running game

Houston entrepreneur levels the playing field for female runners with new activewear line

Debbie Mercer, a Houston entrepreneur, has designed articles of clothing to empower female athletes. Photo courtesy of Zip Hers

It was race day for avid marathon runner, Debbie Mercer. She and her race pack got up early on a brisk winter's day in Chicago, Illinois, piling on warm layers over their compression tights, to run the Chicago Marathon.

Miles into the race, Mercer and her friends made a pit stop at the portable bathrooms. The female runners stood in long lines, awaiting their turns to do their business behind closed doors, while their male friends resorted to quickly and discreetly ducking behind the porta-potties, or finding nearby trees. Precious time ticked by as the women watched their male counterparts continue the race.

"I remember thinking 'I wish there was some way that we could do that too,'" Mercer recalls.

The Houstonian created Zip Hers, an activewear brand that has a full-length zipper lining the bikini area of each pant, to accommodate on-the-go women. The Zip Hers concept and design was intended to level the playing field for women and men when it comes to competitive sports.

"If we're wasting time on a bathroom break and they're not, that holds us back…Maybe it's our little tiny contribution to women's equality. We just really want to help women be the best that they can be," Mercer says.

From full-length pants and tights, to 3-inch compression or loose shorts, Zip Hers has established an array of products suitable active women. However, it was a long and winding road to producing such innovative, high-quality products that could be competitive in such a vast industry of activewear, according to Mercer.

Zip Hers in the making

Photo courtesy of Zip Hers

Mercer kicked off prototype production in 2016. She jumped around to various designers and manufacturers, turning away samples that didn't quite fit her vision for the product. Part of the challenge, Mercer describes, was finding a manufacturer who could manipulate stretch and non-stretch fabric in high-quality ways. Maintaining maximum comfort and a sleek design were challenges when the new variable of a zipper was thrown into the mix.

"It took us a while to get the zipper design perfect so that it would fit well and have a design that was comfortable," Mercer says. "We had to find the right manufacturer to find the skill to make these. We found one in Dallas and one in Houston."

Through trial and error, the Zip Hers design team produced a smooth design that coexists seamlessly with the delicate areas that sit around the zipper. They created a custom-made zipper pull, an invisible, thin disk embossed with the Zip Hers logo.

"Women can easily grab it when they're squatting, and don't have to struggle to find it… you can't even tell that a zipper is there. It's very sleek," Mercer says. "They're all handmade. We have to have special fabric for the panels and…have to have special machines to get the seams just right."

By September 2019, the Zip Hers prototype was finalized and officially launched via the company's online retail site.

Game changers

Photo courtesy of Zip Hers

Zip Hers products, the first of their kind, are sure to change the game for female marathon runners, hikers and any other outdoor activity fanatics, Mercer says. With so many athletic brands available on the internet, Mercer hopes that Zip Hers' innovative approach to active wear, and the unique opportunity they offer to women, will help set the brand apart.

"We really don't see any other products out there like ours…As far as apparel goes, we're the only one," Mercer says.

Since launching last year, Zip Hers has watched their clientele expand with predominantly long distance runners and adventure goers. With the 'athleisure' trend on the rise, they're also seeing more women buying leisurewear for yoga classes, or indoor casual use. Mercer says that she hopes Zip Hers will continue to expand to reach female fishers, hunters, climbers, and even first responders, so that women never have to take off their duty belts.

From various race-day experiences of waiting in long bathroom lines as precious time ticks by, to when nature calls during outdoor activities involving co-ed company, Mercer confronted women's realities by proposing an empowering solution for women.

"Ultimately, it gives women a choice. What's more empowering for women than the power to choose what's best for them?" Mercer says.

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Building Houston

 
 

Gaurab Chakrabarti, the CEO and co-founder of Solugen, shared his entrepreneurial journey on the SXSW stage this year. Photo courtesy of the Greater Houston Partnership

At a fireside chat at SXSW, a Houston founder pulled back the curtain on his entrepreneurial journey that's taken him from an idea of how to make the chemicals industry more sustainable to a company valued at over $2 billion.

Gaurab Chakrabarti, the CEO and co-founder of Solugen, joined the Greater Houston Partnership's Houston House at SXSW on Monday, March 13, for a discussion entitled, "Building a Tech Unicorn." In the conversation with Payal Patel, principal of Softeq Ventures, he share the trials and tribulations from the early days of founding Solugen. The company, which has raised over $600 million since its founding in 2016, has an innovative and carbon negative process of creating plant-derived substitutes for petroleum-based products.

The event, which quickly reached capacity with eager SXSW attendees, allowed Chakrabarti to instill advice on several topics — from early customer acquisition and navigating VC investing to finding the right city to grow in and setting up a strong company culture.

Here are seven pieces of startup advice from Chakrabarti's talk.

1. Don’t be near a black hole.

Chakrabarti began his discussion addressing the good luck he's had standing up Solugen. He's the first to admit that luck is an important element to his success, but he says, as a founder, you can set yourself up for luck in a handful of ways.

“You do make your own luck, but you have to be putting in the work to do it," Chakrabarti says, adding that it's not an easy thing to accomplish. “There are things you can be doing to increase your luck surface area."

One of the principals he notes on is not surrounding yourself with black holes. These are people who don't believe in your idea, or your ability to succeed, Chakrabarti explains, referencing a former dean who said he was wasting his talent on his idea for Solugen.

2. The co-founder dynamic is the most important thing.

Early on, Chakrabarti emphasizes how important having a strong co-founder relationship is, crediting Solugen's co-founder and CTO Sean Hunt for being his "intellectual ping-pong partner."

“If you have a co-founder, that is the thing that’s going to make or break your company,” he says. “It’s not your idea, and it’s not your execution — it’s your relationship with your co-founder.”

Hunt and Chakrabarti have been friends for 12 years, Chakrabarti says, and, that foundation and the fact that they've been passionate about their product since day one, has been integral for Solugen's success.

"We had a conviction that we were building something that could be impactful to the rest of the world," he says.

3. Confirm a market of customers early on.

Chakrabarti says that in the early days of starting his company, he didn't have a concept of startup accelerators or other ways to access funding — he just knew he had to get customers to create revenue as soon as possible.

He learned about the growing float spa industry, and how a huge cost for these businesses was peroxide that was used to sanitize the water in the floating pods. Chakrabarti and Hunt had created a small amount of what they were calling bioperoxide that they could sell at a cheaper cost to these spas and still pocket a profit.

“We ended up owning 80 percent of the float spa market,” Chakrabarti says. “That taught us that, ‘wow, there’s something here.”

While it was unglamourous work to call down Texas float spas, his efforts secured Solugen's first 100 or so customers and identified a path to profitability early on.

“Find your niche market that allows you to justify that your technology or product that has a customer basis,” Chakrabarti says on the lesson he learned through this process.

4. Find city-company fit.

While Chakrabarti has lived in Houston most of his life, the reason Solugen is headquartered in Houston is not due to loyalty of his hometown.

In fact, Chakrabarti shared a story of how a potential seed investor asked Chakrabarti and Hunt to move their company to the Bay Area, and the co-founders refused the offer and the investment.

“There’s no way our business could succeed in the Bay Area," Chakrabarti says. He and Hunt firmly believed this at the time — and still do.

“For our business, if you look at the density of chemical engineers, the density of our potential customers, and the density of people who know how to do enzyme engineering, Houston happened to be that perfect trifecta for us," he explains.

He argues that every company — software, hardware, etc. — has an opportunity to find their ideal city-company fit, something that's important to its success.

5. Prove your ability to execute.

When asked about pivots, Chakrabarti told a little-known story of how Solugen started a commercial cleaning brand. The product line was called Ode to Clean, and it was marketed as eco-friendly peroxide wipes. At the time, Solugen was just three employees, and the scrappy team was fulfilling orders and figuring out consumer marketing for the first time.

He says his network was laughing at the idea of Chakrabarti creating this direct-to-consumer cleaning product, and it was funny to him too, but the sales told another story.

At launch, they sold out $1 million of inventory in one week. But that wasn't it.

“Within three months, we got three acquisition offers," Chakrabarti says.

The move led to a brand acquisition of the product line, with the acquirer being the nation's largest cleaning wipe provider. It meant three years of predictable revenue that de-risked the business for new investors — which were now knocking on Solugen's door with their own investment term sheets.

“It told the market more about us as a company,” he says. “It taught the market that Solugen is a company that is going to survive no matter what. … And we’re a team that can execute.”

What started as a silly idea led to Solugen being one step closer to accomplishing its long-term goals.

“That pivot was one of the most important pivots in the company’s history that accelerated our company’s trajectory by four or five years," Chakrabarti says.

6. Adopt and maintain a miso-management style.

There's one lesson Chakrabarti says he learned the hard way, and that was how to manage his company's growing team. He shares that he "let go of the reins a bit" at the company's $400-$500 million point. He says that, while there's this idea that successful business leaders can hire the best talent that allows them to step back from the day-to-day responsibilities, that was not the right move for him.

“Only founders really understand the pain points of the business," Chakrabarti says. "Because it’s emotionally tied to you, you actually feel it."

Rather than a micro or macro-management style, Chakrabarti's describes his leadership as meso-management — something in between.

The only difference, Chakrabarti says, is how he manages his board. For that group, he micromanages to ensure that they are doing what's best for his vision for Solugen.

7. Your culture should be polarizing.

Chakrabarti wrapped up his story on talking about hiring and setting up a company culture for Solugen. The company's atmosphere is not for everyone, he explains.

“If you’re not polarizing some people, it’s not a culture,” Chakrabarti says, encouraging founders to create a culture that's not one size fits all.

He says he was attracted to early employees who got mad at the same things he did — that passion is what makes his team different from others.

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