Introduction
Don and Matilda, the founders of STAX, have built a remarkable inclusive athleisure brand that has grown to over $50 million in revenue. Starting in Perth, Australia, they created the first company in the country to size from extra extra small to 4XL, making inclusivity the core of their mission. In this insightful Q&A, they share their journey of building an inclusive athleisure brand, the challenges they faced, how they expanded into retail despite initial hesitations, and how they balance being business partners and married couple.
Founder Success Story QnA
What are the key pivotal moments in your childhood that made you the people you are today?
Don: In year two or three, there was a basket raffle where I would go door-to-door selling raffle tickets and always win. This taught me confidence. I was only six or seven in South Africa, and the neighborhood probably hated me every year around that time because I would hound people, but it was a profound memory that built my confidence.
Matilda: Both my parents were school teachers, and I was taught to have a safe job. That was drilled into me. My background before STAX was recruitment, and I wanted to be my own boss but really relied on a safe corporate job. That shaped how I see things now. Don is more of a dreamer, and I kind of bring him back to reality. It’s a good balance.
What is STAX and what’s the mission of the business?
Matilda: STAX is a premium athleisure brand we started here in Australia. We’re the first company in Australia to size from extra extra small to 4XL, which is a 20-size run (size 4 to size 24 Australian). Inclusivity is at the core of our mission and values. It was an important mission for us because we realized not everyone could walk into a shop and find what they wanted in lifestyle, athleisure, fitness, and wellness. The market was segmented for a certain category of people – ready fit people – and we were hearing commentary about people feeling isolated from going to the gym or feeling cool while training because brands weren’t caring for inclusivity across the entire spectrum.
From a logistic standpoint, having a wide range of sizes must be challenging. What was that challenge like?
Don: There are challenges on both sides of production and inventory management. The public is very vocal about brands needing to be inclusive and sustainable, but for small brands, it’s virtually impossible to find manufacturers willing to support small MQs (minimum quantities). Big brands could do it but didn’t because it affected their margins, while small brands were trying but factories wouldn’t support them. Till and I fought hard to find great suppliers that would be able to meet our needs and grow with us. The challenge was there wasn’t data showing what the size curve should be when ordering, so we got into a lot of trouble with ordering incorrect sizing across the schools because now we have nine size school runs in one product.
How do you gauge which sizes to get more frequently?
Don: Time and data will teach you. In the early days, when STAX really kicked off, we would sell collections on pre-sale with an 8-week wait, and we did incredible amounts of units. We weren’t dictated by having to have stock in hand; we sold it on pre-sale, letting the market dictate the size curve, and then we placed the orders. As the brand and demand scaled, we changed our approach. For the first 5-6-7-8 years, we were just winging it, guesstimating the ordering process based on intuition and some data. But when you break into different areas of the market, you realize it’s different. Some people aren’t going to like certain products in extra extra small or 4XL, or you under-order smalls and mediums. It’s a massive challenge. We’ve recently connected with software that helps predict that, but you still need reference data from consumers, and when entering new markets, the whole machine changes because people shop so differently.
What at the time felt like the biggest challenge in the early days?
Don: The challenges never go away; only the zeros on the other side change. The early days were about navigating how to scale and grow this machine. It was easier to build a brand back then because you weren’t chasing metrics or scale or having to feed so many people at the table or support so many jobs. The pressures today versus back then are so completely different and complex, but fundamentally, when you take a step back, the problems feel the same. I always share this with our staff: the most successful businesses in the world solve problems. Our job is to find problems and provide solutions, and when we figure that out, we’re successful. Then just when we figure that out, we reach a new set of problems to navigate.
How big is the team today?
Matilda: We’re around 150ish, including the retail team. That’s a lot of mouths, a lot of personalities, but a lot of great humans. We’re blessed with the people we’ve surrounded ourselves with. Staff in our closed circle have been with us for years, and when we put a job ad up for our new stores, within 24 hours we have 1,000 applicants.
How do you cut through in a competitive market?
Matilda: It’s our community. We have such an incredible community that we’ve fostered and nurtured from day one. When I met Don in Perth, he already had that community side. He was selling T-shirts and messaging people on Facebook (not Instagram back then). Perth has always been very community-focused, and people support local brands. Don nurtured that, and when I came into the business, I learned to build community with him. Today, our Facebook group has about 55,000 active members. Someone posted recently about a top she’d had for eight years that finally went through the dryer for the last time. She’s been with us the whole journey. We’re so lucky our community has been so strong since day one.
Don: I always teach the team the difference between brand and business. It takes years to build a brand. When you close your eyes and associate Nike or Adidas, you can identify in your vision what that brand is. We’ve been around for 10-12 years, before most brands we see today. We play the long game, staying very clear on who we are as people behind the brand and who we want to create the brand for. We haven’t deviated from that. There are periods where we lose ourselves a little, but we have SOS meetings and elevate the brand again. You can’t control economics or the ambition of young people, but you have to stick to what makes your brand your brand over a long period. It’s a compounding effect.
As a new team member entering your business, how do you convey the message of who you are and what you stand for at STAX?
Don: The disadvantage of what we’ve created is that it’s dependent on Matilda and my leadership. We spend a lot of time working with our senior team to develop and collaborate on the brand’s message so they can take it to the next level. We’ve built a brand deck that anyone can read and flip through to identify with the brand. The hard part is conveying that message to staff member 151 that I haven’t met yet. Matilda and I still go to every single store opening and have meaningful conversations with staff about what we want the brand to be. It just takes time in coaching, training, and standing by what you want.
Matilda: We work really hard with our internal team, many of whom have been with us for a long time. They started in customer service or packing in the warehouse and grew with us, so they’ve seen firsthand our values. They’re great representations of us, which helps when working with so many people. What we put out is the same as what we are internally.
In the world of business, who do you look out for for external inspiration?
Don: I listen to a lot of podcasts. I wouldn’t say I take direct inspiration, but I pick up little bits that make a meaningful impact. Business is hard on mental health. We’ve had incredibly tough times and dark moments that affect mental health, so I focus on podcasts and audiobooks that help correct mindset. For creativity, I love studying fashion, design, and art. My job has two parts: the COO boring stuff and the creative direction like design, concept, branding, and marketing. I separate those two.
Matilda: We’ve been very closed off in the last 8-9 years, not connecting with many founders or experts. Now we’re working on an advisory board with experts who have done what we’ve done. We’re like kids again at the table, realizing we don’t have all the answers. We’ve learned to leave our ego at the door and be open to learning. Being able to sit with people who are ahead of you and realizing they’ve gone through similar challenges is comforting. A problem shared is a problem halved.
How did you think about who to put in your advisory board?
Don: You have to ask yourself what problems you need to solve in your business right now. People often overcapitalize and overcomplicate what their hierarchy should be. You don’t need chief executives of everything when starting out. For us, it started with a CFO advisor, connected through conversations. The people you need aren’t advertising themselves on Google; they come up in conversations. We put ourselves out there, left our ego at the door, and were open-minded. You have to be honest with yourself and where you are in your journey. When there’s a problem you can’t solve, don’t have an ego about it; find help.
Matilda: I’ve done the opposite – brought in expensive people thinking they would solve our problems, but it didn’t work until I found through connections and vulnerability someone who became our CFO, who then connected me with others. The people I’m speaking to now have taken businesses from 50 million to a billion. They’re not going to be on Google or promoting themselves, but you have to put it out into the universe. Something will happen from our engagement and relationships today that will lead to something in years we don’t even realize.
Tell me about your decision to go into retail and what you’re learning through the process.
Don: Retail for us started as a fluke. I remember sitting with my senior team and saying, “I hate retail; we’ll never do retail.” The team still jokes about it because my growth in business started working at Foot Locker. E-commerce was doing well, and we built the brand on community engagements, events, and fashion shows. We wanted to do an activation, present our collection in a space, and invite people. Instead of renting a venue, we found a leasing spot for a good price. We opened a pop-up shop for what was supposed to be 4 days. The day we opened, torrential rains in Sydney, we had a line of about 1,000 people. I think we did $100K that day. That store ended up staying for 3 years.
Matilda: We originally wanted a space where people could see the collection, but we realized if they want to see it, they probably want to buy it there. It grew from there. We play the long game and work on a variable process – anything you pop up must come down with the least cost. We built this model over 3 years, tested it, opened pop-up shops in Melbourne and Perth, and got comfortable. Last year, we did our first long-term leases. The transition into retail is also strategic because the online space is ridiculously competitive, and customer acquisition costs are through the roof. Being in a Westfield gives us great value, and we’re getting more new customers than ever before.
How do you guys balance being founders, Don and Matilda, and being in married mode?
Matilda: We’ve learned our roles in the business. We didn’t find our relationship in the business; we were already together and dating with different lives and interests. When STAX started, I didn’t really want to participate, but I became passionate about it, and we bonded over it. We have boundaries – weekends aren’t spent doing STAX work. I do a lot of the PR and front-facing stuff (the “glossy stuff”), while Don does the CEO business stuff. When something good happens, we celebrate together; when something bad happens, we both have a bad day. There are pros and cons, but we’re very lucky we can celebrate and mourn together.
Don: STAX wouldn’t exist if it wasn’t for us doing it together. I wouldn’t have the drive and passion to continue doing it. Most husbands and wives work hard for their families, and building this brand together has been for our family. There’s an understanding because sometimes we’re working 14-15 hour days. A relationship won’t survive if one party is working that much, but because we’re doing it together, it works. Fundamentally, STAX wouldn’t be as successful if it wasn’t for us doing it as a team.
Looking back at the 12-year journey, what are you most proud of?
Matilda: I’m proud of where we are now, the growth we’ve had, not just business-wise but internally as humans. We’re able to adapt to any challenges thrown at us. Don is a problem solver – anyone in the office can go to him with a problem, and he’ll have a solution. We’re problem solvers together. Everything thrown at us, we can handle because at the end of the day, we have each other. STAX wouldn’t be what it is without the team that Don and I are. I’m excited about the next version of us, which will be even better because we’re taking everything on board and learning so much.
Don: I’m proud of our relationship as husband and wife, which is the most important thing in our lives. I love the business, the brand, and the people, but the most important thing is our relationship. If that doesn’t work, nothing else matters. The world has humbled us a lot in the last year. Our lifestyles have changed; we’ve become more simple as humans. I’ve seen young people who’ve gone through what we’ve gone through lose touch with the world, economics, and themselves. We realize we’re just babies with so much to learn. When you sit across from people who’ve done incredible things, you get a reality check, which we all need from time to time.
Don and Matilda Business Stats
Don and Matilda have built STAX into a thriving inclusive athleisure brand with impressive business metrics. Their journey from selling T-shirts in Perth to operating 12 retail stores nationwide showcases their remarkable growth and business acumen. Below are some key statistics about their business success.
- Founded over 10 years ago in Perth, Australia
- Currently operating 12 retail stores across Australia
- Team of approximately 150 employees including retail staff
- First company in Australia to offer sizes from XXS to 4XL (20-size run)
- Revenue exceeding $50 million annually
| Metric | Value |
|---|---|
| Business Age | 10+ years |
| Number of Retail Stores | 12 |
| Team Size | ~150 employees |
| Size Range | XXS to 4XL (20 sizes) |
| First Day Pop-up Sales | $100,000 |
| Facebook Community Members | 55,000+ |
Don and Matilda Method
The founders of STAX have developed a unique approach to building an inclusive athleisure brand that combines community engagement, strategic retail expansion, and consistent brand values. Their method has evolved over their 10+ year journey, adapting to challenges while staying true to their core mission.
- Community-first approach: Building and nurturing a strong community from day one through personal engagement
- Inclusive sizing: Offering the widest size range in Australia (XXS to 4XL) as a core brand differentiator
- Strategic retail expansion: Starting with pop-up shops to test markets before committing to long-term leases
- Long-game mentality: Focusing on brand building over years rather than quick wins
- Advisory board development: Seeking guidance from experienced entrepreneurs who have walked their path
Don and Matilda Tools
Don and Matilda leverage various tools and strategies to manage their growing inclusive athleisure brand. From inventory management systems to community engagement platforms, they’ve adopted technology solutions that align with their business needs and brand values.
- Facebook Community: A platform with 55,000+ members for engaging with customers and building brand loyalty
- Pre-sale Model: Using pre-orders to gauge demand and manage inventory for new collections
- Brand Deck: A comprehensive guide that communicates the brand’s identity and values to team members
- Size Prediction Software: Recently implemented to help forecast size curves and optimize inventory
- Advisory Board: A network of experienced entrepreneurs providing guidance and strategic advice
Key Notes
Throughout their journey of building an inclusive athleisure brand, Don and Matilda have gathered valuable insights that any entrepreneur can learn from. Their experience highlights the importance of staying true to your mission while being adaptable to market changes and business challenges.
- Business challenges never disappear; only the scale of those challenges changes as you grow
- Building a brand is a long-term endeavor that requires consistency and patience
- The most successful businesses solve real problems for their customers
- Community engagement is a powerful differentiator in a competitive market
- Having a partner who shares your vision can provide both support and accountability
- Remaining humble and open to learning is crucial regardless of your success level
Get Started in Just 5 Steps
Inspired by Don and Matilda’s journey of building an inclusive athleisure brand? Here are five key steps they recommend for entrepreneurs looking to start their own successful business in the fashion or retail space.
- Identify a genuine problem in the market that you’re passionate about solving
- Start small and test your concept before scaling – consider pop-up shops or pre-sale models
- Build and nurture a community from day one through authentic engagement
- Stay true to your core values and mission, even as your business grows and evolves
- Seek guidance from experienced advisors who have faced similar challenges
Conclusion
The journey of Don and Matilda in building an inclusive athleisure brand demonstrates the power of identifying a market gap, staying true to your values, and adapting to challenges along the way. From their early days selling T-shirts in Perth to operating 12 retail stores across Australia with a team of 150, their story is a testament to what’s possible with determination, strong partnership, and a customer-centric approach. Their commitment to inclusivity has not only differentiated their brand but also created a loyal community that continues to fuel their growth. As they continue to evolve and learn, STAX stands as an inspiring example of how businesses can thrive while making a positive impact in their industry.