James Reed

I hope someone out there is listening and will put you forward.

Yeah, I think that's clearly.

So what I'm hearing though is the importance and the respect you show for your suppliers.

You know, lots of people sort of

I feel you see suppliers in a sort of quite transactional way and, you know, treat them like widgets and try and push the price down.

And you've got a different kind of relationship, which has served you really well, which is basically a partnership.

You trust them.

They trust you.

No, it's not good.

It's so important that you can trust each other.

In my business career, I've observed some clients we've really partnered with and others have preferred a master-servant relationship, which I never liked much because I don't think it's as creative or productive as the type of relationship you describe, where you can keep improving together and come up with better results for everybody.

Yeah, I think that's a really smart message that is useful for any business to pick up.

Treat your suppliers properly, form a partnership with them, and you'll do better than if you don't.

Now these are competitors.

Would be competitors.

And scuttled out.

Yeah, so that's good.

They've got your back.

I mean, you are in the world of fashion, which is famously sort of unpredictable, right?

Does that trouble you?