May 7, 2025 • 23 mins
Today, I’m joined by luxury knitwear designer Genevieve Sweeney, who’s been part of both our Retail By Design mastermind and the Stock Doctors programme.
In this conversation, she shares how those programmes helped her move a long-held idea into action, which was bringing part of her production in-house after nearly a decade in business. It’s a shift that’s given her more control over stock, space to test new products, and the ability to respond to demand more quickly.
We also talk about planning around seasonal sales, building customer loyalty, and managing creative work alongside the day-to-day demands of running a business.
[02:55] What kept Genevieve rooted in British manufacturing
[05:56] Why in-house production changed how Genevieve plans and sells
[07:39] The hardest parts of running her business over the last decade
[09:13] What happens when your customer base grows with you
[15:07] Why Genevieve joined the mastermind after Goldman Sachs
[17:16] What she learned from Retail By Design and Stock Doctors
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
How does it feel to finally realizea goal that you've been working on
(00:03):
for eight years in your business?
Hi, I am Catherine Erdly, founder of theResilient Retail Club, small business
retail expert, and also your host.
On today's podcast, I'm talking toGenevieve of Genevieve Sweeney Knitwear.
I've worked with Genevieve for many years.
She has taken part in both RetailBy Design and also Stock Doctor
programmes and I can't wait to diveinto her story, find out more about her
(00:28):
amazing luxury British made knitwearand the big goal that she has finally
made happen after many, many years.
Welcome to the Resilient RetailGame Plan, a podcast for anyone
wanting to start, grow or scalea profitable creative product
(00:49):
business with me, Catherine Erdley.
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,
broken down in an easy, accessible way.
(01:11):
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):
Genevieve, thank you so much forjoining me today on the podcast.
Do you want to start off byintroducing yourself and your business?
Hi, Catherine.
Yes, I'm Genevieve and I'm the founderof a luxury British knitwear label.
We design and manufacture luxury knitwearacross the UK, supporting small family
run meals and celebrating British craft.
(01:57):
Fantastic.
And you have been doingthat for how long now?
When did you get started?
So this is my 10th year.
Oh!
I'm celebrating 10 years this year.
Yeah, so it's an exciting year ahead.
ahead
Wonderful.
And I should say as well, I feellike I have to confess that our
household is a Genevieve Sweeneysuper fans, and my husband has a huge
(02:20):
collection of your socks and jumpers.
And I've a pretty, I'm gettingthere with my collections.
So if anyone listening is in the marketfor a fabulous jumpers, socks, knitwear,
accessories, amazing blanket scarves.
So you said those soldsell out really quickly.
Yeah, they are one of ourbestsellers, definitely.
(02:41):
And I think it's really fascinating.
You and I have worked togetherover a number of years now, and
I just think it's amazing, yourdedication to the quality of the wool.
And your knowledge ofthe industry as well.
So, do you wanna share a littlebit about your background?
Yeah, so I've always knitted, Idid a degree in knitwear and went
on to work for Global Brands inNew York, Switzerland, London.
(03:04):
And I was always involved in thedesign, development and production.
I kind of wanted to cover alldepartments so I could learn how to
run my brand, but I never knew whatit was I wanted my brand to be.
But I really realized that Iloved meeting the makers and
like going to the yarn mills andseeing how the yarn was made.
And just really kind of beinginvolved in every step of the process.
(03:29):
And then that's kind of whereI guess my love for the yarn
and the quality came from.
And then when I also realized that therewas a disappearing British knitwear
industry and I've really wanted to dosomething to stop it from dying out.
So you work with, so it's not justBritish-made, but it's also the
wool's British, all of the components.
(03:49):
Yeah, so, about 80% is British spun.
So it's spun in Scotland or Yorkshire.
And then some of the fancy yarnsfor the socks are done in Italy.
And then, all the manufacturersare kind of like up and down the UK
from from Scotland and Derbyshire.
And even the buttons are Britishmade, from the last button
makers in the cots worlds.
(04:10):
And I get to custom dye allthe buttons to match the yarn.
I t's just beautiful that you canhave all these different details and
processes kind of still across the UK.
Yeah no, that's fantastic.
The thing is you're not just designing.
But you actually, like you sayyou spin some of the yarns, right?
Yeah, so I get very involvedin all the processes.
(04:33):
But I think it's what like I see thedesign, not just as a silhouette.
I see it as the yarns.
So I twist lots of yarns, getdifferent textures and color mixes.
So it's something veryunique from the start.
I'm very involved with dependingon who the manufacturer is.
Sometimes I'll go and programwith them on a machine, or
sometimes I give them a tip pack.
(04:53):
I love just being involved in all thedifferent kind of creative outlets.
Because magical things happenwhen you're with the artisans.
Uh, yes.
Yes.
What would you say then, as you'vebeen growing, as you've been
running the business for the last10 years, I mean, which is in
itself an incredible achievement.
What have been some of the kindof pinch me moments or moments
that you've been most proud of?
(05:14):
Well, a very recent one, like literallya month ago, which is kind of a
real big moment that I've literallybeen planning for about eight years.
We've just welcomed an industrial knittingmachine into our studio, so we'll be made
doing 30% of the manufacturing in-houseand we'll be teaching apprenticeships
and continuing, like passing onthe skills to the next generation.
(05:35):
It's honestly something I'vebeen planning for eight years.
I tried to find some funding.
It didn't really exist where I was.
So it was finding the rightstudio, kind of getting to the
point where the business could do it.
So that felt like a realmagical moment when it arrived.
You know, the brand values andour kind of vision and goals is,
it feels like a big achievementand a big pinch moment for sure.
(05:56):
I mean, that's incredible.
So that's gonna be then the production,so 30% of the production in house, what's
that going to allow you to do in termsof trying things and experimentation?
Yeah, so there's kindof like two sides to it.
One side, we can do limited edition runs.
So we can test new products, and thenif it's a bestseller, we can then
(06:18):
pass that program directly to themanufacturer for them to knit bulk.
Which is it kind of saves them all thepain points of prototyping, sampling.
And it just kind of it makes ita much more kind of lean quicker
kind of production stream.
And then also we will be able to,yeah react to customer demand?
Yeah, with my blanket scarf,it sells out within a week.
(06:38):
And the lead time to makea new one is four months.
So I've completely missed the season.
And customers get really upset thatthey haven't got it for Christmas.
And so yes, it'd be amazing tobe able to be reactive to and
also to kind of like not hold somuch stock and to knit on demand.
So it's kind of got really excitingkind of different parts to it.
(07:01):
Yes, yes.
So much freedom, I suppose, to beable to have that production in-house
and then also as you say, then tobe able to be part of passing on
those skills and getting apprentice.
Yeah, and the skills we want to teachare ones that kinda factories we
find really hard to get people engagedand wanting to do the hand thinking.
(07:21):
Which is the construction of the garments.
So the machines that they're nowworking with are seamless machines.
So they're made in kind of one piece.
So you don't need those hand process.
So it feels like very quickly, those kindof artisanal skills are gonna disappear.
So yeah, I really champion it.
So what have been some of thebiggest challenges that you've
(07:42):
had in running your business?
Well, I feel like over 10 years I've kindof been through a lot of storms with like
Brexit and obviously like covid, but Ifeel that Brexit was a quite a massive one
because we had such a huge customer basein Europe, and that was quite a shift.
Yeah, that's been a challenge andthen also cashflow as a seasonal
(08:03):
business, like knitwear is seasonal.
And at the beginning that was very hard.
To grow organically was a realchallenge because it did have those
kind of peak seasons, so like Q4.
But so over the years we'vegrown internationally.
So like Australia's a good market forus, so we get to follow the winter and
then kind of bring in new products thatcan be worn throughout the year and
(08:24):
more kind of summer-y knitwear as well.
I think the cashflow is the one wherethat kind of slows you down, I guess.
And we've never taken on funding,so it's had to be kind of organic
and slow, slowly on each year.
Yeah, and I think probably as wellfor you, you 're very creative
and you love to create new thingsand experiment with new things.
(08:44):
And I think that is alwaysthe balance, isn't it?
With cash flow, it's about you want todevelop this range, and then equally
it's having to manage, especially whenyou are having production runs done.
Because that's a whole otherlevel as well, isn't it?
You have to commit.
Yeah.
Yeah, you have to commit ninemonths in advance, pay deposit.
Yeah, it's a hard one to manage definitelyat the beginning 'cause you don't realize
(09:07):
how hungry product businesses are.
The other thing that's remarkableabout your business as well is just
how loyal your customers are too.
I mean, so you do have a reallysort of strong core customer base.
Is that just something that'sdeveloped over the years?
Yeah, I think the customerbase is so, so loyal.
And they've been on the journey for years.
(09:28):
I actually met someone lastnight at an event, and she's been
buying from me for eight years.
And she said, I just feel likeI've been part of this journey.
Oh, wow.
I'd never met her before, but I knew hername like because I'd seen it pop up.
I think because it's quite, my marketingcomes from me and it's my voice.
It's kind of my experience.
And so I think people connect with that.
(09:50):
And yeah, my newsletter i t doeshave half of it is that kind of
storytelling throughout the week.
So I think that's where the loyaltycomes, but also because they love
the product and it really lasts.
It's just wonderful that when people,the feedback is that they try something
on and it's that comfort that theyfeel like they've owned it forever and
it's just, yeah, it's just something.
It feels that the product bringsa lot of joy and comfort and
(10:14):
yeah, the quality is really loved.
Yeah absolutely.
And I think it's interesting whatyou were talking about, things
like creating the unique yarns.
It's like it is very much unique toyou and when you actually see the
product in real life and you see thesort of depth of color, of the yarns,
and the different textures to it.
(10:35):
Quite unique and I think that, I'msure for a lot of people like you
just said, it's once you've hadone, then it can be habit forming.
I think also, I don'tmake it easy for myself.
The colors are so hard to show onlinebecause they change as the light hits.
And so when people see it in real life, Idon't know, it does kind of come to life.
(11:00):
Cause cut color can be really hardtoo, that's my constant challenge
actually, of trying to show the colorperfectly because they are so unique
and it's all inspired by Mother Nature.
So often, like I love lichen, just likethe limes and greens that sit together
that you just never imagine would.
Yeah.
But that is that challenge in havingto zoom in and see the actual colors
(11:23):
when, because you know, when youzoom it out, you said it doesn't.
It can be hard forphotography to pick that up.
And did you start off doingin-person events or is that something
you just sort of dabbled withperiodically over the 10 years?
When I launched my business, I kindof like launched the website and
then it was kind of like tumbleweed.
(11:44):
And I was like, oh peopledon't know about me.
So I did lots of events in London tostart off with which was just a great
way to meet people to see them tryon the garment, to actually have that
conversation to talk about the brand.
I actually found it a really greatkind of marketing just opportunity just
to see what people were engaged with.
(12:04):
And then over the years, I did some.
One year I did a tour across the UK duringChristmas markets and I did 22 in a month.
And it was absolutely like chaotic.
But it was great to kind of see howthe product, what people thought
of it and to tell that story.
But now, since having twokids, I do a lot less.
I'll probably do a few a year, but thisyear, because it's my 10th anniversary,
(12:30):
I want to do another tour of the UK.
From like Scotland to like Bristol orCornwall, and kind of stop at where
all my best customers are and get thatchance to meet them and thank them.
My goodness.
Yeah, it'd be amazing.
And I'm curious, when you did that touracross the country, because this is
always really interesting with events.
And actually not even just events, but youknow, for example, I've worked in the past
(12:53):
for businesses with large store bases.
And it is always amazing that there'ssuch a variation between different
areas or just different markets.
How people react to products,what they think of it, the
kind of people that you meet.
Was it fairly consistent?
The reaction you got whenyou crossed the country?
Or was it quite different?
(13:14):
It was definitely quitedifferent like, and I would find
myself editing what I showed.
Mm.
So if I went to Cambridge, itwould be much more relaxed,
much more kind of paired down.
And then probably if I went upto the lakes, it was definitely
a lot more walking socks andthat kind of chunkier knit.
So I definitely found myself changing it.
But I mean, I did 22 events but somemarkets, like some are so hit and miss.
(13:38):
And I remember like getting differentfriends and family to meet me in
different spots and we'd be like, oh,this isn't what we thought it would be.
And some were quite unexpectedly amazing.
So it was a lot oflessons learned, but yeah.
Well, I think that's probably good to hearif anyone's been to an event that they
found was disappointing Because I knowthat can really knock people's confidence,
(13:59):
but it's just so variable, isn't it?
You can have an amazing event inone place and it really depends
on how it's organized, right?
Yeah, and also likeevery year is different.
Some of them I'd gokind of year after year.
And they would change, butas kind of everything do.
It's a good experience.
It's good to kind of, I think as amarketing tool, it's a great way to
kind of speak to people and learnwhat people are interested in.
(14:19):
Especially when you're an online,mainly an online brand, and you don't
get that conversation day to day.
No, no, completely.
You don't really get to see peoplepick something up or look at something
and you don't really get that.
I mean, obviously you cananalyze where people have clicked
and what they've looked at.
But it's not the same as being ableto actually talk to somebody and
understand what their thought process is.
(14:41):
Yeah.
Yeah, that seeing what peoplewere drawn to is brilliant.
When I worked for other brands,I would go and stand in the
store and watch the customers.
Where they went to in thestore, what they looked at.
And I guess it's the kind of like,that's how I see it as I love seeing
what people grab to, or what they touch.
And then what they end upbuying is often very different.
That's really, that's so true.
(15:01):
Yeah, what they're drawn to andthen yeah no, it's fascinating.
So last year you joined the Mastermind.
Do you wanna tell us a little bit aboutwhat it was that was behind that decision?
What made you join?
Yeah, so I'd just done a GoldmanSachs small business course.
And I felt that I had allthese kind of grand plans,
but no kind of accountability.
(15:23):
And I really wanted to work withyou to kind of work through those
plans and to get my business intothe position where I could buy a
knitting machine and everything.
So it was kind of where I needed.
Because I've got a very small team.
It's just me and another so I just wantedto have someone to be able to strategize.
And to kind of think out the boxand also work on the bits of the
(15:45):
business that I may have beenignoring or not focusing on so much.
So do you want us a littlebit about the Goldman Sachs?
Because sounds like an amazing program.
Yeah.
Oh, it's absolutely incredible.
It's a four month program.
It's very intensive.
They kind of say that you exit yourfamily home life for that time.
But you are in a cohort of 70 businessesand you have lectures throughout the
(16:09):
week, and you go to Oxford Universityand you're taught by professors and
Harvard professors and you kind of takeapart your business and learn about all
the different like marketing operations.
Like human resource, kindaeverything, and re-look at it.
And that's probably where I lookedat my operations and I was looking
at my lead times and the bottlenecks.
And that's where I thought, this iswhere I really need a knitting machine
(16:31):
to kind of help with production.
And you get to meet incredible businessesacross the kind of so many different
categories and some quite new businessesand some that are like 40 years old.
So it's a real mix, butit's a very open space.
You learn a lot frombeing with other founders.
So you came out with a list,a long list of things to do.
But it was a question of being ableto put it together into a plan.
(16:52):
Well, it's easy to get drawnback into the day to day.
It is very easy to like, you startoff like working on the business,
not in the business, but it'svery easy to quickly like go back.
Get back into it.
Yeah, especially when you've gotyoung kids running around as well.
Of course.
Yeah, I have nothing but admirationfor anyone who runs a small
(17:14):
business with small children.
When I had small children, I definitelywould not have had the head space.
So hats off to you.
So during the Mastermind then,what were some of the shifts
that you were able to make?
It opened up like we ended upspeaking about parts of the business
that I hadn't really focused on.
Well, I knew my bestsellers and I knewwhat wasn't selling, but it was kind
(17:37):
of focusing on that bit in the middleand really focusing on it and kind of
releasing cash out with the business andjust I got so much more out of it than
I guess my original intention reallymaking it really healthy business.
And actually kind of making those steps oflike, right, how can we get to this goal?
What do we need to do?
(17:57):
I just found it really invaluable.
And you actually are it's quiteinteresting because you then,
after the Mastermind actuallywent on to Stock Doctor.
The Stock Doctor programme and workedwith one of our Stock Doctors, Katie.
So I'd love to know the difference betweenthe two and how you found that process.
Yeah, working with Katie.
(18:18):
It kind of came at like a really fantasticpoint 'cause it was my busiest season.
It was Q4 and I, as much as I havethe intentions to kind of do all
the analytics and to look at what'sgonna set out quickly, what's slow
and kind of looking at the analyticsof it, I would just never get it done
because it was kind of like head downgetting kind of Christmas orders out.
(18:39):
So it was a fantastic chance to havethat kind of weekly or monthly meeting
and to have that kind of having thenumbers kind of confirm, I guess, what my
thoughts and feelings were on the season.
And looking at where what categoriesI needed to top up or what I
needed to push with marketing andkind of give that real, I guess,
(18:59):
analytical strategy to it as well.
Because often when you're busyyou think, "oh, it's great, it's
busy," but then you could easilyquite forget about two products
that cause your focus is elsewhere.
Yeah, yeah, for sure.
And I think that was what'sreally interesting about the fact
that you've done both of these.
Because often when I'm talking topeople about mastermind or Retail
By Design of, as I'm now calling it,then I'm listening to people tell me
(19:22):
what's going on in their business.
If there's kind of big strategicshifts or things they want
to reexamine the business.
Or have that accountability movingforward looking at the broader picture,
then we tend, then that sort ofsays to me, right, Retail By Design.
And if it's like I'm really,really tight for time, I just
need to stay on top of my stock.
Then that seems to fit reallywell with stock doctors.
(19:44):
So it makes sense that duringyour busiest time of year, it
shifted from one to the other.
Yeah no, definitely.
And and it's like both of themare valuable different times.
But it's interesting thatyou've done them both.
But absolutely.
I think that's the key thing is like whenyou're just trying to keep up with the
sales, but just saying to you, right.
(20:05):
By the way, if you got loads of stockof this, so don't forget to push that.
Yeah.
This is running low.
You know, how to manage it.
Yeah, definitely.
In a way so you can focus on other things.
Definitely.
And like I couldn't have doneit as well as Katie did as well.
And also if I had kind of questionsto like about what sizing or what
(20:26):
colors are doing well, she couldquite quickly, well it seems she did
pretty quickly, like break it downand give me that information as well.
So it was so especially like afterChristmas, we started looking
at kind of like our line sheetsand autumn winter planning.
And that was really, really helpfulto kind of look at how many colors
do you actually need per product?
(20:47):
And how many items do Ineed in total, per category?
And that was really interesting 'causeI've never really done that before.
I've kind of designed and made, I guessit's that issue of being a maker.
Like you kind of make whatyou want and what you think.
I don't know, there's that lesskind of strategy behind it.
Whereas now I feel like I have a reallygreat plan, which is great when I've got
(21:07):
the knitting machine cause it stops mefrom going from going crazy with making.
Then the two machine willbe running day and night and
Yeah, exactly.
Fantastic.
Well, thank you for sharing that.
And so you've got the knitting machinenow, so what's next for Genevieve Sweeney?
Yeah.
So well, what's next is bringingtogether our microfactory, getting
(21:30):
our apprenticeships in, and thengetting ready to celebrate our 10th
anniversary, so that will be autumn.
So we've got a limited editioncollection launching and then our,
some really special oversized scarfs.
So yeah, I'm really excitedto get it all together.
Oh, fantastic.
Well thank you so much.
And of course do you wanna wrapus up by telling everyone where
(21:50):
they can find out more about you?
Yeah, brilliant.
So my website is genevievesweeney.com,and then I'm on Instagram as
Genevieve Sweeney as well.
Thank you so much for tuning in.
Don't forget to go check outGenevieve's incredible knitwear.
I can tell you from firsthandexperience that it is amazing.
And of course, if you have a momentto like and subscribe to the podcast,
(22:12):
it makes a huge difference getting itout there in front of other people.
You can rate it inside the Spotifyapp, and you can also rate it and
review it inside Apple Podcasts.
And of course, if you follow like, orsubscribe, depending on the platform
that you're on, you'll be the firstto know about each new episode that
happens every Thursday morning.
See you next week.
How does it feel to finally realizea goal that you've been working on
(00:03):
for eight years in your business?
Hi, I am Catherine Erdly, founder of theResilient Retail Club, small business
retail expert, and also your host.
On today's podcast, I'm talking toGenevieve of Genevieve Sweeney Knitwear.
I've worked with Genevieve for many years.
She has taken part in both RetailBy Design and also Stock Doctor
programmes and I can't wait to diveinto her story, find out more about her
(00:28):
amazing luxury British made knitwearand the big goal that she has finally
made happen after many, many years.
Welcome to the Resilient RetailGame Plan, a podcast for anyone
wanting to start, grow or scalea profitable creative product
(00:49):
business with me, Catherine Erdley.
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,
broken down in an easy, accessible way.
(01:11):
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):
Genevieve, thank you so much forjoining me today on the podcast.
Do you want to start off byintroducing yourself and your business?
Hi, Catherine.
Yes, I'm Genevieve and I'm the founderof a luxury British knitwear label.
We design and manufacture luxury knitwearacross the UK, supporting small family
run meals and celebrating British craft.
(01:57):
Fantastic.
And you have been doingthat for how long now?
When did you get started?
So this is my 10th year.
Oh!
I'm celebrating 10 years this year.
Yeah, so it's an exciting year ahead.
ahead
Wonderful.
And I should say as well, I feellike I have to confess that our
household is a Genevieve Sweeneysuper fans, and my husband has a huge
(02:20):
collection of your socks and jumpers.
And I've a pretty, I'm gettingthere with my collections.
So if anyone listening is in the marketfor a fabulous jumpers, socks, knitwear,
accessories, amazing blanket scarves.
So you said those soldsell out really quickly.
Yeah, they are one of ourbestsellers, definitely.
(02:41):
And I think it's really fascinating.
You and I have worked togetherover a number of years now, and
I just think it's amazing, yourdedication to the quality of the wool.
And your knowledge ofthe industry as well.
So, do you wanna share a littlebit about your background?
Yeah, so I've always knitted, Idid a degree in knitwear and went
on to work for Global Brands inNew York, Switzerland, London.
(03:04):
And I was always involved in thedesign, development and production.
I kind of wanted to cover alldepartments so I could learn how to
run my brand, but I never knew whatit was I wanted my brand to be.
But I really realized that Iloved meeting the makers and
like going to the yarn mills andseeing how the yarn was made.
And just really kind of beinginvolved in every step of the process.
(03:29):
And then that's kind of whereI guess my love for the yarn
and the quality came from.
And then when I also realized that therewas a disappearing British knitwear
industry and I've really wanted to dosomething to stop it from dying out.
So you work with, so it's not justBritish-made, but it's also the
wool's British, all of the components.
(03:49):
Yeah, so, about 80% is British spun.
So it's spun in Scotland or Yorkshire.
And then some of the fancy yarnsfor the socks are done in Italy.
And then, all the manufacturersare kind of like up and down the UK
from from Scotland and Derbyshire.
And even the buttons are Britishmade, from the last button
makers in the cots worlds.
(04:10):
And I get to custom dye allthe buttons to match the yarn.
I t's just beautiful that you canhave all these different details and
processes kind of still across the UK.
Yeah no, that's fantastic.
The thing is you're not just designing.
But you actually, like you sayyou spin some of the yarns, right?
Yeah, so I get very involvedin all the processes.
(04:33):
But I think it's what like I see thedesign, not just as a silhouette.
I see it as the yarns.
So I twist lots of yarns, getdifferent textures and color mixes.
So it's something veryunique from the start.
I'm very involved with dependingon who the manufacturer is.
Sometimes I'll go and programwith them on a machine, or
sometimes I give them a tip pack.
(04:53):
I love just being involved in all thedifferent kind of creative outlets.
Because magical things happenwhen you're with the artisans.
Uh, yes.
Yes.
What would you say then, as you'vebeen growing, as you've been
running the business for the last10 years, I mean, which is in
itself an incredible achievement.
What have been some of the kindof pinch me moments or moments
that you've been most proud of?
(05:14):
Well, a very recent one, like literallya month ago, which is kind of a
real big moment that I've literallybeen planning for about eight years.
We've just welcomed an industrial knittingmachine into our studio, so we'll be made
doing 30% of the manufacturing in-houseand we'll be teaching apprenticeships
and continuing, like passing onthe skills to the next generation.
(05:35):
It's honestly something I'vebeen planning for eight years.
I tried to find some funding.
It didn't really exist where I was.
So it was finding the rightstudio, kind of getting to the
point where the business could do it.
So that felt like a realmagical moment when it arrived.
You know, the brand values andour kind of vision and goals is,
it feels like a big achievementand a big pinch moment for sure.
(05:56):
I mean, that's incredible.
So that's gonna be then the production,so 30% of the production in house, what's
that going to allow you to do in termsof trying things and experimentation?
Yeah, so there's kindof like two sides to it.
One side, we can do limited edition runs.
So we can test new products, and thenif it's a bestseller, we can then
(06:18):
pass that program directly to themanufacturer for them to knit bulk.
Which is it kind of saves them all thepain points of prototyping, sampling.
And it just kind of it makes ita much more kind of lean quicker
kind of production stream.
And then also we will be able to,yeah react to customer demand?
Yeah, with my blanket scarf,it sells out within a week.
(06:38):
And the lead time to makea new one is four months.
So I've completely missed the season.
And customers get really upset thatthey haven't got it for Christmas.
And so yes, it'd be amazing tobe able to be reactive to and
also to kind of like not hold somuch stock and to knit on demand.
So it's kind of got really excitingkind of different parts to it.
(07:01):
Yes, yes.
So much freedom, I suppose, to beable to have that production in-house
and then also as you say, then tobe able to be part of passing on
those skills and getting apprentice.
Yeah, and the skills we want to teachare ones that kinda factories we
find really hard to get people engagedand wanting to do the hand thinking.
(07:21):
Which is the construction of the garments.
So the machines that they're nowworking with are seamless machines.
So they're made in kind of one piece.
So you don't need those hand process.
So it feels like very quickly, those kindof artisanal skills are gonna disappear.
So yeah, I really champion it.
So what have been some of thebiggest challenges that you've
(07:42):
had in running your business?
Well, I feel like over 10 years I've kindof been through a lot of storms with like
Brexit and obviously like covid, but Ifeel that Brexit was a quite a massive one
because we had such a huge customer basein Europe, and that was quite a shift.
Yeah, that's been a challenge andthen also cashflow as a seasonal
(08:03):
business, like knitwear is seasonal.
And at the beginning that was very hard.
To grow organically was a realchallenge because it did have those
kind of peak seasons, so like Q4.
But so over the years we'vegrown internationally.
So like Australia's a good market forus, so we get to follow the winter and
then kind of bring in new products thatcan be worn throughout the year and
(08:24):
more kind of summer-y knitwear as well.
I think the cashflow is the one wherethat kind of slows you down, I guess.
And we've never taken on funding,so it's had to be kind of organic
and slow, slowly on each year.
Yeah, and I think probably as wellfor you, you 're very creative
and you love to create new thingsand experiment with new things.
(08:44):
And I think that is alwaysthe balance, isn't it?
With cash flow, it's about you want todevelop this range, and then equally
it's having to manage, especially whenyou are having production runs done.
Because that's a whole otherlevel as well, isn't it?
You have to commit.
Yeah.
Yeah, you have to commit ninemonths in advance, pay deposit.
Yeah, it's a hard one to manage definitelyat the beginning 'cause you don't realize
(09:07):
how hungry product businesses are.
The other thing that's remarkableabout your business as well is just
how loyal your customers are too.
I mean, so you do have a reallysort of strong core customer base.
Is that just something that'sdeveloped over the years?
Yeah, I think the customerbase is so, so loyal.
And they've been on the journey for years.
(09:28):
I actually met someone lastnight at an event, and she's been
buying from me for eight years.
And she said, I just feel likeI've been part of this journey.
Oh, wow.
I'd never met her before, but I knew hername like because I'd seen it pop up.
I think because it's quite, my marketingcomes from me and it's my voice.
It's kind of my experience.
And so I think people connect with that.
(09:50):
And yeah, my newsletter i t doeshave half of it is that kind of
storytelling throughout the week.
So I think that's where the loyaltycomes, but also because they love
the product and it really lasts.
It's just wonderful that when people,the feedback is that they try something
on and it's that comfort that theyfeel like they've owned it forever and
it's just, yeah, it's just something.
It feels that the product bringsa lot of joy and comfort and
(10:14):
yeah, the quality is really loved.
Yeah absolutely.
And I think it's interesting whatyou were talking about, things
like creating the unique yarns.
It's like it is very much unique toyou and when you actually see the
product in real life and you see thesort of depth of color, of the yarns,
and the different textures to it.
(10:35):
Quite unique and I think that, I'msure for a lot of people like you
just said, it's once you've hadone, then it can be habit forming.
I think also, I don'tmake it easy for myself.
The colors are so hard to show onlinebecause they change as the light hits.
And so when people see it in real life, Idon't know, it does kind of come to life.
(11:00):
Cause cut color can be really hardtoo, that's my constant challenge
actually, of trying to show the colorperfectly because they are so unique
and it's all inspired by Mother Nature.
So often, like I love lichen, just likethe limes and greens that sit together
that you just never imagine would.
Yeah.
But that is that challenge in havingto zoom in and see the actual colors
(11:23):
when, because you know, when youzoom it out, you said it doesn't.
It can be hard forphotography to pick that up.
And did you start off doingin-person events or is that something
you just sort of dabbled withperiodically over the 10 years?
When I launched my business, I kindof like launched the website and
then it was kind of like tumbleweed.
(11:44):
And I was like, oh peopledon't know about me.
So I did lots of events in London tostart off with which was just a great
way to meet people to see them tryon the garment, to actually have that
conversation to talk about the brand.
I actually found it a really greatkind of marketing just opportunity just
to see what people were engaged with.
(12:04):
And then over the years, I did some.
One year I did a tour across the UK duringChristmas markets and I did 22 in a month.
And it was absolutely like chaotic.
But it was great to kind of see howthe product, what people thought
of it and to tell that story.
But now, since having twokids, I do a lot less.
I'll probably do a few a year, but thisyear, because it's my 10th anniversary,
(12:30):
I want to do another tour of the UK.
From like Scotland to like Bristol orCornwall, and kind of stop at where
all my best customers are and get thatchance to meet them and thank them.
My goodness.
Yeah, it'd be amazing.
And I'm curious, when you did that touracross the country, because this is
always really interesting with events.
And actually not even just events, but youknow, for example, I've worked in the past
(12:53):
for businesses with large store bases.
And it is always amazing that there'ssuch a variation between different
areas or just different markets.
How people react to products,what they think of it, the
kind of people that you meet.
Was it fairly consistent?
The reaction you got whenyou crossed the country?
Or was it quite different?
(13:14):
It was definitely quitedifferent like, and I would find
myself editing what I showed.
Mm.
So if I went to Cambridge, itwould be much more relaxed,
much more kind of paired down.
And then probably if I went upto the lakes, it was definitely
a lot more walking socks andthat kind of chunkier knit.
So I definitely found myself changing it.
But I mean, I did 22 events but somemarkets, like some are so hit and miss.
(13:38):
And I remember like getting differentfriends and family to meet me in
different spots and we'd be like, oh,this isn't what we thought it would be.
And some were quite unexpectedly amazing.
So it was a lot oflessons learned, but yeah.
Well, I think that's probably good to hearif anyone's been to an event that they
found was disappointing Because I knowthat can really knock people's confidence,
(13:59):
but it's just so variable, isn't it?
You can have an amazing event inone place and it really depends
on how it's organized, right?
Yeah, and also likeevery year is different.
Some of them I'd gokind of year after year.
And they would change, butas kind of everything do.
It's a good experience.
It's good to kind of, I think as amarketing tool, it's a great way to
kind of speak to people and learnwhat people are interested in.
(14:19):
Especially when you're an online,mainly an online brand, and you don't
get that conversation day to day.
No, no, completely.
You don't really get to see peoplepick something up or look at something
and you don't really get that.
I mean, obviously you cananalyze where people have clicked
and what they've looked at.
But it's not the same as being ableto actually talk to somebody and
understand what their thought process is.
(14:41):
Yeah.
Yeah, that seeing what peoplewere drawn to is brilliant.
When I worked for other brands,I would go and stand in the
store and watch the customers.
Where they went to in thestore, what they looked at.
And I guess it's the kind of like,that's how I see it as I love seeing
what people grab to, or what they touch.
And then what they end upbuying is often very different.
That's really, that's so true.
(15:01):
Yeah, what they're drawn to andthen yeah no, it's fascinating.
So last year you joined the Mastermind.
Do you wanna tell us a little bit aboutwhat it was that was behind that decision?
What made you join?
Yeah, so I'd just done a GoldmanSachs small business course.
And I felt that I had allthese kind of grand plans,
but no kind of accountability.
(15:23):
And I really wanted to work withyou to kind of work through those
plans and to get my business intothe position where I could buy a
knitting machine and everything.
So it was kind of where I needed.
Because I've got a very small team.
It's just me and another so I just wantedto have someone to be able to strategize.
And to kind of think out the boxand also work on the bits of the
(15:45):
business that I may have beenignoring or not focusing on so much.
So do you want us a littlebit about the Goldman Sachs?
Because sounds like an amazing program.
Yeah.
Oh, it's absolutely incredible.
It's a four month program.
It's very intensive.
They kind of say that you exit yourfamily home life for that time.
But you are in a cohort of 70 businessesand you have lectures throughout the
(16:09):
week, and you go to Oxford Universityand you're taught by professors and
Harvard professors and you kind of takeapart your business and learn about all
the different like marketing operations.
Like human resource, kindaeverything, and re-look at it.
And that's probably where I lookedat my operations and I was looking
at my lead times and the bottlenecks.
And that's where I thought, this iswhere I really need a knitting machine
(16:31):
to kind of help with production.
And you get to meet incredible businessesacross the kind of so many different
categories and some quite new businessesand some that are like 40 years old.
So it's a real mix, butit's a very open space.
You learn a lot frombeing with other founders.
So you came out with a list,a long list of things to do.
But it was a question of being ableto put it together into a plan.
(16:52):
Well, it's easy to get drawnback into the day to day.
It is very easy to like, you startoff like working on the business,
not in the business, but it'svery easy to quickly like go back.
Get back into it.
Yeah, especially when you've gotyoung kids running around as well.
Of course.
Yeah, I have nothing but admirationfor anyone who runs a small
(17:14):
business with small children.
When I had small children, I definitelywould not have had the head space.
So hats off to you.
So during the Mastermind then,what were some of the shifts
that you were able to make?
It opened up like we ended upspeaking about parts of the business
that I hadn't really focused on.
Well, I knew my bestsellers and I knewwhat wasn't selling, but it was kind
(17:37):
of focusing on that bit in the middleand really focusing on it and kind of
releasing cash out with the business andjust I got so much more out of it than
I guess my original intention reallymaking it really healthy business.
And actually kind of making those steps oflike, right, how can we get to this goal?
What do we need to do?
(17:57):
I just found it really invaluable.
And you actually are it's quiteinteresting because you then,
after the Mastermind actuallywent on to Stock Doctor.
The Stock Doctor programme and workedwith one of our Stock Doctors, Katie.
So I'd love to know the difference betweenthe two and how you found that process.
Yeah, working with Katie.
(18:18):
It kind of came at like a really fantasticpoint 'cause it was my busiest season.
It was Q4 and I, as much as I havethe intentions to kind of do all
the analytics and to look at what'sgonna set out quickly, what's slow
and kind of looking at the analyticsof it, I would just never get it done
because it was kind of like head downgetting kind of Christmas orders out.
(18:39):
So it was a fantastic chance to havethat kind of weekly or monthly meeting
and to have that kind of having thenumbers kind of confirm, I guess, what my
thoughts and feelings were on the season.
And looking at where what categoriesI needed to top up or what I
needed to push with marketing andkind of give that real, I guess,
(18:59):
analytical strategy to it as well.
Because often when you're busyyou think, "oh, it's great, it's
busy," but then you could easilyquite forget about two products
that cause your focus is elsewhere.
Yeah, yeah, for sure.
And I think that was what'sreally interesting about the fact
that you've done both of these.
Because often when I'm talking topeople about mastermind or Retail
By Design of, as I'm now calling it,then I'm listening to people tell me
(19:22):
what's going on in their business.
If there's kind of big strategicshifts or things they want
to reexamine the business.
Or have that accountability movingforward looking at the broader picture,
then we tend, then that sort ofsays to me, right, Retail By Design.
And if it's like I'm really,really tight for time, I just
need to stay on top of my stock.
Then that seems to fit reallywell with stock doctors.
(19:44):
So it makes sense that duringyour busiest time of year, it
shifted from one to the other.
Yeah no, definitely.
And and it's like both of themare valuable different times.
But it's interesting thatyou've done them both.
But absolutely.
I think that's the key thing is like whenyou're just trying to keep up with the
sales, but just saying to you, right.
(20:05):
By the way, if you got loads of stockof this, so don't forget to push that.
Yeah.
This is running low.
You know, how to manage it.
Yeah, definitely.
In a way so you can focus on other things.
Definitely.
And like I couldn't have doneit as well as Katie did as well.
And also if I had kind of questionsto like about what sizing or what
(20:26):
colors are doing well, she couldquite quickly, well it seems she did
pretty quickly, like break it downand give me that information as well.
So it was so especially like afterChristmas, we started looking
at kind of like our line sheetsand autumn winter planning.
And that was really, really helpfulto kind of look at how many colors
do you actually need per product?
(20:47):
And how many items do Ineed in total, per category?
And that was really interesting 'causeI've never really done that before.
I've kind of designed and made, I guessit's that issue of being a maker.
Like you kind of make whatyou want and what you think.
I don't know, there's that lesskind of strategy behind it.
Whereas now I feel like I have a reallygreat plan, which is great when I've got
(21:07):
the knitting machine cause it stops mefrom going from going crazy with making.
Then the two machine willbe running day and night and
Yeah, exactly.
Fantastic.
Well, thank you for sharing that.
And so you've got the knitting machinenow, so what's next for Genevieve Sweeney?
Yeah.
So well, what's next is bringingtogether our microfactory, getting
(21:30):
our apprenticeships in, and thengetting ready to celebrate our 10th
anniversary, so that will be autumn.
So we've got a limited editioncollection launching and then our,
some really special oversized scarfs.
So yeah, I'm really excitedto get it all together.
Oh, fantastic.
Well thank you so much.
And of course do you wanna wrapus up by telling everyone where
(21:50):
they can find out more about you?
Yeah, brilliant.
So my website is genevievesweeney.com,and then I'm on Instagram as
Genevieve Sweeney as well.
Thank you so much for tuning in.
Don't forget to go check outGenevieve's incredible knitwear.
I can tell you from firsthandexperience that it is amazing.
And of course, if you have a momentto like and subscribe to the podcast,
(22:12):
it makes a huge difference getting itout there in front of other people.
You can rate it inside the Spotifyapp, and you can also rate it and
review it inside Apple Podcasts.
And of course, if you follow like, orsubscribe, depending on the platform
that you're on, you'll be the firstto know about each new episode that
happens every Thursday morning.
See you next week.
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