Adel Sajan

I give them confidence that because if I, you know, and I fast forward, like now we're close. They told me they're like, the second they announced they were to leave in six months because they're like, oh, you know, now the chairman's son is here. What value do I have? So-

I give them confidence that because if I, you know, and I fast forward, like now we're close. They told me they're like, the second they announced they were to leave in six months because they're like, oh, you know, now the chairman's son is here. What value do I have? So-

So I wanted, basically I wanted to run the company professionally, not as a family run business, but of course have my involvement, open up the doors, you know, be them as a support system, be them to fight their battles, but let them fight it. So that was very important. And two years, oh my God, from 2012 to 2014 was so hard. But we took some really tough decisions.

So I wanted, basically I wanted to run the company professionally, not as a family run business, but of course have my involvement, open up the doors, you know, be them as a support system, be them to fight their battles, but let them fight it. So that was very important. And two years, oh my God, from 2012 to 2014 was so hard. But we took some really tough decisions.

So I wanted, basically I wanted to run the company professionally, not as a family run business, but of course have my involvement, open up the doors, you know, be them as a support system, be them to fight their battles, but let them fight it. So that was very important. And two years, oh my God, from 2012 to 2014 was so hard. But we took some really tough decisions.

That was a time when we're like, okay, let's turn the, how do we turn this around?

That was a time when we're like, okay, let's turn the, how do we turn this around?

That was a time when we're like, okay, let's turn the, how do we turn this around?

I'll tell you. So what we did was number one was shut down half our stores. where we didn't see a silver lining. Number two was rebranded our concept from Bill Maher to Danube Home. Number three was we stopped all local purchase. So I said that everything that we import, everything that we sell has to be imported. So our gross margins go up, better control on stock.

I'll tell you. So what we did was number one was shut down half our stores. where we didn't see a silver lining. Number two was rebranded our concept from Bill Maher to Danube Home. Number three was we stopped all local purchase. So I said that everything that we import, everything that we sell has to be imported. So our gross margins go up, better control on stock.

I'll tell you. So what we did was number one was shut down half our stores. where we didn't see a silver lining. Number two was rebranded our concept from Bill Maher to Danube Home. Number three was we stopped all local purchase. So I said that everything that we import, everything that we sell has to be imported. So our gross margins go up, better control on stock.

Hired some retail professionals, fixed our warehousing and logistics, made sure we have like top tier racking.

Hired some retail professionals, fixed our warehousing and logistics, made sure we have like top tier racking.

Hired some retail professionals, fixed our warehousing and logistics, made sure we have like top tier racking.

We had about 11 and we came down to six. Okay. But then we also added a couple of more locations. We were like then back to eight. But then interestingly enough, So at that time, you know, our store, one was like 2,000 square feet, one was 20,000 square feet, one was 10,000 square feet. There was no science behind why we opened.

We had about 11 and we came down to six. Okay. But then we also added a couple of more locations. We were like then back to eight. But then interestingly enough, So at that time, you know, our store, one was like 2,000 square feet, one was 20,000 square feet, one was 10,000 square feet. There was no science behind why we opened.

We had about 11 and we came down to six. Okay. But then we also added a couple of more locations. We were like then back to eight. But then interestingly enough, So at that time, you know, our store, one was like 2,000 square feet, one was 20,000 square feet, one was 10,000 square feet. There was no science behind why we opened.

That was a problem. So we had building people running retail. So I changed that. I added the retail people on board, fixed all the issues that we had. And I remember it was in And I came up with this new concept called Danube Home, where the store size would be 60 to 100,000 square feet.

That was a problem. So we had building people running retail. So I changed that. I added the retail people on board, fixed all the issues that we had. And I remember it was in And I came up with this new concept called Danube Home, where the store size would be 60 to 100,000 square feet.

That was a problem. So we had building people running retail. So I changed that. I added the retail people on board, fixed all the issues that we had. And I remember it was in And I came up with this new concept called Danube Home, where the store size would be 60 to 100,000 square feet.