like higher to your point higher before you need them so you're not like kinda behind the eight ball in figuring out. I'm curious though for the for being the ceo and being so passionate. I don't like answering this question because it's very vulnerable. So sorry but like what what are you what do you what is like what would you say if you had to say like the biggest grape from the people who work for you about you is that i i can. When i'm distracted. I am not the best version of myself So you know if i step into a meeting with my phone in my hand and i'm checking slack and checking email and checking. Whatever i am not present. And i am not showing up as i should and something that i've been working on you know and we do a company wide three sixty And there's a section all about me and Everyone has an opportunity to be really honest. And i encourage everyone to be honest to be constructive. And what does that mean is you have like is like is it like roasting. It's an anonymous so once a year notice a big non animus company survey And so there's all sorts of questions about the about the company about are we. Are we clear about our goals. Like dude like how is the executive humor via like there's a lot of different sections on an idea and this is about me and so you know what you know how. I can improve. What i'm doing that i should keep doing. You know what we want to see more of that. I heard that you know people wanted more Like just open office hours or more cross functional. Like just like coming to different meetings. That were happening. So i could see what was going on and i could. You know i listen. And i could be a part of that but the big thing that i've been working on This year and When we were still in the office was just really being more present You know an and. I know like i can feel it. You know when. I'm on their listening. I'm connecting you know. We can get things done quicker and other times. You know if. I've got my phone my hand or if you know there's something that's your weighing on me i can. I can get distracted. So i'm really paying attention to the way that i show up is that is that kind of the feedback. You've gotten from those. What do you call them three sixties. Yeah that was some of the feedback. That i got last time. And you know it's it's hard to get feedback. Yeah like that. And it's hard to like them. Stand up and look at your team and say thank you for sharing like i see. Thank you assholes right into by. No i mean i like the pit that forms of my stomach as i'm opening up that document to read the part about me. It's the whole company island so deeply about our team and our culture and i worked at so many places that like under respected their employees and just treated people like absolute shit. And i feel like i have done my focus so much has been on creating an environment. People feel supported cared for and An they learn drive. And you know it's part of the reason why people stay at our company and an infant being that. I'm so proud of but yeah i mean it's like giving yourself the opportunity to you know to hear that it'd be soft. It can sing. No it's such a great idea. I think anybody listening. What a great thing to put into your company doing something like that. I mean it sounds really scary to me. I wouldn't. I wouldn't want to do it. I mean maybe people. Don't yeah because i mean. I think if people if you would ask me that question You know people would the feedback. I've often gotten through other people. No one telling me directly was that people were scared of me You know and which is always like what. I'm not scary. You know but there's like aside from just who. I am who you are as a person. There's just i'm the boss. I started the company. Like there's just a natural fear that's built in as not even real and and it hinders my experience. It hinders people to say what they really think about. Whatever again they're just afraid to go up against me or disagree with me. Which i think is a pretty common culture for you know i founder and ceo. So it's always interesting to me how you get getting feedback of what people really are thinking and feeling versus what they're telling you they're thinking and feeling so and key to the whole three sixty that we found is really than putting together an action plan that then we're committed so you know the only reason i think that people continue to honest as they are is because while it's also anonymous so they can be honest but but you know because then we sit there and we say okay. How do we address these. You know these topics in these suggestions and like what's our action plan and then we share that with the team so that it's very clear you know we heard you. This is the thing. These are the things that we are implementing result. And let's see how this Improves you know. And i'm tres about you said i mean you know so i touch exacts and do consulting and team development back and stuff that's my world and most of very few companies do three sixties on their own. Is that like it. Does everybody know that. Three sixty s at a thing. Not everybody would know about it. But it's about it talk about thing that was recommended by an executive coach. That what's what's interesting typically. Is that people do do it anonymously. I was just thinking that. I was like why not do it. Not anonymously goes because we believe fried. The blue flag flew out of your mind are out of your mind and then do your mouth. And just but the idea like they It was an anonymous so they can be honest right. Does that was a phrase used which is always really fascinating and is always true. It's like oh. I'm going to say this and i'm not you know i'm a do you guys that about i was. I was gonna ask about what you do with the data. It sounds like you you get your action plan based on it which i think is is honoring of because some people do i mean most. Most companies do performance reviews because they have to not because they want to. But i think they lose a lot ton of resource because there. There isn't a conversation in the culture about. Hey what are we here for. And are we all here to or al here to deliver on the vision and get better you know and and improve internally and be because of a lack of that transparency about the conversation like hey. We're really here to sell as much product and connect as many customers as possible. That's really the the game. That is the mission and to do that. We're gonna ask you to come in and continually be involving player on the team and because that's usually not the game that's there it's like. Oh no no. I'm here to get better. So that means. I'm not great yet or i'm great but i'm gonna ricky resetting vision about how good i could be as a player on the field. Do you guys have like. Because i think that notion is great to do the three sixty and then create an action plan about. I'm about Because you said you value is create this place where people can work and at how do you guys get to those conversations that are could be dormant for a year waiting for the next three sixty. That's a good question so we do a three sixty and then we do a follow up which is like how are we account have we It's a smaller kind of survey. That's like how you done you know. And let's think about that you know and then we also do okay ours which are business related and winter. okay ours their objectives and key results so We have their like our companywide goals. So you know we say and these are the results that are going to that. We're going to track to make sure that we are hitting those objectives and so we make sure that some of those are like are really focused on like how we're working together as a team And how were doing. But you know it's a good question i mean and it's like there's i'm sure there's more that we could even be doing To have those conversations You know we we have a weekly business meeting with all of our department heads and You know we try to make sure that you know we are having conversations that are beyond just the business about howard teams doing. How are people doing you know. And i mean honestly it's just a lot of conversations and a lot of just like creating space to connect but you know. I think the follow up survey helps us you know. See how we've done since the first survey of the year and track that. And you know i think some of it is you know there's like the art and science to it so there's like the anecdotal evidence and how people are just feeling and you know some of it you know like we know that people are happy because of churn. People stay at the company and one of the questions that we ask. Is you know how likely are you to leave. How likely are you to look for another job. Like those types of things. And so i don't know if i really answer the question but we there are few like kenneth checkpoints and You know we've got a really strong head of people in culture who also like uber focused with me on On the people stuff and that becomes big part of your job as ceo is making a team because without the team. You're not them. I'm t- as gone along right. In the responsibility goes up and the demands on your time and interest and everybody wants your time and everybody wants your approval. Everybody wants you for lots of reasons. Both because of your capability and skill set and also because it you know. They're they naturally know if they're connected you value. That's good for them and those are all those conversations are always present as you've gone along like what have been some discussion thinking on if i'm a listener but what they're going through is you've gone along. What are some of the blind spots that were surprising to you that you've needed to see an shift. The surprises along the way i mean there's been countless surprises. I mean i think you know there's a funeral ways like there's a few different types of things that pop up like as we create more complexity in the business. There's just always surprises because things just break like on every level but you know. I think more people creates more stuff and more conversations more needs than i think. I spent a lot of time thinking about about how we can continue to maintain culture even as we grow and change and are in a big races and are doing so much more. And i think you know i guess where this all together is by. I think communication has been. You know something that you think about and the obviously you're doing it all the time. I think what something that continues to surprise me is just like communication. It's like never enough like you could communicate one hundred times the same message and people will still miss it and so you know how you communicate from different levels every different sense to like. Make sure we're really understanding process. Something as simple as a goal you know. I think that has been surprising to me. Yeah well i just working with other top leaders. I'd yourself there's there that they're always those things where they were. Top leaders seemed. We're all surprised that they don't get it. like why. why am. I still having this conversations. Usually between the years or or i shouldn't have to have. I shouldn't have to say that again. I shouldn't have to tell him that. I mean because this is such a no brainer. This part of the invisible capacity of top tier performer. Is you don't know how good you really are until you see where other people really are. And then how do you. How do you bridge that gap between how you naturally show up and where other people naturally show up. Not that like. There's not a right or wrong. it's just where people are and how they view the world and sometimes there could be some frustration with that. I know it happens a ton and the conversations. I'm in every day. Is how you navigate when you see a gap between where you want somebody to go or where you want the team to go or what. Your vision is and like sick. Because if you're the visionary like like you've said like you're the one out here and and then everybody else that's like building. The thing might be back here. How do you bridge that gap whenever you see a gap between where you want things to go or where you want someone to go. And where they are naturally where they seem to. Maybe even be stuck. I mean that's where i really like turned to our executive team. I mean it's just it's not just it can't just be me out here you know i can like be taking things and And you know driving this vision. But like i have to have this greater or of the people you know and my executive team like like surrounding that and and and making sure that you know it's being disseminated throughout the organization. And then i think it's just like being clear like being clear and communicating over and over again and you know being patient and and communicating over again. While it's interesting like the communication piece of meat. I i you know. I feel that i have always felt like to your point that you can tell people over and over again how you want things to be how you want it you know of course in my case. It's more of like from a retail standpoint. You know it's like. I always want our shops to look and feel a certain way. I want people to talk to clients a certain way. And i have like you know. Screamed it from the rooftops and communicated eight million different ways and yet it's still an issue. You know that. You and i have adrian and i have talked about because you know i. I don't know how to make an juries. If you find that you like you can. You can say things sixteen different ways. But it's like someone doesn't really understand it. And i don't know how you make them understand you and i've had this conversation of like you know we want in dr. Are you want people to. They are bartenders receptionists. Silence you want to talk to our clients. A certain way and not talk to them about you know their car accident. They have or the up that they have at their boyfriend is like the aren't appropriate. But those things just aren't necessarily like common to them or you know the way we want people greeted and treat him when they walk in the door we can tell them a million but it doesn't sink in all the time and i don't i don't know what that is me you know and for me it's like we'll do i take them to his hotel and let them like exceed. What like it feels like does that is out what they need to feel it so i don't. I don't have an answer for this dilemma. But it's that i have nonetheless felt of like how do you actually you know. Get people to change because it sounds like that's an issue for ut. You can communicate things. Yeah bunch of different ways and then it doesn't. It still isn't what you wanted to actually in front and so important in retail and we think about it and retail time to. It's you know this is the physical embodiment of the brand. And it's where people you know are are. The are retail team are the eyes and ears of the business of the brand. I mean they are on the frontline. They're like really connecting with the people you know they're listening they're inspiring they're like they are the physical embodiment of we are in those moments and so Yeah i mean you know. There's you really want that experience. Be perfect every customer. And it's a you know it's it's tricky. I mean especially. I mean we you know we have ten stores. You know you have so many more than that you know. And it's like there's so many more people to to onboard and to train and you know give the late like share the language with and yet we are at ten stores. Yeah i mean. I found like you know. It's something that we talk about a lot as we think about going from ten stores or twenty stores you know. How do we make sure that training and on boarding and education let me because we also have a lot of products and people wanna release specific details but every fabrication and every type of product. And we want you know our team members to be able to share like with ease you know how wide these products are different special and and well made and all of it so yeah at he had how. How are you doing that now. Well we've some tools that we've used So like we have someone on our team who creates on the realty mou creates videos and tutorials and we have a program called lesson. Lee that we use and we know the visual merchandiser. The stores are constantly sharing pictures of what's working in displays But you know it's a. I mean in some ways you know just getting into the store and actually like surround yourself with a physical product is the best way to learn about them. but It's you know it's an ongoing process special because we're constantly introducing new products so it's not learning her ends you and and new categories than you don't remain insurance to product like a mattress you know there's it's a completely different product towels cheat so you know it's a different supply. Chain like people want to know so many interesting details mowing surprised at how nucleus or czar which is great. I mean you know. It's like information that we have. I like love. Educating the consumer and having people feel confident and purchase but it requires a lot of knowledge than to be able to have those conversations of customer. Yeah let's see. It seems like due to the expanding offerings that. You guys have a lot of your work with your employees in stores around education around the items themselves. What is it. What is it like to kind of train. Because part of what. He's talking about his training people's presence which is really kind of how they see themselves and how they see the world and that integration between those two things and see yourself as a gift to the world you'll show up much you know much more boldly versus you know scared from the world a you guys spend time and type of conversation or is that something into the future for you. Yeah i mean. I think there's definitely perks of that. Like you know in terms of our brand book in who we are and you know the type of relationship that we want with our customer and you know that we want to inspire and that we want to be approachable. There's definitely language around. You know how you know like who we are as a brand and how. We want to convey that to the customer. And that's not just you know on like through a retail channels. That's on our social media. That's in all of our creative. You know we. We hope that everyone is spending time really getting to know where we are through this brand book and through the education that happens during during on boarding. But you know. I think it's also you know Maybe this hasn't been your experience but you know at least for us you know. A lot of people joined pierce. You'd have been already been a customer having already been a fan of the brand having already been Someone that is really so excited to now. Be a part of us. Obviously this is you know. More recent development as we are more established in bigger. But you know because of that. I think we We just draw employees that like intrinsically get it in a in a different way. You know because they they feel connected to the business before even joining the team Well before we go. I want to ask to you how the made well. Collaboration came about the naval. Collaboration was a very collaboration. It was actually our second lab with them so we did a little travel kit. I guess maybe two years ago and like through a nice fun weekend in the catskills at little events and and it did really well and as a follow up we just continue to have conversations with the made well team About doing a bigger capsule collection but very. I mean it was a the did you. Did you go for that or did they approach you. Just so many companies are doing send her who approached to. I don't remember who. I approached at the time i was friendly with The woman who was an head of marketing at made well is no longer there but We had met socially and had talked about wanting to do something together. But i'm not sure like who really. Yeah but i mean we we do a fair amount of collaborations or we have in the past. You know And you know. I would say it's usually split like either like a brand that we really feel like we. Could you know we have this great idea. We approach them or we've been approached by other folks to But the model was really fun. I think what made it work so well was because we really kind of both brought our expertise to the table And created something that felt very uniquely parachute and made well Yeah it's great. I was checking it out after our debates. And i was like with. This stuff is so cute. It's almost sold out. So yeah which is you know. It's selling quicker than we've been expected which is always a good sign amazing and you have a new book. That's coming out on. What day is ed's coming on april last week. La- i feel like i saw ellen bennett posting about it and i can't wait to check it out how to make a house at home right. First book came out on april fourteenth so called how to make a house at home which is a you know a really important topic right now. Were again currently in kobe times spending so much time at home. I'm really didn't expect that timing you at home when the book came out but things happen and Yeah it's been a-. It was such an exciting process and You know. I was telling someone the other day like since the book came out. I just like had this ever-present nerves inside of me. Knowing that people are reading ed looking at it like writing a book is you're putting yourself out there in a completely different way so it's been an exciting week just getting feedback and so far. It's been ha's if so bring on screen and we were reading about now part of the transition you've made in the immediacy immediacy of the covid situation that you are not doing virtual consulting for people. Tell us a little bit about that. Just for listeners. Of the as they hear this they can ask sell our reach. One of the reasons. I love retailers. Really again the connection the relationship that you make with the customer and you know it's something that we always thought about. How do we replicate that online. For place for people where we're not gonna source. You know in an effort to be our customers. We always talk about halfway. Beware customers are and so we actually piloted this program last fall. You know very quietly Not really broadcasting at all but The idea is that it's a virtual silence consultation so it's a free service Your customer thinking about becoming customer you can make an appointment with one of our stylists senate could be on the phone or a video and we work at like through any questions so you can have product already or you could be thinking about. You know your bedroom or livingroom. You know as like really. The options are endless. And there's this initial call video And then we follow up with a mood board a product assortment and sending people a cart and and usually there's a follow up as people. Are you know kind of finalizing what they wanna do or have any questions and it's been really successful where we're doing quite vital of appointments a week and we're seeing a really high conversion rate and so it's something that will continue and were thinking about just like how can we be. You know the idea of services you know how computer shoot expand to be not just a product business and you know and not just retail business a business that can tap into the services and adding more value to our customers life. So it's been it's been fun to have is really brilliant and timing for you guys. Great timing so You know it's like one of those things that once all of a sudden. The shelter in place happened and we had to be home. You know fast-tracked some new developments with that program to make sure that video up and running and to really To get more Stylists on boarded on our team. And so you know to really be able to keep of demand so it's been one of the many things that we've now fast acted in terms of just making sure that we had a great product and market because what makes sense contractually with time and about how many of those is doing a week. Now do you know We're doing close to twenty a week. Though in their most of them are about an hour. So it's you know a good amount of time and we just actually. I think maybe yesterday Opened up so you cannot do them on the weekends. Which is i think you know. Great for people that are working throughout the day and and and time. so they're now available on the weekends and we're going to keep just you know opening up as the demand is there but it's It's been fun awesome well thanks for all your openness and telling us all about your business. It's so cool. And i'm obsessed with your bed behind you been looking at it the whole time and congrats on the book and all your success. It's such a great story and thanks for being on raising the bar. They are big fan of raising the bar. It's a here awesome awesome. We'll continue to keep tabs on you and watch from the sidelines. All your success. Thank you all right. Good one stay safe by has enjoyed that episode there when she great. She's amazing very inspiring. Yes yeah powerhouse. Miss sharp just Big fan of what she's built. I have the adrian actually bought me the robe for christmas jobs of one of my favorites as well. And we have the bedding and yeah. I'm just. I'm such a big fan of like stuff in general and i think that that is one of the things that really stands out to me is how much she cares about all the little details and you know for what it's worth. I had some issues with the things. I ordered and they took care of it and made it right so she's building a really strong beautiful company and it was a pleasure talking about. Check it out if you've not been to a store it's a great experience. Check it out. Thanks listening guys as always please share radas tell your friends and you know tell more which one year have a good one a.

Coming up next