I still owned 100% of it, and we were still delivering on our promise to give a pair of shoes to someone in need for every pair sold, but I felt disillusioned.My days were monotonous, and I had lost my connection to many of the executives who were running daily operations.Mycoskie realized that a desire to sustain hypergrowth had pushed the company away from its mission.So he took a sabbatical to figure out the future of TOMS and his role in it.
He dedicated a lot of time to private contemplation, but he also spoke regularly with his executive coach, entrepreneur friends, and business nonprofit leaders he admired.
(To this day, some people are puzzled when they meet me, because they’re expecting a guy named Tom.) My polo instructor, Alejo, and I persuaded a local shoemaker to help us make a more fashionable version of the our first shoes were a “minimum viable product.” They had glue stains on them, were in Argentine rather than U. sizes, and didn’t always fit the same from pair to pair; but they were just good enough to test the concept among my friends in Los Angeles.
My goal was to sell 250 pairs so that I could give away 250 pairs in Argentina.
The start-up he’d founded six years earlier had grown into a global company with more than 0 million in revenue, and it was still delivering on its promise to donate a pair of shoes for every pair sold, but Mycoskie felt disillusioned.
His days were monotonous, and he had lost his connection to many of the executives in charge of daily operations.