ISB: How did your background as an interior designer influence Estetika’s beginnings and is it still important to your operations now?

WS: As an interior designer, I am constantly visualising the end result and solving problems whether it’s space, storage, or how to make something both beautiful and functional. Designing a makeup bag felt natural and exciting, like stepping into a new kind of project with very familiar foundations. I thought about durability, cleanability, and timelessness, the same way I would approach designing a home. Materials always matter, how it kept its shape, how it opened to stay flat, was easy to clean and absolutely designed with recycled materials where possible and plastic free, animal kind. Most of all, I wanted to capture the emotion of how it made someone feel while using the bag and seeing it for the first time. That design-led mindset still shapes every Estetika product today.

ISB: What was it like working with your mother and daughter in bringing Estetika to life and how did they influence the brand?

WS: My mother has always been my inspiration. She raised six children and worked in many businesses from high street fashion, to owning her own takeaway shop (Barbaras Place) to working as a beautician for Ella Baché, so she understood the industry, working for herself and wanted to help bring my vision to life. My daughter was the catalyst when she couldn’t find a beautiful makeup bag to give me for Mothers Day. That sparked the idea to design something timeless, functional, and luxurious that we could not find. Together, we designed a vanity case that works beautifully whether open or closed, at home or while travelling. Exhibiting at NY Now with both my 80 year old mother and 17-year-old daughter by my side was a moment I’ll never forget, three generations, one new small Australian brand, and our first time in New York together. It was priceless.

ISB: Can you tell us how you got the attention of US retailing giant Nordstrom?

WS: Before the NY Now Trade Show, I was reaching out to buyers on LinkedIn and direct messaging/email outreach, hoping they’d visit our stand, that was my first step. We flew all the way from Australia to show we were serious, committed, and ready to stand out as experts in our category. During the show, we briefly had Nordstrom’s attention, but another founder redirected them to her booth and we missed our chance. I was gutted but believe in divine timing, so I enlisted a US-based agent who helps brands like ours connect with major retailers to become retail ready. That’s how Estetika ended up on Nordstrom’s radar, proof that presence and persistence matter and sometimes the right connections.

ISB: Why target the US market — as opposed to markets closer to home? And what’s made Estetika so successful there?

WS: The organic reach Estetika has had into the US & Canada has been incredible. Influencers have discovered us, shared the product, and reached out directly through IG & TikTok. The scale and diversity of the US market, particularly in LA, Miami, and New York, makes it the strongest growth opportunity for us right now. It aligns with our aesthetic, pace, and premium positioning. While the US is a clear focus, I’m also excited to explore expansion into the Asian and UAE markets next and I truly wholeheartedly believe Estetika has a global energy that can resonate widely.

ISB: How do you envision Estetika’s growth in the next couple of years?

WS: My dream is to grow Estetika into a global brand not just in the US, but across the UK and Europe as a leader in luxury beauty accessories. I want to push the boundaries of design and style, making our makeup bags feel like the ultimate accessory and a lifestyle upgrade. At the heart of it, I want to help more women feel confident inside and out through their daily beauty rituals. I’d also love to collaborate with an airline frequent flyer program one day and create the go-to beauty accessory for busy travelers. 

ISB: What was the most difficult lesson you’ve had to learn about business so far?

WS: The pivot from being an Interior Designer (a service-based word-of-mouth business) to a product-based business was such an eye-opener. I had hired an agency to run ads, but they weren’t effective, and the reality hit hard: no one is coming unless you bring them in and that they need to see you at least 7-10 times before they will purchase. You need to invest everything, not just money, but time, energy, and emotional resilience. Most revenue gets reinvested, so having a side income is smart in the early days. I’ve learned to be patient, to back myself, and to stay anchored through meditation and mindset work. Building a brand is deeply personal, lonely, and powerful all at once, and I wouldn’t have it any other way.

The post Q&A: How Estetika is reimagining the cosmetic bag appeared first on Inside Small Business.

Together with her husband Jake, Jess swooped in to fill the gap with a new venture: Custom Neon. The business was originally a side hustle, but has grown into a $15 million behemoth that has not only lit up the Australian market but overseas markets as well.

We talk to Jess to learn more about her business journey and the insights she has gained along the way. This story is made possible through collaboration with International Cargo Express.

ISB: How did your maternity leave fuel your interest in starting what was originally a side hustle?

JM: I founded Custom Neon quite opportunistically. My fiancé (now husband) Jake and I were looking for an LED neon sign for our son Jagger’s nursery when we noticed a gap in the market. That led me to purchase signs for our wedding, thinking I could hire them out afterward as a maternity leave side hustle. If there wasn’t much interest, I’d simply sell them – no harm done.

But things took off faster than I ever expected. I set up an Instagram page on a whim, and within three months, our hire calendar was booked out for the next year. We were also selling more than $5,000 worth of signage a week! It quickly became clear this was more than just a small maternity project, so I expanded the team, and Jake came on board as CEO. At the start, we were working out of our garage, then moved into a dusty co-working space. By 2019, we signed the lease on our first real office. That was a pinch-me moment – I knew then that something special was happening.

ISB: Given you could only afford a small amount to spend on start-up costs, how did you minimise potential risks?

JM: We started with just $500, purchasing generic signs with the mindset that if the rental side didn’t take off, we could still sell them and recover our costs. It was a low-risk way to test the market before committing to a bigger investment.

ISB: What role did market research play in the growth of the business?

Market research was instrumental. We analysed monthly search volumes for keywords related to LED neon signage and built our website around them. The demand was clearly there – LED neon was trending in weddings and events, but from our own experience, it wasn’t easily accessible. We saw an opportunity to change that. We also listed products on platforms like Gumtree and eBay to gauge demand and pricing. The positive inquiries we received gave us confidence that we were onto something.

ISB: How were you able to expand the business internationally, particularly in the US and the UK?

JM: While we had nailed our local market, expanding internationally was a challenge. That’s when we brought in partners Matt and Teresha Aird – SEO and digital marketing veterans with over 40 years of combined experience. They overhauled our website and recommended a rebrand.

Our original name, Neon Collective, had a lot of ambiguity, so we rebranded to Custom Neon – a simple, no-nonsense name that clearly described what we did. This, combined with a comprehensive SEO strategy, helped us dominate search engine rankings in an incredibly competitive space. That visibility was a game-changer, taking us from a seven-figure business to eight figures.

ISB: How does a mumpreneur like yourself balance being a business owner and a mother?

JM: Juggling a fast-growing business with three young kids is no easy feat, and after suffering burnout, I knew I had to make changes. Before Custom Neon, I was fairly carefree and unstructured, but I’ve had to become more organised and disciplined to manage both work and home life effectively. It sounds simple, but I find that planning and sticking to a routine is the best way to create balance and carve out time for myself and the things I enjoy. Structure has been key to maintaining my well-being while navigating both roles.

ISB: What is your vision for Custom Neon’s growth in the next couple of years?

JM: Custom Neon is set to continue leading in this space. The industry is getting more competitive, but that just drives innovation. We’re leaning more into our B2B audience, enhancing our product range to appeal to major businesses and retailers. Diversification and continued innovation will be our focus as we scale even further.

The post Q&A: How Custom Neon built a $15m biz with shrewd SEO and market research appeared first on Inside Small Business.

With these values in mind, Australia’s first indigenous wine brand has built a considerable presence in the United States. When former sommeliers who were now working in that import space offered an opportunity for the brand to make its presence the US market back in 2021, Mt. Yengo did not hesitate to seize such an opportunity.

Since then, Mt. Yengo has been experiencing a level of success in the US market that has grown steadily over the years. “There’s an appetite in the USA for premium quality Australian wines, especially through top restaurants and bars,” says artist and co-owner Wayne Quilliam. “The number of places our wine is now available in the US is growing and it’s all being driven by demand on the ground, from California and Texas to other states as well.”

The secret to Mt. Yengo’s US success

Quilliam believes that the secret to Mt. Yengo’s US success was its pride in its Australian roots, which aroused the curiosity of the American market.

“Australia is a bit of a mystery to average American consumers – they love us, but geographically we are far away so through our wines they are getting that unique taste of Australia in every drop,” he explains.

Quilliam further shares, “We are more than just an Australian wine brand in a crowded market; as Australia’s first Indigenous wine brand, we have a rich and cultural backstory that consumers are hungry for. From the Indigenous artwork on the bottle to the uniquely Australian flavour of the wine, the Americans are fascinated by our Indigenous culture and we are bringing that and art to the world and they love it.”

Selling in the US despite uncertainty

While Australian products like Mt. Yengo are not directly affected by the tariffs policies of the current Trump administration in the US, Quilliam admits they are still impacted by the US government’s move to increase tariffs to China.

He has however expressed optimism that the Australian government is working to ensure that Aussie businesses will not be adversely impacted. In the meantime, Mt. Yengo’s US market growth continues unabated.

“Restaurant groups are increasing their orders of Mt Yengo Wines,” Quilliam shares. “We’re seeing interest in Mt Yengo Wines really expand, so much so we are looking to head to the US ourselves to be able to meet with distributors, sommeliers, boutique bottle shops and restaurant owners.”

Quilliam estimates that up to 4,000 cases of Mt. Yengo wines could make their way to the US market this calendar year, and he is optimistic that Aussie wines will continue to strengthen and expand their presence the US for some time.

Advice to businesses looking to expand to the US

Amidst an uncertain time for international expansion, especially in the US, Quilliam advises businesses to understand and get right the dynamics of the market on the ground if they wish to successfully establish their US presence.

“The US is a huge market that differentiates not only state to state, but county to county. For us, the most important aspect has been finding the right distribution partner who shares our vision and does the best job of representing our brand,” he explains. “We have been concentrating on certain states because taking on the US as a whole is too big a fish to swallow at once.”

The post Small exporter Mt. Yengo on seizing US opportunities in an uncertain Trump era appeared first on Inside Small Business.

ISB: What makes Wild Dough different from traditional playdough?

MH: Wild Dough stands out because of its premium quality and thoughtful design for both kids and parents. Our handcrafted, Australian-made playdough is long-lasting, rehydratable, and features vibrant colours with delightful scents. It offers a superior sensory experience for children while providing peace of mind to parents with its safety and durability. By enriching playtime and promoting creativity, Wild Dough has become more than just a product – it’s a tool for joyful, screen-free learning and play.

ISB: What inspired you to build a business out of creating such a unique take on the playdough product?

MH: Wild Dough was born out of necessity and love. In 2018, as a mum juggling two little ones, I needed a reliable, engaging activity for my toddler. Frustrated by store-bought playdough that dried out too quickly and lacked softness, I created my own. Seeing the joy and independence it brought my daughter inspired me to share it with other parents. I wanted to give families not just a product but a chance to pause and enjoy life’s small moments.

ISB: What is the most challenging aspect of scaling a handmade product business, and how did you overcome it?

MH: Scaling a handmade business is all about balancing quality with growth. For Wild Dough, this meant finding ways to maintain the personal touch while increasing production. Challenges like sourcing materials and handling demand spikes required creativity and adaptability. One key milestone was securing a Victorian Government contract, which taught us to streamline operations while staying true to our values. Investing in a local team and embracing innovation has allowed us to grow sustainably.

ISB: Can you share how your product has also made its way into Victorian Government’s kinder kits?

MH: This achievement has been one of Wild Dough’s proudest milestones! The Victorian Government has recognised our Wild Dough’s exceptional quality and educational benefits, selecting it for their kinder kits four years in a row. This collaboration highlights our dedication to creating safe, Australian-made products that support children’s development. The journey to securing this opportunity wasn’t easy – the tender process was intricate and took months to complete. However, I approached it with a mindset of either winning the business or gaining invaluable insights about myself and my approach. It’s a testament to the importance of taking bold leaps in business and embracing challenges. For me, it’s never a failure – always a lesson or a success.

ISB: How do you envision Wild Dough’s growth in the next couple of years?

MH: The next chapter for Wild Dough is about going global while staying connected to our roots. We’re focused on expanding our international reach with a simplified product line for broader distribution. At the same time, we’ll continue innovating with new collections and engaging play solutions. Above all, our goal is to keep inspiring families, fostering creativity, and creating joyful moments in homes around the world.

ISB: If there is one piece of advice you can impart to someone who aspires to start their own business, what would that be?

MH: Follow your passion and believe in your vision. A business built on genuine love for what you do will resonate deeply with others. Be prepared to adapt, learn, and lean into challenges – they’re opportunities in disguise. Surround yourself with a supportive network, and don’t be afraid to think big while staying true to your values. With persistence and heart, success will follow.

The post Q&A: Molding Wild Dough’s growth journey appeared first on Inside Small Business.

“It was upsetting for all concerned, although he was fine,” Lou recounts. “The next day, Ben fashioned a makeshift Kindle holder, made of silicone.”

That homemade Kindle holder was the first prototype of the Strapsicle, Lou and Ben’s now best-selling e-reader accessory. Though the product was at first just for personal use, the couple began to consider if a wider audience could benefit from their invention.

“After we did a little online research and Lou spoke with some friends, we realised that other people would buy this too, so we decided to go to test it out,” Ben says.

What lay ahead for Lou and Ben was a serious growth journey, with Strapsicle reaching over $1 million in revenue in under two years.

Initial steps

Strapsicle was entirely self-funded from the beginning, Lou says. Both Ben and Lou invested their own savings into the business to cover essential start-up costs. Their very first investments were creating moulds for their products, building a website, and organising marketing efforts.

The couple were strategic about how they spent their limited resources, Lou says, so that every dollar bought more customers. That is, almost every dollar. The entrepreneurs also invested in protecting their brand. Many people baulk at the upfront costs of patents and trademarks, but Lou is vehement that protecting the brand is the most important investment a business can make starting out.

“The early stages of Strapsicle were a financial juggling act,” Lou says. “One of the most significant challenges we faced was getting enough sales in the door to fund ongoing marketing efforts.”

When it came to pricing, Lou and Ben started out with a competitive figure, wanting to attract customers and drive sales. They based their initial pricing strategy on a combination of factors, including the cost of production, market research, and what they believed the market could bear. In sum, the products needed to be accessible to Strapsicle’s target audience while still allowing the business to maintain healthy profit margins.

Lou reveals that she didn’t quit her day job until this February, providing her with a critical financial safety blanket. This decision meant that Strapsicle could reinvest most of its initial profits back into the business, take more risks, and focus on its long-term interest – patenting.

Growing

As the business grew and began making sales, Lou and Ben’s financial priorities shifted. Approaching their first Q4, the couple faced increased demand for their products in the holiday season. This meant they had to invest in production, and fast. Lou says they had to spend nearly $60,000 on production costs to meet the demand. It was a nerve-wracking financial commitment, with the fledgling business unsure if the holiday season’s sales would justify their investment.

“Fortunately, our efforts paid off,” Lou reveals, “largely thanks to the profits we had generated from our Amazon sales. This gave us the confidence to push forward, and our well-executed Black Friday strategy helped us recoup the costs quickly.”

Over time, as the brand grew and the products became more established, and as they increased the product value through better packaging, Strapsicle was able to increase its prices slightly without hurting sales, Lou says.

As the business grew, Strapsicle shifted its attention to international markets. Launching internationally turned out to be a critical move. In particular, Lou calls the launch on Amazon in the US one of the biggest causes of Strapsicle’s rapid growth. Within just seven months of the launch, the company skyrocketed to six-figure monthly revenue. Lou says the growth was fuelled by key shopping events like Prime Day, Black Friday, and the holiday season.

As Strapsicle is an accessory to the Amazon-owned Kindle, launching on the platform provided Lou and Ben with a ready-made consumer base. It also allowed them to scale the business quickly and reach overseas markets without greatly increasing overheads or managing fulfilment themselves.

Amid the raging success on Amazon, Strapsicle invested heavily in driving external traffic to its listings on the platform. Lou says the strategy not only boosted sales, but enhanced organic rankings, increasing visibility on the platform and attracting even more customers.

Marketing as an investment

Lou and Ben were calculated with their marketing budget from the beginning. They encountered setbacks early and quickly learnt from them, Lou explains.

“We initially overspent on Facebook Ads, thinking that paid advertising would be our primary driver of sales,” she says. “But when our page was suddenly shut down, we realised the dangers of relying too heavily on one marketing channel. This experience taught us the importance of diversifying our marketing efforts and not putting all our eggs in one basket.”

Strapsicle focused heavily on organic marketing strategies, such as influencer product gifting and affiliate partnerships, to much success. At little to no cost, these strategies generated a substantial amount of sales, built brand awareness, and created more genuine connections with the target audience.

“The authenticity of these marketing methods resonated with our target audience, and the return on investment was much higher [than on] traditional paid advertising,” Lou says.

As of this year, the entrepreneur says that she has started investing more in content creation. This has already shown a significant return, she says.

Current state

Last year, Lou set herself a goal. Once Strapsicle could match her day job’s salary for six consecutive months, she would resign to focus on her business full time.

“This goal was important to me because it provided a clear benchmark for success and ensured that the business was financially stable before I took the leap,” Lou says.

By last December, after a particularly successful Black Friday, Lou had arrived at her benchmark. The sales Strapsicle generated during this period not only matched but exceeded her day job’s salary, giving her the confidence to make the transition. In February, Lou officially went full time with Strapsicle, and hasn’t looked back.

“The decision to leave my day job was a milestone, but it was also a natural progression as the business continued to grow and thrive,” she says.

Lou says two factors were the key to Strapsicle’s growth: building the Amazon US marketplace business and a passionate community of raving fans. Lou says the business’s fans played a role in spreading the word about Strapsicle, driving organic growth, and fuelling momentum as the company continued to scale.

Next steps

Strapsicle’s ultimate goal is to become an eight-figure business within the next five years, Lou says. Lou and Ben have a few strategies up their sleeves to get to that point.

Firstly, they want to replicate their success with US Amazon across other global marketplaces. Lou sees untapped potential in markets like Europe and Asia, and says Strapsicle is already in the process of establishing a presence in these regions.

Secondly, they’re looking to target big retail in key markets around the world.

“We want Strapsicle to be synonymous with e-reader accessories, and we think that partnering with major retailers will help us achieve this,” Lou explains.

Finally, the entrepreneur says Strapsicle will continue to optimise its website and increase traffic through various digital marketing strategies. Lou notes that the website is a crucial part of the business, and she and Ben are constantly working to improve the user experience, increase conversion rates, and drive more sales.

Last year, when ISB previously interviewed Lou, she revealed another driver behind her passion for Strapsicle: The product was making a big difference in the lives of people with disabilities.

“Recently, someone with cerebral palsy sent us a message of thanks, and that was so touching,” Lou revealed to ISB’s Karl Aguilar. “Honestly, it makes our purpose behind this business much more powerful. We had no idea about this before we started. To know that we can actually make people’s lives better because they can read again…It really drives us to keep going.”

This article first appeared in issue 46 of the Inside Small Business quarterly magazine

The post Every money move that built Strapsicle’s Kindle-accessory empire appeared first on Inside Small Business.

High heels had always been a source of empowerment and confidence for Sherel, and Lobo’s convertible shoe came from a desire to balance fashion with practicality.

“Racing around the city for meetings, I often faced the dilemma of choosing between fashion and comfort, or having to carry a spare pair of shoes,” Sherel says.

Convertible heels were a market-first in Australia. This meant the product had to be designed from scratch – the first hurdle, Sherel says. The challenge was designing a sole that could accommodate the differences in foot posture between heels and flats.

“The challenge was finding the right balance,” Sherel explains. “If the sole was too flexible, it would snap; too rigid, and it wouldn’t support the arch.”

Sherel opted to manufacture her shoes in Europe – she says the craftsmanship there is renowned for its quality. Unfortunately, she found that European machinery was not as advanced as what was available closer to home, in China. Many of the European manufacturers that Sherel approached told her that her idea was “impossible”, or even “going against fashion”.

Moreover, Sherel was confronted by vast cultural differences with the overseas manufacturers. She says she worked with factories in Italy, Spain, Portugal and Turkey – all of whom had different approaches to work, scheduling and communication. The entrepreneur also met her fair share of male-dominated factories, where there was little respect for women.

“The language barrier was one thing, but the cultural differences were even more daunting,” Sherel says. “It was the polar opposite of how we do business in Australia.”

As if cultural differences and the logistical challenges of creating a brand-new product weren’t enough, Sherel describes facing further barriers while finding a manufacturer for Lobo. Firstly, travel became restricted during the COVID-19 pandemic. Secondly, the entrepreneur was scammed by agents who falsely claimed to have a factory. It wasn’t until she flew over to meet them, Sherel says, that she realised the factory did not exist.

Despite the myriad setbacks, Sherel eventually launched Lobo this year. When asked how she overcame her original issues designing the shoe, Sherel says that perseverance was key. Together with Australian engineers and the European factories’ input, she worked on “countless” iterations of her market-first heel over three-and-a-half years. The cost of development was steep. Each prototype cost anywhere from $50,000 in tooling, Sherel says. She relied on a mixture of R&D grants and selling her belongings to bootstrap the business. After what Sherel described as many failed attempts, she and her team developed their own innovative sole, which they’ve now patented.

Overcoming the cultural barriers between herself and the European manufacturers was a similarly difficult task, Sherel recounts.

“I had to lean into the culture instead of resisting it and letting frustration take over,” she explains.

Sherel worked hard to nurture her relationships with her Portuguese manufacturers. She quit her job and moved to Portugal, learnt to love local food and drink, and even pretended to take up smoking to get quality time with the factory owner multiple times a day. Over time, she gained respect.

“These people quickly became family, and Lobo started to accelerate as a result,” Sherel says.

When asked what advice she would give to other entrepreneurs launching an unconventional product, Sherel recommends tuning out the naysayers.

“If your gut and heart are on fire telling you something must be done, don’t let anyone convince you otherwise,” she says.

Instead, work with people you trust, who believe in your idea, or who have walked a similar path, Sherel says. Avoid agencies, she adds. Instead, bring in freelancers or internal help as soon as possible – experts if possible. The entrepreneur also highlights the importance of fostering your own passion for your product – this helped her get investors on board and raise capital.

“Forget about rigid timelines, and if you think you know the amount you need to start, expect it to take much more,” Sherel says. “If we had known how hard it would be, we might never have begun – so just start, and enjoy the journey.”

This article first appeared in issue 46 of the Inside Small Business quarterly magazine

The post How Lobo tackled manufacturing challenges to make an Australia-first convertible heel appeared first on Inside Small Business.

“My son, Adam, had previously started an online business using a dropship model in the home category in 2011, for which I helped him with the business’s technical, financial and marketing aspects,” David relates. “By early 2014, we identified that a pure play online retailer using a dropship model was unsustainable unless scaled substantially.”

It was then they decided to look towards furniture as a means to scale the business. The father-and-son team first trialled Scandinavian-designed furniture manufactured to their specifications in Adam’s prior business, resulting in an immediate and incredibly positive response. This would lead to the establishment of the business IconByDesign, which was launched in 2015, and the opening of two physical stores in Sydney and Melbourne.

IconByDesign was founded on the principles of authentic design based on a clean, minimal, timeless and elegant Scandinavian mid-century aesthetic. The brand has a focus on sustainable and artisan manufacturing, solid wood and sustainable materials, at a price point that overcomes the challenges of Australian manufacturing and global brand distribution infrastructures. Staying true to these principles has helped the business achieve a great deal of success in such a short period.

With IconByDesign’s burgeoning success in Australia, David and Adam were thinking of what could be next for the business, with the idea of expanding overseas looming large in their minds. “We have known since the start that our offering and business model are received well, and Adam and I wanted to explore other markets to continue the growth trend of IconByDesign,” David explained. Eventually, they set their sights on the US market, for the potential to achieve success while focusing on a single market.

Anticipating the challenges ahead, David sought advice on the specifics relating to business establishment, legal framework, selection of business locations, tariffs and tax structures, business systems and processes, supply chain and warehouse operations, and marketing relationships. “We initially engaged with a consulting firm to validate the requirements for launch of the business and quickly pivoted to identifying key suppliers for our US business,” he relates. “We could lean on them for support around what was needed to use each of their services and ultimately launch into this new market.”

Another challenge for the pair was deciding where to open their first showroom in the US, as they knew very well from their Australian experience the importance of physical stores to support the online business. “One gets a multiplier effect between online and physical stores [because stores provide] our customers the opportunity to experience our furniture in person before purchasing. This is an important part of the customer journey when purchasing high-quality furniture,” David explains. It was decided that the first store would be located in the Los Angeles area. It took over a year to secure the specific location at the HD Buttercup Design Center in Culver City.

There is also the challenge of ensuring a consistent brand experience in both the Australian and US retail markets, as the pair recognises the need to be mindful of the different market requirements and cultures of each location. For this, IconByDesign ran different marketing campaigns and used different language to articulate the brand in each market. “For example, to align with the Southern Californian clientele, we referred to our products as ‘Australian Coastal’ as opposed to Scandinavian, as we found this better resonated in the US market,” David shares.

Over the past year, the brand has undergone an alignment across the two markets and now bears a consistent brand appearance and experience in both markets. “It has been a great learning and growth exercise for IconByDesign as a whole,” David says.

“We were able to execute a refreshed brand and store layout that has worked well in the US market and we are bringing this back to our Australian business and retail stores. Having a US operation provides natural hedging, since we purchase in US currency and we gain an advantage due to greater volume.”

With a consistent identity in place and having achieved success in both Australia and the US, IconByDesign is looking towards further growth. On the Australian front, the business is looking to solidify its position in the market, with plans for a third Australian store next year. In the US, the brand looks to further establish its presence in the key California market, with plans to open more stores as the market recovers.

“We are also focusing on growing our product range and the depth of our offering, so we are very much looking forward to the next few years of growth for IconByDesign,” David adds.

This article first appeared in issue 46 of the Inside Small Business quarterly magazine

The post Going global before growing local: IconByDesign’s journey appeared first on Inside Small Business.

With the partnership, Austrade and Asialink Business, which is hosted by the University of Melbourne, will leverage their combined expertise and networks to deliver comprehensive support to Australian businesses, with a strong emphasis on building capability and awareness of markets in Southeast Asia and South Asia. 

Austrade and Asialink Business will jointly engage in a range of initiatives under this partnership, including: 

• Awareness and Knowledge Building: Austrade and Asialink Business will hold joint campaigns, events, as well as publish the Asialink Business Doing Business Guides—accessible via Austrade’s Go Global Toolkit—to equip Australian businesses with essential insights for success in Asia. 
• Capability Uplift: Asialink Business’s targeted learning programs will provide upskilling to businesses, will build a pipeline of Asia-ready exporters, accessible via Austrade’s trade mission programs and promoted widely through Austrade’s digital channels for maximum reach and impact. 
• Ecosystem Collaboration: Austrade and Asialink Business will activate a robust partner network, including state trade agencies, industry bodies, business councils, and diaspora communities to foster greater capacity within Australia’s trade ecosystem.

Austrade acting CEO Daniel Boyer stated, “We are focussed on helping Australian businesses build their knowledge and capability in key sectors across Asia, including in the digital and green economies, agrifood, consumer goods, and education. This partnership will help more businesses, faster, to understand the value and enormous opportunity of Asia, particularly in Southeast and South Asia, as Australia strengthens its economic ties with the region.” 

“The MOU reflects a shared vision for Australia’s economic future, fostering an Asia-capable business community that contributes to national prosperity by building lasting ties with our closest neighbours,”  Boyer added.

Asialink Business CEO Leigh Howard said, “Asialink Business is delighted to partner with Austrade to support Australian businesses’ growth ambitions in Asia. This partnership is an exciting opportunity for Asialink Business to elevate our impact by aligning with Austrade’s scale and reach.” 

“By combining the strengths of two trusted organisations, we’re not just providing tools and resources, but creating a connected pathway that builds confidence, capability, and success for Australian businesses in Asia. Together, our practical and accessible insights and programs will empower Australian businesses to navigate the complexities of Asia, unlocking the region’s immense potential and supporting growth ambitions for businesses across every stage of their export journey,” Howard added. 

The post New program to help build capabilities of SMEs for Asian expansion appeared first on Inside Small Business.

The brand was originally conceived in 2014 as a side hustle with a $2,000 investment, Dale and Shaun packing orders in a shed. But the brand grew remarkably within ten years and is now a prominent brand in the golf industry. It has established a presence worldwide and a following especially among young golfers.

ISB: What motivated you to transform Golf Gods into what it is today, beyond its beginnings as a side-hustle?

DS: The journey of Golf Gods from a side hustle to a full-blown brand was all about passion and a bit of cheeky ambition. It all started when we noticed that Instagram was lacking in fun golf content. After some late-night chats over a couple of beers, we realised we could fill that gap and bring something fresh to the game. We were inspired not just to sell gear, but to build a community of golf lovers who enjoy the sport as much as we do. We wanted to create a vibe that’s all about having a laugh, making memories, and embracing the lifestyle that comes with golf.

ISB: How do you set out to make your products appealing to the Gen Z market which forms a significant part of your customer base?

ST: We focus on merging contemporary fashion with traditional golf apparel, creating a style that resonates with younger golfers. By prioritising trendsetting designs and individuality, we ensure our products reflect the unique identities of our customers both on and off the course. We also align with pop culture and leverage social media to build a vibrant community of young golfers who appreciate our laid-back, non-traditional approach (i.e. GolfHub, Gilmore). With over 25 per cent of our customer base aged 18-25 and significant growth in our youth-oriented apparel lines, it’s clear that this strategy is resonating with Gen Z.

ISB: How important are partnerships or collaborations with other brands in the growth of the business?

DS: Partnerships and collaborations help us reach new audiences and boost our visibility in ways we couldn’t do on our own. By teaming up with established brands, athletes and influencers in the golf world, we not only expand our reach but also bring fresh ideas and creativity to our products. Plus, working with respected names in the industry gives us more credibility and reinforces our position as a leader in modern golf fashion.

ISB: What drove you to bring the brand to overseas markets?

ST: We saw that our stylish, unconventional golf gear wasn’t just a hit in Australia; there was a real buzz around modernising golf fashion worldwide. By venturing into international markets, we wanted to reach more golfers who were looking for fresh, relatable designs that break away from the typical corporate vibe. Social media made it super easy to connect with potential fans around the globe, helping us build a community that vibes with our vision. Expanding internationally also allowed us to innovate and bring in diverse cultural influences, making our brand even richer.

ISB: What was the most challenging aspect of bringing Golf Gods to overseas markets and how did you overcome it?

DS: One of the biggest challenges we faced was figuring out the different tastes and preferences of golfers in other countries. What works in Australia doesn’t always hit the mark elsewhere, so we needed to really understand what local audiences were after. To tackle this, we did some research and connected with local communities through social media and events (i.e. Waste Management). That helped us get a better feel for what people wanted, allowing us to adjust our marketing and products to fit their vibe. Logistics and distribution were another hurdle. We worked on streamlining our supply chain and teamed up with reliable local distributors to make sure our customers had a smooth experience. By staying flexible and open to feedback, we turned those challenges into opportunities and found success in the international market.

ISB: What is next for Golf Gods in the next couple of years?

ST: We want to roll out more exciting product lines that capture the latest trends while staying true to our fun vibe. Connecting with the golf community is a big priority for us, so we’ll be engaging more online and at events to build those strong relationships. We’re also looking to dive into new international markets and collaborate with brands and influencers that share our passion for shaking up golf fashion. Plus, we’re committed to expanding our women’s range to cater to the growth of women’s golf. We’ve also just dropped our new podcast “Tee Baggers” talking about all things e-commerce, entrepreneurship and golf. Overall, we’re excited to keep pushing boundaries, celebrating golf as a laid-back and inclusive sport, and bringing our unique style to even more golfers around the world!

The post Q&A: Golfing fashion redefined with Golf Gods appeared first on Inside Small Business.

The fundraising round, spearheaded by Global Mind Agriculture Australia (GMAA), TTC AgriS’ venture capital arm, can assist in enhancing East Forged’s production capacities and expand into important Asian markets such as Japan and South Korea. 

The company also intends to expand into luxury retail stores, boutique cafes, and online platforms that cater to consumers looking for high-quality, health-conscious products.

“This investment will enable us to scale our operations and reach new markets while staying true to our core mission of offering consumers a healthy, premium tea experience,” said Tania Stacey, co-founder of East Forged. 

“The craft tea movement is gaining momentum globally, and we’re thrilled to be at the forefront of that change.”

First launched in 2020 by Kym Cooper and Tania Stacey, East Forged offers iced cold brew tea with no added sugars, colours, or artificial flavours.

The ready-to-drink cold brew tea is available throughout Australia at Harris Farm, some IGAs, and WHSmith locations. 

According to the business, the addition of nitrogen infusion at the canning stage distinguishes East Forged from competitors in the market since nitrogen adds “unique creaminess and luxurious mouthfeel to the tea, providing a sensory experience that is rare in the iced tea market.” 

This story first appeared in our sister publication Inside FMCG

The post East Forged secures $1.5 million to expand globally appeared first on Inside Small Business.