Did you two know much about the shoe business before you took over Soft Star? Or has this been a case of on-the-job training?
We didn't know anything about making shoes. Tim was very open with his books which allowed Trish to do quite a bit of financial analysis to build a business plan based on the company's performance. For a couple months before the purchase, Trish and I would spend time helping out with shipping and light manufacturing to get a feel for how everything worked. But, really, everything we know now about making shoes and running a business was learned on the job.
Describe your workshop for us.
We run a very efficient shop and keep our average turnaround time one business day for custom orders. Our main goal is to make sure our employees enjoy themselves in a fun, relaxed atmosphere. We have a minimalist process with the bare minimum tools needed to make the shoes. We do indulge, however, in a broad inventory of leather; we just can't resist all the great colors. Our workshop is on the second floor of a 100 year old warehouse near the river. It's a comfortable place with massive wooden beams.
What's your least favorite or most difficult aspect of the business?
It's hard to run a family business and stay financially afloat, especially being competitive in an industry that has all but left the USA for cheaper labor. This had always been an underlying worry, but somehow we have always managed to make ends meet. We could not have done it, of course, without loyal customers.
Speaking of loyal customers: You have a great cyber-bulletin board with pictures and stories from a sampling of satisfied customers. It's fun to see all sizes and ages modeling your shoes and enjoying them immensely. Where did that idea come from?
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