As one who is usually the loudest, especially for lightning talks, Chris Powers’ message on silence is one you should to listen to.
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It all started with an Ewok.
That’s my two-year-old daughter on Halloween. To complete the effect, I decided to dress up like Princess Leia in Return of the Jedi (her jaunty Endor speeder outfit, not the metal bikini) and went on the hunt for a sweater that would resemble her camouflage poncho but be something I’d wear again. Browsing the Nordstrom website, I discovered the Bobeau Asymmetrical Fleece Wrap Cardigan in “Heather Pinewood” and remembered I had seen it recommended on a fashion blog I follow. I ordered the sweater; it fit great and at least two people recognized me as Leia. A success!
Then something happened. I started wearing this sweater almost every day. It was the perfect layering piece for my work-at-home wardrobe while also looking refined enough to wear for errands around town, and I didn’t want to take it off.
Before long, I began noticing this sweater everywhere in my orbit. I ran into a friend at my local coffee shop and she was wearing it. I tweeted about my love for the cardigan and heard back from friends saying they had it too. I wore it over my workout clothes to my exercise studio and an instructor said not only has she seen other clients sporting it, but that she owns it in gray and brought it to a weekend getaway — only to find her friend wearing it, too, in a dusty pink. My husband spotted a woman in the cardigan at our local public library. I ordered the sweater in a second color for myself and bought two more to give to family members as Christmas presents.
As of this writing, the Bobeau Asymmetrical Fleece Wrap Cardigan has 4.5 stars from 2,385 reviews on Nordstrom’s website. Apparently I’m not the only satisfied customer, especially when you consider that the other items in the “People Who Purchased This Also Purchased” section only have a few hundred reviews. And when I sorted women’s sweaters to look at just “Featured” products, I found that most of the items on that page have zero reviews. Somehow the Bobeau Asymmetrical Fleece Wrap Cardigan, which is essentially a fancy Slanket with an awkward name, had gotten incredibly popular. And I wanted to know why.
Nordstrom’s public relations department was unsurprisingly loath to disclose details about the sweater, like how its sales compare with other women’s apparel items or whether it did any special marketing for the cardigan. Trend Request, the Los Angeles-based company that owns the Bobeau brand, was similarly reticent, although it did credit Nordstrom for popularizing the “one button,” as it referred to the cardigan. (The sweater is also sold at Dillard’s, but only in three colors online, compared with 30 plus on Nordstrom, and has no reviews on the Dillard website.)
“We can’t share specific numbers about what makes this a best-seller, but we can say that it’s very popular with customers, especially during the holiday season,” wrote a Nordstrom spokeswoman, whose colleague had told me earlier that she owns two of the sweaters herself and put another three on her wish list.
I wondered if Nordstrom had heavily promoted the Bobeau sweater among fashion bloggers, who in recent years have proved remarkably powerful in driving sales toward retailers. After all, I’d first heard about the cardigan on Extra Petite, a blog that has published Nordstrom-sponsored posts and uses affiliate links. But Jean, the writer behind Extra Petite, mentions on her site that she learned of the sweater from her friend Kat at Feather Factor, another lifestyle and fashion blog. And Kat, when I asked her about the cardigan, said she found it “randomly at Nordstrom one day wandering around,” then alerted her readers when it went on sale.
It turns out my other Bobeau-owning friends also came across the cardigan by seeing friends and co-workers wear it, or by browsing at Nordstrom like Kat. Not only that, but they were all as oddly enchanted with the sweater as I was. One friend, who owns it in four colors, wrote me five emails in rapid succession because she kept remembering more things she wanted to say, like how she also bought a black Bobeau maxi skirt because she was so impressed with the brand. Another friend, the one from the coffee shop, said she was “excited with glee” to get my email and needed time to compose her response so she could tell me her “exact feelings and love for this piece of clothing.”
There is something about this sweater that inspires women not just to buy it, but to practically stockpile it, recommend it to friends and talk about it with an almost religious fervor. What’s interesting about the Bobeau one-button is that it’s neither an example of a generalized trend like peplums nor an example of a luxury fashion item achieving “It” status like Valentino Rockstud shoes. This is a sweater that currently retails for about 40 bucks. I think about how wishy washy I am about purchases, constantly filling up virtual carts and abandoning them, and marvel at how easily this cardigan tips shoppers from “Hmm, that’s nice” to “I’ll take four and tell my mom about it.”
“So — I bought the grey version, wore it to work, and got tons of compliments,” wrote the sister of my coffee shop friend. “I immediately told my two office mates to order one each….They in turn ordered theirs, and then turned around and ordered more, after realizing the awesomeness of the Bobeau. I was also convinced to order another one, in pink….Our office laughter from Bobeau Fridays spilled out to the (small) department of women, and it caught on. After tallying it up, I think we had 12 other women order one each, some ordering two.”
Any business that aspires to make money from a product or a service — including, say, makers of project management software — dreams about this kind of natural and positive word of mouth. And as a consumer, I have no problem with this either. I seek out opinions from friends, and in turn I routinely recommend all sorts of stuff to friends, whether it’s a restaurant or a lip gloss or a thought-provoking magazine article.
And yet my devotion to the Bobeau one-button made me feel weird. With the advent of social media and targeted advertising, I’ve learned to be suspicious of word of mouth. Is it a genuinely organic process, or is it just shrewd brand management in an exceptionally cunning disguise? These days, brands want to be our friends. Brands want so desperately to be approachable and human that you get sanctimonious tweets from companies commemorating September 11 and equally sanctimonious tweets from other companies announcing that they won’t be tweeting on September 11. People throw around terms like “brand evangelist” and they are being perfectly earnest and we go along with it.
I worry sometimes that my tastes and preferences aren’t as considered as I’d like to believe. Why did I buy a Sophie the Giraffe teething toy for my daughter? Why did I binge watch True Detective? Why have I turned into a brand evangelist for the Bobeau Asymmetrical Fleece Wrap Cardigan? It’s vaguely depressing to think it was because I was in the thrall of a brand.
None of my other Bobeau-wearing friends seem to be having this consumerist crisis over whether Nordstrom subliminally — or overtly — influenced them to buy the sweater. They just really like the one-button for all sorts of reasons, many of which are echoed in the online reviews. It’s machine washable and comes in more than 30 colors. It has a pert little button. It’s cozy but not frumpy, ideal for wearing on plane rides or keeping at the office. Its drape flatters a variety of body shapes and it comes in Petite and Plus sizes. “Makes you realize how many articles of clothing DON’T fit that bill!” one friend wrote.
My coffee shop friend, who bought her first Bobeau while pregnant and now has two sweaters and two small children, said: “I feel like pregnancy and motherhood make you give up so much when it comes to fashion choices….Everything you own ends up getting stained or ruined so you can’t have anything really expensive or hard to take care of. But this is one amazing item that allows you to keep your fashion style without having to give up any of the other practical considerations.”
Maybe Bobeau and Nordstrom pulled off that rare feat of making and marketing a product that has mass appeal, and I should acknowledge that instead of acting like I was in a brand-induced fugue state when I bought my sweaters. It does feel oddly freeing, I’ve realized, to like something that thousands of other women of different sizes and shapes and lifestyles have also embraced. In an era of ever-increasing online tracking and data collection, it’s liberating to wrap myself in something whose ubiquity provides a kind of anonymity. The sweater is my invisibility cloak; marketers can’t discern anything unique about me because everyone has it. I could be a bosomy frequent flier or a lean Pilates instructor or that lady in your office who’s always cold. Or maybe I’m just a mom who started with a Princess Leia costume and ended up with a closet full of sweaters.
In 1949, Earl Bakken and his brother-in-law Palmer Hermundslie started a medical device repair shop in Palmer's garage. It was a terrible place to work – freezing in the winter, stifling in the summer.
We used a garden hose to spray water on the roof in a not especially successful attempt to cool the place down a few degrees. At least once during those early days, the garage was infested with flying ants.
Unlike your typical "successful" startup garage stories, they were in that garage for the next 12 years. In their first month of operation, they earned a whopping $8 of revenue. Even in 1949 money, that wasn't good. And, for the next several years, they just kept losing money.
In 1957, a chance encounter with Walt Lillehei, a heart surgeon desperately looking for a way to keep his patients alive during blackouts, led Earl to invent the world's first battery operated pacemaker. Earl and Palmer's company, Medtronic, would become one of the leading biomedical companies of our time. They invented the pacemaker industry. And for the next 30 years, dominated the market.
But by 1986, their company had fallen from a 70% market share to 29%. Despite spending many millions on R&D, the company couldn't compete anymore. The company was stuck again.
Could someone save it?
Mars, similar to Earth, rotates around its own axis every 24 hours and 39 minutes. And when a solar-powered rover lands on Mars, most of its activity occurs during Martian daytime. So engineers on Earth studying Mars rover data, adopt the ~25 hour Martian cycle. Laura K. Barger, Ph.D., an instructor at the Division of Sleep Medicine at Harvard Medical School, wanted to know what kind of effect that has. Does 39 minutes really make that big of a difference?
What she found from her studies was that NASA engineers who could correctly sync their own wake/sleep schedules with the 25 hour day did fine. But they had to make a concerted effort to adapt using countermeasures – take the right naps, alter their caffeine intake, use light exposure, etc.
But those people who couldn't adapt, or didn't bother to try, suffered significant performance problems from fatigue. She also found that on the first Mars rover mission, The Sojourner, engineers were so exhausted after a month that they formed what NASA managers called a "rebellion" and refused to work on Martian time any longer.
We spend billions of dollars on space exploration and engineering, lives are at stake, and simply getting our circadian rhythm synced correctly with our tasks and with our team could make or break an entire operation.
It underscores the importance of what appears trivial: achieving the right rhythm.
In 1987, Mike Stevens was assigned to be vice president of Medtronic's product development. When he looked at what was happening at Medtronic, he noticed that there were actually quite a few good ideas in the pipeline. But when they were just about ready to launch, a competitor would spring up with a similar product. Medtronic would delay the launch, debate, discuss, and try to figure out a superior version to launch instead. The company was in a cycle that led to a decade of no new products.
Steven's solution was incredibly simple. He put the whole company on something he referred to as a "train schedule". He and his executives set dates far into the future for when new products would be invented and launched.
I chose that phrase "would be invented" carefully. Because these weren't product ideas they already had and now just needed development. They didn't even know yet what they would develop and launch – just that they would launch something, anything, on schedule.
The effect was tremendous. The company could still debate and plan, but employees knew decisions needed to be made by a certain date or else they'd miss the train.
Medtronic's market share climbed back steadily from Steven's promotion date, and in 1996, they were back above 50%.
Years ago, I was sick of not having a bigger audience around my writing and software products. My Twitter account was stuck at 200 followers. And I didn't know yet what to improve, how to differentiate myself, or how to market my products better. So, I committed to writing and publishing at least one blog post every 7 days. That's it.
The first post, crickets. The next post, more of the same. And the next and the next. Very few people read what I was writing. But the rhythm got me through the points where many would have given up. And to the points where I started getting better.
And years later, I had gotten so much better that hundreds and then thousands of people began reading my blog posts at Ninjas and Robots. The new audience helped me launch a product, Draft. But of course, I had a familiar feeling of being stuck with Draft, writing software amongst a sea of other writing software.
I had no idea how I was going to compete, what I was going to build, how I was going to market the thing. But I did the same thing I did with writing, I committed to a cycle of launching as many new features and improvements as I could every few weeks. That's it. But the momentum fortunately caused a lot of excitement.
@natekontny dude, how do you release such big features so fast? I've never seen anything like it from another startup. It's just you right?!— Sean Everett (@SeanMEverett) May 16, 2013
Some folks even compared it to Christmas :)
@gooddraft It feels like Christmas receiving an email with the latest news about Draftin.— Amanda L. Goodman (@godaisies) September 17, 2013
No matter what my revenue looked like, or how terrible my user growth might be, I knew I had to release something. The rhythm trumped everything and kept propelling me forward.
Back in February of 2014, 37signals announced they were renaming themselves Basecamp to focus on their project management software. They would look at selling off their other products, especially their second most popular product, Highrise, a small business CRM tool.
You can imagine what that kind of announcement did to customer growth of Highrise. Even worse, as soon as the announcement was made, more than a few competitors took the approach of putting up mini-sites that read: "Goodbye Highrise. Highrise is shuttering; here's how you migrate your data to us." Highrise wasn't going away, but that didn't stop them.
So when Basecamp decided to spin-off Highrise as a subsidiary, I faced quite a bit of negative momentum as Highrise's CEO. But this looks like a challenge previous versions of me has faced before on a smaller scale.
On day one, I established a train schedule – we'd make major announcements on a regular basis. If something isn't ready, it misses the train. But an announcement is going out; something better be on it.
I didn't start with a big team. It was just me and one more developer, Zack Gilbert, but we were going to ship whatever we could ship in one month, and make a big deal out of it.
It wasn't an announcement filled with very big ideas or changes. We only had 30 days to begin learning a large code base, and had plenty of other tasks and support requests to handle. But we had a schedule to keep.
And our first announcement went out. Then another one month after that. And then another. Now with a bigger team, and even more experience with the product and advice from our users, the announcements are getting more interesting.
The result? Highrise HQ LLC has only technically been in business a little over 3 months. But our rate of customer growth has increased by 39%! And we're seeing growth numbers that look a lot more like what the numbers were before Basecamp made their announcement.
It's far too soon to proclaim Mission Accomplished, we have many mountains to climb still and plenty of low points along the way I'm sure, but it's apparent what kind of effect a rhythm can have on creating a product, syncing a team, and communicating with customers. And things are starting to look a bit familiar :)
The wonders of version-less software as a service are extolled from all corners of the internet: Nothing to install! Updates come to you automatically! Everything just gets better all the time. And that’s all true, but it’s not the whole truth.
The flip-side of this automatic wonder is that you’re forcing constant change on everyone. The only way to prevent that from being unbearably grating is to make it incremental, and exclusively additive.
There’s no room to change your mind about the fundamentals once a sizable customer base has been trained to expect the familiar. Anyone who’s ever tried to remove a feature from internet software will likely be so scarred from the experience that they never attempt it again.
This is where it’s so easy to cry boohoo as a developer: “Oh, those damn users just can’t see or accept the brilliance of newness! If only they would be patient, relearn everything for me and my creations, we’d all be better off!”
The fact is they probably wouldn’t. Most software just isn’t important enough to warrant a steady stream of newness friction. Makers eat and sleep their software all day long, so most changes seem small and inconsequential. But users have other worries and changes to face in their daily lives; learning your latest remix is often not a welcome one. They invested attention to learn the damn thing once, then went on with their merry life. And what’s so wrong with that?
Nothing, I say. We have a very large group of customers who still enjoy Basecamp Classic. It’s been 2.5 years since we released the new version, but the Classic version continues to do the job for them. It just hasn’t been a convenient time for those customers to disrupt their work to upgrade Basecamp, or maybe they just don’t like change. It really doesn’t matter.
That doesn’t mean they’re not happy customers. Just the other day one wrote to say how much they loved Basecamp, yet felt obliged to apologize for not yet upgrading to the latest version. There’s nothing to feel bad about! Except that the software business makes us feel like there is.
Installed software didn’t have this kind of tension because of versions. If you were using Photoshop 3, you weren’t forced to upgrade to Photoshop 4 until you were ready. (Though other network effects, like sharing files sometimes forced the issue, but that’s a separate story). Something important was lost when we moved away from those clear versions.
Users lost the ability to control the disruption of relearning and adjusting to changes; developers lost the will to commit to revolutionary change.
Yes, splitting versions, like we did with Basecamp Classic, isn’t without complication. But from someone who’s been through the experience, the complication is not only overstated, but the benefits have also been under explored.
Maybe it’s time to ask yourself: What could we do if we weren’t afraid of revisiting the fundamentals of our software? What if we just did a new version and kept supporting the old one too? 2.5 years after we committed to this strategy, we remain happy with this rarely chosen path.
Remember the really cool Farecast app that would tell you whether prices for airline tickets go up or down? We featured them back in 2011, after they had been bought in 2008 by Microsoft for $115M. Then, the story from CEO Etzioni was:
So I’m very pleased that Farecast was picked up by Microsoft, was enhanced to become Bing Travel, and is now widely available and broadly used.
I was just tipped to this story from April: Farewell, Farecast: Microsoft kills airfare price predictor, to the dismay of its creator. Not surprisingly, the attitude post-exit of what happened to Etzioni’s idea isn’t quite as bright:
So, we end up with Bing travel as a thin veneer that redirects users to Kayak, while Google innovates with Google.com/flights, which I now use all the time. Google 1, Bing 0.
Getting access to all that money, all those resources, is always the glitter story that surrounds acquisitions. The drab reality is often a lot like the hangover you had after celebrating the check clearing.
Today we have a major announcement to make regarding Highrise, our popular CRM tool. It’s a good one!
The story starts back on February 5, 2014, the day we announced that we were becoming Basecamp. We announced we’d be renaming the company from 37signals to Basecamp, and we’d slimming our product line down to one product – Basecamp. This meant we’d be finding new homes for our other products. We said we’d either sell them or spin them off into stand-alone companies.
And wow! Right after making the announcement, floods of emails came in from companies, investors, and individuals who were interested in buying one or more of these products. I expected some interest, but I never expected so much so soon. We were off to a great start!
We decided to start the process with Highrise, since it was our second most-popular product behind Basecamp and it would command the highest price. On its own, Highrise generates multi-million dollar annual profits, so it’s very much the real deal and very attractive to a wide variety of potential suitors.
We fielded the interest, vetted the buyers, and narrowed down the field to about a dozen companies that we felt would provide a great home for our customers and fertile soil to grow Highrise to its full potential. The fit was critical – we outright rejected a few deep-pocket buyers because their plans included shuttering Highrise and rolling the customers into their existing product. That wasn’t an outcome we could live with.
The finalists were notified, we shared the prospectus, and they had a few weeks to submit their bid package and long-term plan for how they’d improve Highrise. I can’t say who was involved in the bidding, but it was some of the usual suspects (big software companies) and some unusual suspects (smaller software companies and PE firms with great track records). A healthy mix, for sure.
In the end, we couldn’t make a deal. Ultimately the sticking point wasn’t the valuation or price, it was the fact that Highrise didn’t come with a team. Everyone who worked on Highrise would be staying at Basecamp. All the serious buyers wanted the team too. No deal. We weren’t downsizing the company, we were just slimming back the product line. Everyone would be staying on board to work on Basecamp.
This meant selling Highrise was off the table. Next we turned to a spin-off. We successfully spun-off Know Your Company a few months prior, so we had some experience with this. Claire Lew was an awesome fit to take the reins and run Know Your Company, but who would be the right fit for Highrise?
A couple names came to mind, but I felt one was a perfect fit. I knew him, I knew his background, I knew people who worked with him, and I admired his energy and drive. He was a great programmer, a great product thinker, a great leader, a hell of a nice and decent guy, and he just happened to be in Chicago. We’d talked before about working together somehow, but there was never anything to do. Until now.
I dropped him an email. I heard back. And a few months later – today – we have a big deal to announce. We just signed the official papers last week. Argggg lawyers!!
Highrise is now its own company (legally it’s a subsidiary of Basecamp). Highrise will run as its own company with its own leadership, its own team, its own board, and its own budget (fully funded by customer revenues). During the transition period, Highrise will lease some infrastructure from Basecamp, but ultimately it’ll be completely self-sufficient. Plus, because Highrise is profitable, no outside money is required to get it off the ground. It’s on very stable ground right from the start.
And who’s running this new company? Nathan Kontny!
Nathan’s a Y Combinator alum (founder of Inkling & Cityposh). He was also an engineer on the second Obama for President campaign. And you may know him for his latest product, Draft. In fact, I’m using Draft to write this very announcement. It’s an outstanding product.
As CEO, Nathan will be tasked with building the team and executing his vision for Highrise. We couldn’t be happier with Nathan. Highrise is going to get a whole lot better.
What does this mean for the product and our customers? Like any transition, it’ll take some time to get up to speed, but he’s already been digging into the code, getting to know the customer base, and riffing on some ideas. There will be no interruption in service during the transition.
We couldn’t be more confident in Nathan and we’ll do everything we can to support him. If you’re a Highrise customer, we know you’ll be thrilled with his leadership, vision, and dedication to making Highrise the best it can be. If you’re not a Highrise customer, you may want to check it out once Nathan and his team hit full stride. 2015 should be a great year for Highrise.
So please wish Nathan and his team well on their new journey! Here’s to Highrise thriving again!
RELATED: Nathan wrote a story about taking over Highrise on Fast Company and a more personal story on his blog.
Clutter is taking a toll on both morale and productivity. Teresa Amabile of Harvard Business School studied the daily routines of more than 230 people who work on projects that require creativity. As might have been expected, she found that their ability to think creatively fell markedly if their working days were punctuated with meetings. They did far better if left to focus on their projects without interruption for a large chunk of the day, and had to collaborate with no more than one colleague.
Decluttering the company [The Economist]
Just took an Uber Black Car to the office today and noticed that they round down the price and make it clear on the receipt. $21.00 is definitely more luxurious than $21.71. Nice touch.
It’s incredibly hard to trace the success of any business, product, or project down to the skill of the founders. There’s plenty of correlation, but not much causation.
That’s a scary thought to a lot of people: What if my success isn’t based solely on my talent and hard work, but rather my lucky timing or stumbling across an under-served market by happenstance? What if I’m just a one-hit wonder!?
And I say, so what? So what if you are? I, for one, am completely at peace with the idea that Basecamp might very well be the best product I’ll ever be involved with. Or that Ruby on Rails might be the peak of my contributions to technology.
What about my life would be any different if I could truly trace down the success to personal traits of wonder? Even if I somehow did have a “magic touch” — and I very much believe that I don’t — why would I want to leave those ventures, just to prove that I could do it again?
Yet that siren song calls many a founder, entrepreneur, and star employee. The need to prove they’re not a one-hit wonder. That they’re really that good because they could do it again and again.
For every Elon Musk, there are undoubtedly thousands of people who left their one great idea to try again and fell flat on their faces, unable to go back to the shine and the heyday of that original success, and worse off for it in pride, blood, and treasure.
Life is short. Move on if you don’t love what you’re doing. But don’t ever leave a great thing just because you want to prove to others or yourself that you’re not a one-hit wonder.
Making stuff good is rewarding, making stuff great is intoxicating. It’s like there’s a direct line from perfection and excellence to the dopamine release. And the reverse is true as well. When you make crappy stuff, you feel crappy. No one likes to work in a broken shop on a broken stool.
So it’s hard to fault people from being attracted to sayings like “Quality is Free”. It validates the good feelings that flow from making stuff perfect, and it makes it seem like it’s a completely free bargain. Win-win and all that.
But like anything, it’s easy to take too far. Almost everything outside of life-critical software has diminishing returns when it comes to quality. Fixing every last bug, eradicating every last edge case, and dealing with every performance dragon means not spending that time on making new things.
You can make the best, most polished, least-defective saddle out there, but if the market has moved on from horses to cars for general transportation, it’s not going to save your business. And it doesn’t even have to be as dramatic as that. Making the best drum brakes is equally folly once disc brakes are on the market.
So you have to weigh the value of continuing to hone and perfect the existing with pursuing the new and the novel. This often happens in waves. You come up with a new idea, and a crappy first implementation. You then spend a couple of rounds polishing off the crap until the new idea is no longer new and crappy, but known and solid. Then it’s time to look hard at whether another round is worth it.
The bottom-line is to make that which is not good enough, good enough, and then skate to where the puck is going to be next.
I’ve always had a fascination with old. Old trees, old buildings, old people, old objects, and old businesses.
The world is constantly pushing the old out of the way to make room for the new. So if something can stand up to the world, push back, and go the distance, then there’s probably something special about it. I believe those things are worth celebrating.
Today we launch THE DISTANCE, an online magazine that celebrates one type of old thing – the old business. THE DISTANCE is about interesting private businesses that have been in business for 25 years or more.
Everyone talks about how hard it is to start a business. It is hard, but it’s not as hard as staying in business. Every business is new at least once, but very few actually survive to old age (or even adolescence). We want to celebrate those who’ve figured out the hardest thing to do in business: how not to go out of business.
Some of the businesses we’ll be covering have been in business for a hundred years or more. Some are still run by the original founder. Some are now run by a long-time employee. Some are run by the son or daughter of their father’s grandfather who founded the business way back in the day.
Every month we’ll be publishing a new article about one of these businesses to thedistance.com. We’ll introduce you to some real characters, some amazing stories, a few secrets, and the sustained blood, sweat, tears, and persistence required to keep the lights on for so many years.
Our first article is about the Horween Leather Company out of Chicago Illinois. A fourth-generation business founded in 1905, Horween makes leather the old fashioned way. As the last remaining tannery in Chicago, they’ve stood strong, learned how to survive – and thrive – in a challenging environment. They have a lot to teach us.
If you like these kind of stories, we invite you to follow @distancemag on Twitter. We’ll be sharing all sorts of things about old businesses, long-time employees, and other tidbits you may find interesting. Whenever we publish a new story to THE DISTANCE, we’ll announce it first on the Twitter feed.
So, here we go! Head over to thedistance.com to read the story of Horween Leather, the last tannery in Chicago.
And BTW, if you know of great little 25+ year private businesses that would be a good fit for THE DISTANCE, we’d love to hear about them. Could be the mom and pop shop around the corner. Could be the holdout manufacturer on the edge of town. They’re all interesting to us! Drop an email to firstname.lastname@example.org and we’ll follow up. Thanks for helping us with THE DISTANCE.