What do you do when your business looks like a success, but doesn’t feel like one?
Katie Glickman started Bibbilyboo after struggling to find a bib that worked for her own child. What began with a sewing machine at the kitchen table grew into an award-winning business, with over 64,000 bibs sold and stockists across the UK, including the country’s largest baby store.
But success doesn’t always feel the way we expect it to. After years of sewing, scaling, and saying yes to every opportunity, Katie hit a point where the business felt more draining than energising. She was navigating a factory partnership, juggling cash flow, and questioning what came next.
That’s when she joined Retail By Design. She shares what happens when your shop reaches a transition point—and how she reconnected with her purpose and started enjoying her business again.
[01:35] The everyday parenting struggle that sparked a business idea
[07:48] The biggest pinch-me moments in business
[10:43] Why joining Retail By Design felt like the right next step
[14:32] What it looks like to grow and evolve in your business
[17:48] How Katie stopped second-guessing her stock decisions
[19:57] How she reconnected with the parts of the business that bring her joy
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Episode Transcript
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(00:00):
What do you do when thebusiness is growing?
(00:01):
You are hitting great milestones,but you start to feel like the shine
is fading, and perhaps you're notenjoying it as much as you once did.
That is the case with Katie Glickman,the founder of Bibbilyboo Bibs, who
is joining us today on the podcast.
Rejoining us, I should say.
Katie was originally on the podcastmany years ago talking about how she
successfully has used awards to growher business, and today she joins
(00:24):
us to tell us more about her Amazingstory with Bibbilyboo Bibs, where
it's been going over the last coupleof years, and what her experience has
been like being part of my mastermind,also known as Retail by Design.
Welcome to the Resilient Retail GamePlan, a podcast for anyone wanting to
(00:45):
start, grow or scale a profitable creativeproduct business with me, Catherine Erdly.
The Resilient Retail Game Plan isa podcast dedicated to one thing,
breaking down the concepts and toolsthat I've gathered from 20 years in
the retail industry and showing youhow you can use them in your business.
This is the real nuts and bolts ofrunning a successful product business,
(01:08):
broken down in an easy, accessible way.
This is not a podcast about learninghow to make your business look good.
It's the tools and techniques that willmake you and your business feel good.
Confidently plan, launch, and manageyour products, and feel in control of
your sales numbers and cash flow to helpyou build a resilient retail business.
(01:35):
Katie, welcome back to the podcast.
As we've just discussed, this is yoursecond time being on the podcast, but
the first time was many years ago.
So do you want to reintroduceyourself to everybody?
Absolutely.
It's so good to be back, Catherine.
You know I always love talking to you.
I'm Katie Glickman.
I'm the founder of Bibbilyboo.
We specialize in waterproofdribble bibs for babies mostly.
(01:58):
But we do also expand our rangeto older ages for disability.
And more recently we've addedfeeding bibs to our range.
And there is nothing like our dribblebibs on the market, and that's why
we've had such great success with them.
Yeah, and fantastic.
And how many years haveyou been going now?
Six years now.
Yeah, which has absolutely flown.
Wow.
(02:18):
And gone from strength to strength.
So do you wanna tell us a littlebit about how you got started?
I think, as I'm hearing from mostbusinesses, it was an idea that came
about because I was a parent witha problem and my second child to
be born was also a super dribble.
And having gone through it thefirst time, I decided we didn't
wanna go through it again.
So when I say super dribble, wewere changing bibs 20 times a day.
(02:40):
I had 60 different brands of bib that wehad on rotation, and nothing was lasting.
Wet clothes constantly, dribblerashes all the time, and a
lot of frustration on my part.
So, with absolutely zero experiencein sewing, or fabrics even.
I put my research head on andcame up with a solution for a
bib that I believe would work.
(03:01):
Bought a sewing machine.
Well, actually my mum gifted me a sewingmachine, made the ugliest bib you've ever
seen because I didn't know how to sew.
But the composition of the layers worked.
So the waterproof backing and theabsorbent core and the shape that
we created was completely unique.
And we saw the dribble rasheradicated in three days.
Never had to change the bib all day,which meant I could put her in that
(03:22):
beautiful outfit that we were buyingand it would last the whole day.
That changed my life, but it neverwas my intention to set up a business.
Hmm.
But like all good ideas, peoplehear about them and ask for them.
And that snowballed for friends.
And before I knew it, I was in ashop one day and my mom overheard
another lady saying that, she wasstruggling with the same problem.
(03:43):
And she shouted, "My daughter makesbibs!" I was mortified because
I was like, I don't make bibs.
They're really not thatattractive at this point.
So that spurred me on becausethe lady was absolutely begging
me for me to make some for her.
So I went home.
Did a lot of sewing.
Perfected the shape.
And over the years we did continue totweak it and now we have a perfect design.
(04:07):
And we said, "Well, if we're gonna start abusiness, let's set it up on my daughter's
first birthday as a tribute to her."
Mm. We had our first sale
within 27 minutes of launching thewebsite from a complete stranger,
which was brilliant 'cause we'd beendoing lots of buildup on Instagram
to share the story and the process.
It just kind of snowballed, really.
18 months later, I gave up my careerin the NHS because we were so busy.
(04:28):
I had to make a choice, which one.
Then not long after that, we had covidand most people found with an online
shop, sales rocketed, thankfully.
We didn't see a dip afterCovid, which was great.
And business continued to grow and that'skind of led us to where we are now.
Yeah, which is fantastic.
I mean, it's such a great story andit's almost like the quintessential
(04:49):
small business story, isn't it?
Like the creating something becauseyou had a need yourself and then making
something that's really made a hugedifference to people's lives and that's
what gets people coming back and alsohas helped you win a lot of awards.
'Cause actually we were just sayingthat the first time you came on, you
were talking about winning awards.
Or entering awards and how thatwas a big part of your strategy.
So that has continued to be a strategyover the last few years, right.
(05:11):
It absolutely has.
And we've just won another coupleawards recently, so that's taken us
to 30 awards in the last six years,which is absolutely incredible.
Because one of my first goals whenI started the business was like aim
high with something that you maybethink is a bit, probably unrealistic.
For somebody who's just learn to sew.
But I wanted to win a GoldMother and baby award.
(05:31):
We won that in, I think, 2022.
Wow.
So that was quite quickly tickedoff having launched in 2019, that
that was a big achievement, yeah.
And here we are with 30.
And you've won Theo And you'vebeen Paphitis' small business.
Yes.
The Award with TheoPaphitis from Dragons Den.
(05:53):
And I won that at two weeksbefore his annual conference.
So I got to go meet him justliterally a couple weeks after.
And that was just a realprivilege to be in the room with
all these other entrepreneurs.
Really inspiring as well to justhear how many people on stage had
come from where I was startingand now sitting where they were.
It's nice to see that smallideas can turn into big dreams.
(06:16):
Yes, I love that.
Oh also I should say over the years,I'm always amazed at this number.
So, tell me how many bibs you've sewn.
64,000. Which obviously, Inow am in the position that we
have a factory supporting us.
Because that was fast becoming veryoverwhelming to, obviously, run
(06:39):
all the elements of the businesson top of the manufacturing.
Which in the beginning obviouslythere were hardly any orders
and it was very manageable.
And I would batch make, andit would last me a while.
But even with batch making, 'cause it wasonly last year that we got the factory.
So at the beginning of last year,I was still making, and it was
endless evenings, weekends, duringthe days, just great to be busy.
(07:01):
But I was ready for thefactory after 64,000.
It just doesn't compute.
I know that.
That number just completely boggles mymind and it's one of those things if you'd
known when you made your very first one.
I'd have said
no.
You are like, no, thank you.
(07:21):
Yeah, absolutely not.
Like I just can't comprehend the process.
Like the amount of time, on average, ittakes me about two minutes to make a bib.
Once I'd got the skills in place.
that's a lot of time spent making bibs ontop of all of the other day-to-day jobs.
And I still do make some now in the biggersizes 'cause we haven't yet taken that
to our manufacturer to scale those sizes.
(07:41):
So there is a little bit ofmaking that still goes on, but I'm
glad it's not in that quantity.
So we talked about a couple of thekind of big moments winning the awards
and winning the Small Business Sunday.
But what are some of the other sort ofbiggest achievements or pinch me moments
that you've had since you've started?
(08:02):
I mentioned then about the factory and forme, aside from the mother and baby award,
which was kind of like the first big win,the factory was a moment where I'd spent
absolutely years trying to find someonewho could replicate the quality and the
same standard of bib that I was making.
And I'd had real failures.
When we finally found one and wehad all the samples back, and we
(08:23):
tweaked them and the order went in.
I literally cried because it wasjust such an amazing moment to think
firstly, that we have enough of acustomer interest to warrant the
MOQ that was needed for that order.
But also to know that all this extrawork I was doing with sewing was going
to come to an end, and I could startto actually focus on the things that I
(08:45):
was really more suited to do and morepassionate about behind the scenes.
And it made such adifference to our business.
Because having the factory then led onto being able to attend all of the baby
shows in the country, which we were onlydoing one or two a year before that.
Mm.
I could also start wholesaling,which was a real dream of mine,
which we have now achieved.
So that was the other big pinchme moment, really, was when
(09:07):
we got our first stockist.
We're now stocked in 14 shops, which weonly started sort of autumn last year.
And I will admit it's something that'skind of fallen on the back of the
to-do list at the moment to pursue.
But being able to go to the tradeshows last year and also now
being stocked in the UK's biggestbaby store, which is incredible.
(09:28):
Mm.
That's such a massive pinch me momentto know we are in that huge shop.
And we've had greatfeedback from them as well.
Yeah.
Yeah, absolutely fantastic.
I'm as well, you were able to domore of the consumer baby shows.
And you said before that you have peoplewho come up to you who tell you how
the bib has changed their lives, right.
(09:48):
Yeah.
Regularly every show now we getpeople come up and say it's been
a game changer or a lifesaver.
Those are the two phrasesI hear over and over again.
And I think if you haven't hada dribble baby, that probably
sounds a bit overly dramatic.
But if you have, and you can relate tothe stress of constantly having to change
full outfits and everything, or therashes and never resolving those problems.
(10:11):
A simple solution like this just meansthat you can get on with your day
and you're not having to constantlyremember that extra job of checking
under the bib and keeping baby dry.
It's just so nice to knowthat we're helping parents.
And the fact that they comeback to see us like this.
We've just done a show and thishappens at every show, but people
say, we came specifically for you.
Oh.
I had a customer drive fourhours to come just for me.
(10:33):
I think that's incrediblethat they're such super fans.
Or as soon as they find outthey're having another baby, I
had to come and buy Bibbilyboo.
I knew it we needed.
Aww.
It's brilliant.
Yeah.
That must be so, so gratifying, for sure.
And to think that you'vetaken that idea all this far.
So I wanted to ask you a little bit moreabout the Mastermind or Retail By Design.
(10:56):
So you joined last year and I'd love foryou to just share a little bit about what
was kind of behind your decision to join.
Where were you at, at the time?
Well, so last year obviously was a bigpivot point for me with the switching to
the factory and I was sort of startingto lose the shine on the business.
It was controlling me and not theother way around, and I was feeling
(11:19):
like I really didn't understandmy stock management and when I
should be ordering and how much?
And had and less control overcashflow, and I just realized you
can't be an expert in everything.
However, I do know a verygood expert, Catherine.
And I'd toyed with the ideafor a long time because every
(11:40):
time you'd run a cohort.
I'd inquired probably a few times.
Mm.
It was something I knew I wanted,but it was just the worry about
investing because money hadbecome really tight for me again.
Mm-hmm.
But this time I said, we're doing it.
We're going all in.
Catherine's the onewith all the knowledge.
And I just knew because I've alreadybeen a member of the Resilient Retail
Club for, well, the whole of my business.
(12:03):
I knew that you would be able tohelp and it was kind of a case of if
Catherine can't help me get back ontrack and find the love for it, then
maybe this is where draw the line.
Anyway, I'm pleased to say Idefinitely did find the love for it.
Again, massively help.
So yeah, so understanding thatI wasn't an expert, and just
coming to you for that help.
But I just really needed to get anunderstanding of pull together some
(12:25):
spreadsheets and have things that I couldlean on every month to get a clear picture
of how the business was performing.
Yeah, well absolutely.
And I think that there's sucha, you know, I always love the
phrase, new level, new devil.
And I think that there is,when you go from manufacturing.
Well, effectively, you were, man, I meanabsolutely a hundred percent you were
manufacturing, you made 64,000 bibs.
(12:46):
But there's that flexibility, right?
When you are the one making.
Obviously yes, you had toplace your orders on fabric.
So it wasn't exactlyprint on demand, right.
You had to pre-order your fabric.
But other than that, and alsofabric's a much smaller cost
component compared to everything else.
So, you go from that situation therewhere you are you are kind of making
to need, and then you take thatstep up to working with the factory.
(13:09):
And also you've got a greatrelationship with your factory and
they've been good partners, right?
They've been really helpful with it beingmy first time working with a factory.
You know, I could say, I reallydon't know how we should do
this, or what's your advice?
And they took the time to reallyunderstand my brand values and have
come back every time with suggestionsthat feel really fit my brand.
(13:33):
Which has been great and obviouslywhy we've ended up achieving
such a great quality productthat I do feel fits seamlessly
alongside what I was already doing.
Yeah, yeah.
And I also love that you discover,you're doing this at home, and then
you discover actually what you'vebeen doing is pretty sophisticated.
Yeah, I know that 's the thing.
I'd obviously created areally refined system and not
(13:56):
really given it much thought.
And realistically, I, I had only a twoweek turnaround between ordering fabric.
So if we were out stock of something,I could get it quite quickly.
Yes, I had to order a certainamount, but that was usually fine.
And again, if we'd bring out a printthat just for whatever reason you think
was gonna be a great seller and wasn't.
Mm.
It's fine.
I wouldn't order large quantities.
We can move on and I canmove on to the next thing.
(14:17):
Whereas moving to a factory,it's a case of, you're
committing to larger quantities.
You are also committing ahead ofseason to where I am right now.
And that was a massive learningcurve for me because I'd never
had to think that far ahead.
Mm. Mm-hmm.
It's a real risk to go with a newfabric, a new pattern, and then
think, is anyone gonna like this?
(14:38):
Is it gonna be an investment?
I've quickly learned over thislast year where to be more cautious
because you do find you made mistakes.
But that's fine.
It's all a learning curve.
Yes, for sure.
But it's also that shift and it'sthat kind of pivot point, isn't it?
You know, you get to a certain pointin your business and the way you get
there is because you're willing toroll up your sleeves and make the bibs.
(14:59):
Very determined, very driven,very organized, and so that
gets you to a certain point.
Then you kind of just get to thepoint where you can't make any
more bibs and so you outsource.
It's like that shifting point between,okay, this is what got me here.
And then it's like, okay, but if I'mgonna go past that, you almost have to let
you say develop those new set of skills.
(15:20):
And I think that's what's so greatabout the Mastermind is that you
can work through that so that youkind of almost like transition.
It's like a transition point andthere may be multiple transition
points in the business's growth.
But I think yeah, it's understandingthat and working through it.
And definitely going to work witha factory is a real pivot point
because, like you say, it's awhole different kettle of fish.
(15:41):
Absolutely.
And in hindsight, I wish timing wise,I'd started the mastermind with you
just before I'd placed the order becauseI'd just placed it when I joined.
And almost immediately, Iremember our first conversation,
like an alarm bell going off.
I've ordered the wrong things therebecause remember, I thought it was
(16:02):
a really clever idea to order allthe patterned bibs and then continue
to make the plain fabric bibs.
'Cause I could source thoseeasily from within England.
And then that quickly causeda lot of problems, didn't it?
Fulfilling all my bundleswith an empty bib.
Yeah.
so
bib
Yeah, y
(16:24):
ou just have to lookat things differently.
And I think it's really, I mean, Ifind it fascinating because you know,
so many people when you talk to them andthey're first starting out, everybody
believes what they need is more sales,which obviously we all need more sales.
Like no one's denying that.
But it gets to the point whereactually people have this belief that
all you need to do is get more salesand then everything will be fine.
(16:45):
But then as you get bigger, it'slike the numbers get bigger, right?
The sort of invoices youhave to pay get bigger.
It can bring that sort oflevel of uncertainty that you
may not even have had before.
You may have felt very set and thenall of a sudden get to that point where
you're like, oh, hang on This a minute.
Come to that realization recently.
So prior to having a factory, I was quiteproud of the fact that everything that
(17:09):
we invested in the business came fromwhat the business had generated revenue.
Mm.
And then last year, I had to take outa loan to be able to order from the
factory just 'cause of the MOQ size.
But I created a plan beforeI came to you that was wrong.
I'm now realizing, which was thatwe'll invest this amount into stock.
(17:29):
And then by next year we'll havesold all of that stock and I'll have.
The money back to then invest again.
But what you forget is along the wayin order to sell the stock, exactly as
you said, I've paid out for much morebaby shows than I'd ever done before.
You know, I was now on Amazon as well,which I suppose is another big milestone.
Mm.
You know, they take theircommissions and before you know
(17:51):
it, those extra profits have gone.
And there's me thinking I'mpaying that loan back this year.
But actually it's just gone straightback into the next round stock.
And so I've come to the fast realizationthat are always going to have to have a
certain amount of money tied up in stock.
And one of the things that we didin the mastermind was work out
what my stock threshold should be.
(18:13):
Mm-hmm.
I use that spreadsheet religiouslynow every month to make sure that
I'm meeting those thresholds.
We're not gonna fall below, you know, whenwe forecast in events that are coming.
So that's been a hard thing to learn isthat money isn't necessarily coming back.
But it's an investment that keep growing,but as we grow, there are more costs.
(18:35):
Yeah.
Yeah, it's just you have to watchit really carefully, like make
sure you don't fall below andmake sure you are not stockpiling.
Also, because that's the otherthing as well, is that it can
get to a real sticky situationsometimes when you are manufacturing.
It is sometimes necessary to take thatcapital to get the manufacturing done,
but it's just making sure that it'snot like one of those snowball things
(18:56):
where then your loan repayments startto become really, really heavy as well.
So it's always that balancing act.
All part of the learningcurve, as you said.
Definitely.
And one of your piece of pieces ofadvice was to see every stock item
on your shelf as a, you know, a note.
A cash note and its value.
And I'll look at it every month.
(19:17):
And I'll think, right.
Well, you are not turning fastenough and how much cash that is.
Mm.
Whereas previously I might havefelt forced to do a sale because
everyone was doing Black Fridayor everyone's doing a summer sale.
Now I will only join in, a sale if stockisn't turning as fast as it should.
Mm
And it would benefit me.
(19:37):
You know, or even if I knowsomething in a three pack of
bibs, like this is a three pack.
Mm.
I know it's selling as a single.
I've got the freedom to takethat apart and sell them as
singles if that's shifting.
So it's just great having an understandingof how we're actually performing every
month, and I just wouldn't have hadthat if I didn't come on the mastermind.
Fantastic.
(19:58):
And how have you found thatthat's helped you as the founder.
Like for your kind of peace of mindas it were and you said the way
that you feel about the business.
So when you're, when you're inthe Mastermind, you also get the
coaching calls with Annabel as well.
Mm. Yes.
And to begin with, I found thatreally uncomfortable because I had
this very negative view of myself.
(20:18):
I was quite self-critical, didn'tfeel, you know, I never celebrated
the achievements of the business.
Mm.
But having worked through the coursewith you and then the coaching sessions
with Annabel, now I have a lot ofpride for the business and a lot of
respect for what I've achieved so far.
And I've gained so much more clarityabout why I do what I do and where I
(20:42):
want the business to go, and reallyunderstanding now what the strengths
of the business are and how to leaninto those more for investing in
stock and the new patterns we design.
But also, we know that baby showswork for us and that's also a great
way for us to acquire new customers.
But it's also something that reallyvalidates me because by coming out
of these four walls and seeings.
(21:06):
Yes.
So I have like a massive clarityof my strengths and appreciation
of my achievements now.
And obviously, like I said, I've setup all these systems which give me
so much more in growing the business.
Because, so I'm doing some new productdevelopment at the moment and I
can logically look at that and say,well, I know what we need to reorder.
(21:29):
I know what's working, sothat's that budget spent.
So that leaves me with thefollowing budget and I can invest
more confidently now as well.
And just being able to enjoyit every day again, because
that's how it always was before.
And I think every business goesthrough a sticky patch where probably
you've had a period of fast growth.
(21:49):
Hmm.
Especially when you're a solo businessowner, it feels very overwhelming and not
many other people understand it aroundyour close circle of friends and family.
Yes.
being in the Mastermind, obviously you'reamongst other people in the cohort who.
I'm probably going through exactly thesame things I know lots of us were,
and it doesn't take the problem away,but it makes it easier to manage.
(22:11):
Yes.
I think you just rationalize it a littlebetter and people come up with other
suggestions and there were so many thingsyou would say that were so obvious.
But to me, sat in the middle of it all.
It was just too overwhelming.
I couldn't see the way out, so you helpedme make that path, which was brilliant.
Amazing.
Well, that's music to my ears.
No, absolutely.
(22:31):
And I think there's a real humanfundamental need to talk to
other people who understand us.
I think it's like we justreally crave that, I think.
And I think to be able to findpeople who are also established
product business owners.
As everybody is and be able to justlike you say to someone just you be
able to talk about something in specificthat is, even if it's a frustration
or a win and other people actuallygenuinely understand it and can give
(22:54):
you insight, I think that that can feelso such, such a relief almost when.
Well, thank you so much for sharing that.
And it kind of brings me onto my nextquestion, which is, you, you know,
you said you got clear on the visionand what, where you want to take it.
So what is next for Bibbilyboo?
Well, obviously having won somany awards for the bibs, we
know they're doing really well.
(23:15):
And I'm gonna take your advice and stoptrying to apply for all of them now.
Because I think, however, we really,really wanna expand our size options
all the way through to adults.
Because more and more we'rehearing of plenty of people with
additional needs and disabilities.
Mm-hmm.
We desperately want your bibs.
But I only do up to age 10 currently,and we've grown out of those.
(23:35):
And every baby show that I go to, there'salways someone that comes who has a
family member that needs one of our bibs.
So I'm really pleased that we nowhave had the samples back for all
of the sizes from the factory.
Oh.
I'm hoping by the end of theyear to be able to launch those.
And it will be many collections foreach because there'll be several sizes.
So to begin with, we'll launch with that.
(23:58):
and that is exciting to beable to, again, help people who
really need a problem solving.
And I know it's going to workbecause we've seen it work
already in the smaller sizes.
So that's definitelynumber one on my list.
But then also, I'm planning a few newproducts that we'd like to launch because
I'm realizing that the baby care industry,there are a couple of complimentary
(24:20):
products that we can see working reallywell alongside what we already offer.
And we launched our feeding bibs, theseones here with the little pockets.
And that was coveralls that was launcheda few months ago on the back of all of
our customer feedback at the baby shows.
Because parents didn't understandnecessarily that our dribble bibs designed
to wear all day aren't ones that youwould wear for feeding, because then
(24:40):
you'd need to change them straight away.
And that made us realize if weoffer the feeding bibs, were
helping them in both aspects.
But there's a couple of complimentaryproducts that we want to bring
out to go alongside those.
So, without sharing any detailsjust yet, they are in development.
I've had samples back andhoping to steadily launch those.
I don't want to go too fast oneverything, so that's another thing
(25:03):
I've definitely learned is to notput the foot on the gas too quickly.
Amazing.
Well, thank you so muchfor sharing all of that.
And do you want to finish off bytelling everyone where they can
find out more about bibblyboo?
Absolutely.
So you can find us over on ourwebsite at bibblyboo.co.uk.
We are Instagram at BibbilybooBibs and on Facebook.
(25:27):
and say hi.
I always love to chat to everybody,so if you're already a bibblyboo
user, definitely send me somepictures to share as well.
I love that.
And do you list where you're going to be,which shows you're going to be at as well?
Do you list that?
On our website we've got anevents tab and you can see all the
shows that we're booked in for.
So all the baby shows have just finishedfor the spring season now, but they'll
(25:47):
quickly resume again in September.
That'll be here before we know it, andthen they're all back to back again.
And we do visit allthe way across country.
We've just been to Scotland.
We've been down south.
We'll be in Manchester, so all over.
They'll definitely be somewhere near you.
Thank you so much for tuning in.
I hope you've enjoyed today's episode.
Why not head over to Instagramat Resilient Retail Club?
Say hi.
Let me know where you're tuning in from.
(26:08):
I absolutely love to see it whenyou share photos and if you have
a moment to rate and review.
The podcast in Spotify is superhelpful in terms of getting it out
there in front of other people.
I should say, you can rateit inside the Spotify app.
You can write a review andrate it inside Apple Podcasts.
And of course, if you like, followor subscribe, you'll be the first
to know about each new episode whenit comes out on a Thursday morning.
(26:31):
See you next week.
What do you do when thebusiness is growing?
(00:01):
You are hitting great milestones,but you start to feel like the shine
is fading, and perhaps you're notenjoying it as much as you once did.
That is the case with Katie Glickman,the founder of Bibbilyboo Bibs, who
is joining us today on the podcast.
Rejoining us, I should say.
Katie was originally on the podcastmany years ago talking about how she
successfully has used awards to growher business, and today she joins
(00:24):
us to tell us more about her Amazingstory with Bibbilyboo Bibs, where
it's been going over the last coupleof years, and what her experience has
been like being part of my mastermind,also known as Retail by Design.
Welcome to the Resilient Retail GamePlan, a podcast for anyone wanting to
(00:45):
start, grow or scale a profitable creativeproduct business with me, Catherine Erdly.
The Resilient Retail Game Plan isa podcast dedicated to one thing,
breaking down the concepts and toolsthat I've gathered from 20 years in
the retail industry and showing youhow you can use them in your business.
This is the real nuts and bolts ofrunning a successful product business,
(01:08):
broken down in an easy, accessible way.
This is not a podcast about learninghow to make your business look good.
It's the tools and techniques that willmake you and your business feel good.
Confidently plan, launch, and manageyour products, and feel in control of
your sales numbers and cash flow to helpyou build a resilient retail business.
(01:35):
Katie, welcome back to the podcast.
As we've just discussed, this is yoursecond time being on the podcast, but
the first time was many years ago.
So do you want to reintroduceyourself to everybody?
Absolutely.
It's so good to be back, Catherine.
You know I always love talking to you.
I'm Katie Glickman.
I'm the founder of Bibbilyboo.
We specialize in waterproofdribble bibs for babies mostly.
(01:58):
But we do also expand our rangeto older ages for disability.
And more recently we've addedfeeding bibs to our range.
And there is nothing like our dribblebibs on the market, and that's why
we've had such great success with them.
Yeah, and fantastic.
And how many years haveyou been going now?
Six years now.
Yeah, which has absolutely flown.
Wow.
(02:18):
And gone from strength to strength.
So do you wanna tell us a littlebit about how you got started?
I think, as I'm hearing from mostbusinesses, it was an idea that came
about because I was a parent witha problem and my second child to
be born was also a super dribble.
And having gone through it thefirst time, I decided we didn't
wanna go through it again.
So when I say super dribble, wewere changing bibs 20 times a day.
(02:40):
I had 60 different brands of bib that wehad on rotation, and nothing was lasting.
Wet clothes constantly, dribblerashes all the time, and a
lot of frustration on my part.
So, with absolutely zero experiencein sewing, or fabrics even.
I put my research head on andcame up with a solution for a
bib that I believe would work.
(03:01):
Bought a sewing machine.
Well, actually my mum gifted me a sewingmachine, made the ugliest bib you've ever
seen because I didn't know how to sew.
But the composition of the layers worked.
So the waterproof backing and theabsorbent core and the shape that
we created was completely unique.
And we saw the dribble rasheradicated in three days.
Never had to change the bib all day,which meant I could put her in that
(03:22):
beautiful outfit that we were buyingand it would last the whole day.
That changed my life, but it neverwas my intention to set up a business.
Hmm.
But like all good ideas, peoplehear about them and ask for them.
And that snowballed for friends.
And before I knew it, I was in ashop one day and my mom overheard
another lady saying that, she wasstruggling with the same problem.
(03:43):
And she shouted, "My daughter makesbibs!" I was mortified because
I was like, I don't make bibs.
They're really not thatattractive at this point.
So that spurred me on becausethe lady was absolutely begging
me for me to make some for her.
So I went home.
Did a lot of sewing.
Perfected the shape.
And over the years we did continue totweak it and now we have a perfect design.
(04:07):
And we said, "Well, if we're gonna start abusiness, let's set it up on my daughter's
first birthday as a tribute to her."
Mm. We had our first sale
within 27 minutes of launching thewebsite from a complete stranger,
which was brilliant 'cause we'd beendoing lots of buildup on Instagram
to share the story and the process.
It just kind of snowballed, really.
18 months later, I gave up my careerin the NHS because we were so busy.
(04:28):
I had to make a choice, which one.
Then not long after that, we had covidand most people found with an online
shop, sales rocketed, thankfully.
We didn't see a dip afterCovid, which was great.
And business continued to grow and that'skind of led us to where we are now.
Yeah, which is fantastic.
I mean, it's such a great story andit's almost like the quintessential
(04:49):
small business story, isn't it?
Like the creating something becauseyou had a need yourself and then making
something that's really made a hugedifference to people's lives and that's
what gets people coming back and alsohas helped you win a lot of awards.
'Cause actually we were just sayingthat the first time you came on, you
were talking about winning awards.
Or entering awards and how thatwas a big part of your strategy.
So that has continued to be a strategyover the last few years, right.
(05:11):
It absolutely has.
And we've just won another coupleawards recently, so that's taken us
to 30 awards in the last six years,which is absolutely incredible.
Because one of my first goals whenI started the business was like aim
high with something that you maybethink is a bit, probably unrealistic.
For somebody who's just learn to sew.
But I wanted to win a GoldMother and baby award.
(05:31):
We won that in, I think, 2022.
Wow.
So that was quite quickly tickedoff having launched in 2019, that
that was a big achievement, yeah.
And here we are with 30.
And you've won Theo And you'vebeen Paphitis' small business.
Yes.
The Award with TheoPaphitis from Dragons Den.
(05:53):
And I won that at two weeksbefore his annual conference.
So I got to go meet him justliterally a couple weeks after.
And that was just a realprivilege to be in the room with
all these other entrepreneurs.
Really inspiring as well to justhear how many people on stage had
come from where I was startingand now sitting where they were.
It's nice to see that smallideas can turn into big dreams.
(06:16):
Yes, I love that.
Oh also I should say over the years,I'm always amazed at this number.
So, tell me how many bibs you've sewn.
64,000. Which obviously, Inow am in the position that we
have a factory supporting us.
Because that was fast becoming veryoverwhelming to, obviously, run
(06:39):
all the elements of the businesson top of the manufacturing.
Which in the beginning obviouslythere were hardly any orders
and it was very manageable.
And I would batch make, andit would last me a while.
But even with batch making, 'cause it wasonly last year that we got the factory.
So at the beginning of last year,I was still making, and it was
endless evenings, weekends, duringthe days, just great to be busy.
(07:01):
But I was ready for thefactory after 64,000.
It just doesn't compute.
I know that.
That number just completely boggles mymind and it's one of those things if you'd
known when you made your very first one.
I'd have said
no.
You are like, no, thank you.
(07:21):
Yeah, absolutely not.
Like I just can't comprehend the process.
Like the amount of time, on average, ittakes me about two minutes to make a bib.
Once I'd got the skills in place.
that's a lot of time spent making bibs ontop of all of the other day-to-day jobs.
And I still do make some now in the biggersizes 'cause we haven't yet taken that
to our manufacturer to scale those sizes.
(07:41):
So there is a little bit ofmaking that still goes on, but I'm
glad it's not in that quantity.
So we talked about a couple of thekind of big moments winning the awards
and winning the Small Business Sunday.
But what are some of the other sort ofbiggest achievements or pinch me moments
that you've had since you've started?
(08:02):
I mentioned then about the factory and forme, aside from the mother and baby award,
which was kind of like the first big win,the factory was a moment where I'd spent
absolutely years trying to find someonewho could replicate the quality and the
same standard of bib that I was making.
And I'd had real failures.
When we finally found one and wehad all the samples back, and we
(08:23):
tweaked them and the order went in.
I literally cried because it wasjust such an amazing moment to think
firstly, that we have enough of acustomer interest to warrant the
MOQ that was needed for that order.
But also to know that all this extrawork I was doing with sewing was going
to come to an end, and I could startto actually focus on the things that I
(08:45):
was really more suited to do and morepassionate about behind the scenes.
And it made such adifference to our business.
Because having the factory then led onto being able to attend all of the baby
shows in the country, which we were onlydoing one or two a year before that.
Mm.
I could also start wholesaling,which was a real dream of mine,
which we have now achieved.
So that was the other big pinchme moment, really, was when
(09:07):
we got our first stockist.
We're now stocked in 14 shops, which weonly started sort of autumn last year.
And I will admit it's something that'skind of fallen on the back of the
to-do list at the moment to pursue.
But being able to go to the tradeshows last year and also now
being stocked in the UK's biggestbaby store, which is incredible.
(09:28):
Mm.
That's such a massive pinch me momentto know we are in that huge shop.
And we've had greatfeedback from them as well.
Yeah.
Yeah, absolutely fantastic.
I'm as well, you were able to domore of the consumer baby shows.
And you said before that you have peoplewho come up to you who tell you how
the bib has changed their lives, right.
(09:48):
Yeah.
Regularly every show now we getpeople come up and say it's been
a game changer or a lifesaver.
Those are the two phrasesI hear over and over again.
And I think if you haven't hada dribble baby, that probably
sounds a bit overly dramatic.
But if you have, and you can relate tothe stress of constantly having to change
full outfits and everything, or therashes and never resolving those problems.
(10:11):
A simple solution like this just meansthat you can get on with your day
and you're not having to constantlyremember that extra job of checking
under the bib and keeping baby dry.
It's just so nice to knowthat we're helping parents.
And the fact that they comeback to see us like this.
We've just done a show and thishappens at every show, but people
say, we came specifically for you.
Oh.
I had a customer drive fourhours to come just for me.
(10:33):
I think that's incrediblethat they're such super fans.
Or as soon as they find outthey're having another baby, I
had to come and buy Bibbilyboo.
I knew it we needed.
Aww.
It's brilliant.
Yeah.
That must be so, so gratifying, for sure.
And to think that you'vetaken that idea all this far.
So I wanted to ask you a little bit moreabout the Mastermind or Retail By Design.
(10:56):
So you joined last year and I'd love foryou to just share a little bit about what
was kind of behind your decision to join.
Where were you at, at the time?
Well, so last year obviously was a bigpivot point for me with the switching to
the factory and I was sort of startingto lose the shine on the business.
It was controlling me and not theother way around, and I was feeling
(11:19):
like I really didn't understandmy stock management and when I
should be ordering and how much?
And had and less control overcashflow, and I just realized you
can't be an expert in everything.
However, I do know a verygood expert, Catherine.
And I'd toyed with the ideafor a long time because every
(11:40):
time you'd run a cohort.
I'd inquired probably a few times.
Mm.
It was something I knew I wanted,but it was just the worry about
investing because money hadbecome really tight for me again.
Mm-hmm.
But this time I said, we're doing it.
We're going all in.
Catherine's the onewith all the knowledge.
And I just knew because I've alreadybeen a member of the Resilient Retail
Club for, well, the whole of my business.
(12:03):
I knew that you would be able tohelp and it was kind of a case of if
Catherine can't help me get back ontrack and find the love for it, then
maybe this is where draw the line.
Anyway, I'm pleased to say Idefinitely did find the love for it.
Again, massively help.
So yeah, so understanding thatI wasn't an expert, and just
coming to you for that help.
But I just really needed to get anunderstanding of pull together some
(12:25):
spreadsheets and have things that I couldlean on every month to get a clear picture
of how the business was performing.
Yeah, well absolutely.
And I think that there's sucha, you know, I always love the
phrase, new level, new devil.
And I think that there is,when you go from manufacturing.
Well, effectively, you were, man, I meanabsolutely a hundred percent you were
manufacturing, you made 64,000 bibs.
(12:46):
But there's that flexibility, right?
When you are the one making.
Obviously yes, you had toplace your orders on fabric.
So it wasn't exactlyprint on demand, right.
You had to pre-order your fabric.
But other than that, and alsofabric's a much smaller cost
component compared to everything else.
So, you go from that situation therewhere you are you are kind of making
to need, and then you take thatstep up to working with the factory.
(13:09):
And also you've got a greatrelationship with your factory and
they've been good partners, right?
They've been really helpful with it beingmy first time working with a factory.
You know, I could say, I reallydon't know how we should do
this, or what's your advice?
And they took the time to reallyunderstand my brand values and have
come back every time with suggestionsthat feel really fit my brand.
(13:33):
Which has been great and obviouslywhy we've ended up achieving
such a great quality productthat I do feel fits seamlessly
alongside what I was already doing.
Yeah, yeah.
And I also love that you discover,you're doing this at home, and then
you discover actually what you'vebeen doing is pretty sophisticated.
Yeah, I know that 's the thing.
I'd obviously created areally refined system and not
(13:56):
really given it much thought.
And realistically, I, I had only a twoweek turnaround between ordering fabric.
So if we were out stock of something,I could get it quite quickly.
Yes, I had to order a certainamount, but that was usually fine.
And again, if we'd bring out a printthat just for whatever reason you think
was gonna be a great seller and wasn't.
Mm.
It's fine.
I wouldn't order large quantities.
We can move on and I canmove on to the next thing.
(14:17):
Whereas moving to a factory,it's a case of, you're
committing to larger quantities.
You are also committing ahead ofseason to where I am right now.
And that was a massive learningcurve for me because I'd never
had to think that far ahead.
Mm. Mm-hmm.
It's a real risk to go with a newfabric, a new pattern, and then
think, is anyone gonna like this?
(14:38):
Is it gonna be an investment?
I've quickly learned over thislast year where to be more cautious
because you do find you made mistakes.
But that's fine.
It's all a learning curve.
Yes, for sure.
But it's also that shift and it'sthat kind of pivot point, isn't it?
You know, you get to a certain pointin your business and the way you get
there is because you're willing toroll up your sleeves and make the bibs.
(14:59):
Very determined, very driven,very organized, and so that
gets you to a certain point.
Then you kind of just get to thepoint where you can't make any
more bibs and so you outsource.
It's like that shifting point between,okay, this is what got me here.
And then it's like, okay, but if I'mgonna go past that, you almost have to let
you say develop those new set of skills.
(15:20):
And I think that's what's so greatabout the Mastermind is that you
can work through that so that youkind of almost like transition.
It's like a transition point andthere may be multiple transition
points in the business's growth.
But I think yeah, it's understandingthat and working through it.
And definitely going to work witha factory is a real pivot point
because, like you say, it's awhole different kettle of fish.
(15:41):
Absolutely.
And in hindsight, I wish timing wise,I'd started the mastermind with you
just before I'd placed the order becauseI'd just placed it when I joined.
And almost immediately, Iremember our first conversation,
like an alarm bell going off.
I've ordered the wrong things therebecause remember, I thought it was
(16:02):
a really clever idea to order allthe patterned bibs and then continue
to make the plain fabric bibs.
'Cause I could source thoseeasily from within England.
And then that quickly causeda lot of problems, didn't it?
Fulfilling all my bundleswith an empty bib.
Yeah.
so
bib
Yeah, y
(16:24):
ou just have to lookat things differently.
And I think it's really, I mean, Ifind it fascinating because you know,
so many people when you talk to them andthey're first starting out, everybody
believes what they need is more sales,which obviously we all need more sales.
Like no one's denying that.
But it gets to the point whereactually people have this belief that
all you need to do is get more salesand then everything will be fine.
(16:45):
But then as you get bigger, it'slike the numbers get bigger, right?
The sort of invoices youhave to pay get bigger.
It can bring that sort oflevel of uncertainty that you
may not even have had before.
You may have felt very set and thenall of a sudden get to that point where
you're like, oh, hang on This a minute.
Come to that realization recently.
So prior to having a factory, I was quiteproud of the fact that everything that
(17:09):
we invested in the business came fromwhat the business had generated revenue.
Mm.
And then last year, I had to take outa loan to be able to order from the
factory just 'cause of the MOQ size.
But I created a plan beforeI came to you that was wrong.
I'm now realizing, which was thatwe'll invest this amount into stock.
(17:29):
And then by next year we'll havesold all of that stock and I'll have.
The money back to then invest again.
But what you forget is along the wayin order to sell the stock, exactly as
you said, I've paid out for much morebaby shows than I'd ever done before.
You know, I was now on Amazon as well,which I suppose is another big milestone.
Mm.
You know, they take theircommissions and before you know
(17:51):
it, those extra profits have gone.
And there's me thinking I'mpaying that loan back this year.
But actually it's just gone straightback into the next round stock.
And so I've come to the fast realizationthat are always going to have to have a
certain amount of money tied up in stock.
And one of the things that we didin the mastermind was work out
what my stock threshold should be.
(18:13):
Mm-hmm.
I use that spreadsheet religiouslynow every month to make sure that
I'm meeting those thresholds.
We're not gonna fall below, you know, whenwe forecast in events that are coming.
So that's been a hard thing to learn isthat money isn't necessarily coming back.
But it's an investment that keep growing,but as we grow, there are more costs.
(18:35):
Yeah.
Yeah, it's just you have to watchit really carefully, like make
sure you don't fall below andmake sure you are not stockpiling.
Also, because that's the otherthing as well, is that it can
get to a real sticky situationsometimes when you are manufacturing.
It is sometimes necessary to take thatcapital to get the manufacturing done,
but it's just making sure that it'snot like one of those snowball things
(18:56):
where then your loan repayments startto become really, really heavy as well.
So it's always that balancing act.
All part of the learningcurve, as you said.
Definitely.
And one of your piece of pieces ofadvice was to see every stock item
on your shelf as a, you know, a note.
A cash note and its value.
And I'll look at it every month.
(19:17):
And I'll think, right.
Well, you are not turning fastenough and how much cash that is.
Mm.
Whereas previously I might havefelt forced to do a sale because
everyone was doing Black Fridayor everyone's doing a summer sale.
Now I will only join in, a sale if stockisn't turning as fast as it should.
Mm
And it would benefit me.
(19:37):
You know, or even if I knowsomething in a three pack of
bibs, like this is a three pack.
Mm.
I know it's selling as a single.
I've got the freedom to takethat apart and sell them as
singles if that's shifting.
So it's just great having an understandingof how we're actually performing every
month, and I just wouldn't have hadthat if I didn't come on the mastermind.
Fantastic.
(19:58):
And how have you found thatthat's helped you as the founder.
Like for your kind of peace of mindas it were and you said the way
that you feel about the business.
So when you're, when you're inthe Mastermind, you also get the
coaching calls with Annabel as well.
Mm. Yes.
And to begin with, I found thatreally uncomfortable because I had
this very negative view of myself.
(20:18):
I was quite self-critical, didn'tfeel, you know, I never celebrated
the achievements of the business.
Mm.
But having worked through the coursewith you and then the coaching sessions
with Annabel, now I have a lot ofpride for the business and a lot of
respect for what I've achieved so far.
And I've gained so much more clarityabout why I do what I do and where I
(20:42):
want the business to go, and reallyunderstanding now what the strengths
of the business are and how to leaninto those more for investing in
stock and the new patterns we design.
But also, we know that baby showswork for us and that's also a great
way for us to acquire new customers.
But it's also something that reallyvalidates me because by coming out
of these four walls and seeings.
(21:06):
Yes.
So I have like a massive clarityof my strengths and appreciation
of my achievements now.
And obviously, like I said, I've setup all these systems which give me
so much more in growing the business.
Because, so I'm doing some new productdevelopment at the moment and I
can logically look at that and say,well, I know what we need to reorder.
(21:29):
I know what's working, sothat's that budget spent.
So that leaves me with thefollowing budget and I can invest
more confidently now as well.
And just being able to enjoyit every day again, because
that's how it always was before.
And I think every business goesthrough a sticky patch where probably
you've had a period of fast growth.
(21:49):
Hmm.
Especially when you're a solo businessowner, it feels very overwhelming and not
many other people understand it aroundyour close circle of friends and family.
Yes.
being in the Mastermind, obviously you'reamongst other people in the cohort who.
I'm probably going through exactly thesame things I know lots of us were,
and it doesn't take the problem away,but it makes it easier to manage.
(22:11):
Yes.
I think you just rationalize it a littlebetter and people come up with other
suggestions and there were so many thingsyou would say that were so obvious.
But to me, sat in the middle of it all.
It was just too overwhelming.
I couldn't see the way out, so you helpedme make that path, which was brilliant.
Amazing.
Well, that's music to my ears.
No, absolutely.
(22:31):
And I think there's a real humanfundamental need to talk to
other people who understand us.
I think it's like we justreally crave that, I think.
And I think to be able to findpeople who are also established
product business owners.
As everybody is and be able to justlike you say to someone just you be
able to talk about something in specificthat is, even if it's a frustration
or a win and other people actuallygenuinely understand it and can give
(22:54):
you insight, I think that that can feelso such, such a relief almost when.
Well, thank you so much for sharing that.
And it kind of brings me onto my nextquestion, which is, you, you know,
you said you got clear on the visionand what, where you want to take it.
So what is next for Bibbilyboo?
Well, obviously having won somany awards for the bibs, we
know they're doing really well.
(23:15):
And I'm gonna take your advice and stoptrying to apply for all of them now.
Because I think, however, we really,really wanna expand our size options
all the way through to adults.
Because more and more we'rehearing of plenty of people with
additional needs and disabilities.
Mm-hmm.
We desperately want your bibs.
But I only do up to age 10 currently,and we've grown out of those.
(23:35):
And every baby show that I go to, there'salways someone that comes who has a
family member that needs one of our bibs.
So I'm really pleased that we nowhave had the samples back for all
of the sizes from the factory.
Oh.
I'm hoping by the end of theyear to be able to launch those.
And it will be many collections foreach because there'll be several sizes.
So to begin with, we'll launch with that.
(23:58):
and that is exciting to beable to, again, help people who
really need a problem solving.
And I know it's going to workbecause we've seen it work
already in the smaller sizes.
So that's definitelynumber one on my list.
But then also, I'm planning a few newproducts that we'd like to launch because
I'm realizing that the baby care industry,there are a couple of complimentary
(24:20):
products that we can see working reallywell alongside what we already offer.
And we launched our feeding bibs, theseones here with the little pockets.
And that was coveralls that was launcheda few months ago on the back of all of
our customer feedback at the baby shows.
Because parents didn't understandnecessarily that our dribble bibs designed
to wear all day aren't ones that youwould wear for feeding, because then
(24:40):
you'd need to change them straight away.
And that made us realize if weoffer the feeding bibs, were
helping them in both aspects.
But there's a couple of complimentaryproducts that we want to bring
out to go alongside those.
So, without sharing any detailsjust yet, they are in development.
I've had samples back andhoping to steadily launch those.
I don't want to go too fast oneverything, so that's another thing
(25:03):
I've definitely learned is to notput the foot on the gas too quickly.
Amazing.
Well, thank you so muchfor sharing all of that.
And do you want to finish off bytelling everyone where they can
find out more about bibblyboo?
Absolutely.
So you can find us over on ourwebsite at bibblyboo.co.uk.
We are Instagram at BibbilybooBibs and on Facebook.
(25:27):
and say hi.
I always love to chat to everybody,so if you're already a bibblyboo
user, definitely send me somepictures to share as well.
I love that.
And do you list where you're going to be,which shows you're going to be at as well?
Do you list that?
On our website we've got anevents tab and you can see all the
shows that we're booked in for.
So all the baby shows have just finishedfor the spring season now, but they'll
(25:47):
quickly resume again in September.
That'll be here before we know it, andthen they're all back to back again.
And we do visit allthe way across country.
We've just been to Scotland.
We've been down south.
We'll be in Manchester, so all over.
They'll definitely be somewhere near you.
Thank you so much for tuning in.
I hope you've enjoyed today's episode.
Why not head over to Instagramat Resilient Retail Club?
Say hi.
Let me know where you're tuning in from.
(26:08):
I absolutely love to see it whenyou share photos and if you have
a moment to rate and review.
The podcast in Spotify is superhelpful in terms of getting it out
there in front of other people.
I should say, you can rateit inside the Spotify app.
You can write a review andrate it inside Apple Podcasts.
And of course, if you like, followor subscribe, you'll be the first
to know about each new episode whenit comes out on a Thursday morning.
(26:31):
See you next week.
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