Passion and resilience: Wild's challenges of scaling a sustainability-focused business
Passion and resilience: Wild's challenges of scaling a sustainability-focused business
Fred Ward, CEO and Co-founder of Wild, discusses the journey of building a sustainable personal care brand that is changing the way we approach our bathroom routines.
Founded in 2019 by Fred Ward and Charlie Bowes-Lyon, Wild has rapidly emerged as a pioneer in the sustainable personal care market. The company’s mission is simple yet impactful: to eliminate single-use plastic and promote natural products without compromising everyday bathroom routines. We sat down with Fred to delve into Wild's origin, growth, and the challenges of scaling a sustainability-focused business.
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Where did the idea to start Wild come from?
The inspiration to start Wild in 2019 came from a strong desire to tackle the issue of single-use plastics, particularly in everyday bathroom products. Charlie, my co-founder and lifelong friend, and I recognised a gap in the market for sustainable alternatives. We saw that so many bathroom products relied heavily on plastic packaging, which often ended up not being recycled due to the way people interacted with these items. We wanted to create products that were not only functional and aesthetically pleasing but also eco-friendly.
Our mission with Wild was to inspire people to make more sustainable choices without compromising their daily routines.
Share a bit about your approach to research and development (R&D), and the partnerships that have been integral to developing a sustainable product?
R&D is at the core of Wild, and our approach is driven by a willingness to take risks and push the boundaries of sustainability. We recognised early on that innovation was key to creating the first plastic-free, refillable deodorant, and this required us to be persistent and resilient through numerous challenges. Our determination to be the first in this space meant that we encountered several failures before arriving at a successful product. That said, I’m a true believer that every failure teaches you a valuable lesson and I think that it’s important to keep on a path of continuous improvement.
Partnerships have been crucial to our R&D efforts, and we've been fortunate to collaborate with exceptional partners like Morrama, a product design agency that truly understood our vision and brand ethos. Morrama's openness to exploring sustainable design options aligned perfectly with our mission, leading to the development of our distinctive, eco-friendly packaging. Our manufacturing partner in Amsterdam has also become an integral part of the Wild family, working closely with us to refine and iterate our products. These collaborations have not only facilitated our product development but have also allowed us to maintain a commitment to sustainability and quality at every stage of our growth.
How did you go about securing funding, and what were the biggest challenges you faced?
As with any new business, securing funding was a critical step in our journey, and it was a process that required patience, resilience, and a clear vision. Initially, we self-funded the first six months of the business to validate our concept and bring something to market. Once we proved there was demand for the product, we knew we needed to invest more in R&D and expand our product offering. This led us to seek external funding, which was a lengthy process, taking about seven or eight months. We focused on raising capital from angel investors, many of whom were experienced entrepreneurs themselves. These investors believed in us as a team and shared our passion for innovation and sustainability.
One of the biggest challenges we faced during this process was conveying our unique vision to potential investors. While our mission was clear to us, it wasn’t always immediately obvious to others why Wild was different or why it had the potential to succeed. This required us to be persistent in our communication and handle rejections with grace. We had to stay true to our belief in the product and our approach, even when faced with scepticism.
The relationships I’d built during my previous roles also played a significant role in securing our initial investment, as many of our early investors were people who already knew and trusted me. Their confidence in our team was instrumental in getting Wild off the ground.
How do you maintain balance between innovation, operations, and marketing as you scale?
Right from the start we’ve prioritised building a strong foundation in each of these areas, understanding that they are deeply interconnected. Innovation drives our product development, which in turn feeds our marketing efforts by giving us unique stories to tell. However, without solid operations, even the best products can falter, so we've made sure to invest in robust systems and processes to support our growth.
One of the ways we've maintained this balance is by surrounding ourselves with a strong, experienced team that excels in these key areas. We’ve brought on board people who are experts in their field, and where this talent hasn’t been available we’ve brought in external advisors to act as mentors, helping elevate our internal teams and keep us constantly growing together.
On the whole, I’d say we are very disciplined about our priorities, making sure every innovation or marketing campaign aligns with our operational capabilities and long-term goals. It’s a delicate balance, but by staying focused on our mission and being strategic about where we invest our time and resources, we’ve been able to scale Wild in a sustainable and impactful way.
When it comes to building a high-functioning team, what is your approach and why do you think this has been so successful?
I’m really passionate about this. I wholeheartedly believe that our team is what makes Wild’s success and so my approach has been to focus on finding individuals who not only have the right skills but who also share our core values and commitment to sustainability. I believe that when people are aligned with the company’s mission, they are more motivated, more collaborative, and ultimately more effective in their roles. This alignment has been key to creating a culture where everyone is working towards the same goals, which has been crucial as we’ve scaled.
Another crucial element has been fostering a culture of transparency, open communication, and continuous learning. We’ve made it a priority to ensure that everyone on the team feels valued and heard, and that they understand how their work contributes to the bigger picture. I’ve already mentioned our mentoring scheme, and I believe that has also played a significant role in this. By providing guidance and support, we help our team members grow both personally and professionally. This investment in our people not only boosts morale and trust but also empowers them to take ownership of their roles, leading to a stronger, more cohesive team. By cultivating talent from within and creating an environment where they can thrive, we’ve been able to build a team that’s not only high-functioning but also deeply committed to driving Wild forward.
What personal challenges have you faced as a co-founder, and how have you managed them?
As a co-founder, one of the most significant personal challenges I've faced has been managing the stress and uncertainty that naturally comes with starting a business. There have been moments where it feels like the world is ending, and it can be difficult to stay calm and maintain perspective. Learning to balance these high-pressure situations has been essential – not getting too carried away when things are going well, and not letting setbacks drag me down too much. Scale-ups are a great leveller, and they’ve taught me the importance of staying measured and controlled, no matter the situation.
Another challenge has been the emotional toll that this journey can take, not just on myself, but on the people around me. It’s about keeping a sense of balance and not letting the highs and lows of the business dictate my personal life. I’ve found that surrounding myself with a supportive team, including my co-founder Charlie, has been invaluable. We've known each other for a long time, and our strong partnership has made the process more enjoyable and has helped me navigate the challenges of entrepreneurship. Staying focused on our mission and maintaining a steady, balanced approach has been crucial in managing the personal demands of leading Wild.
What advice would you give to other business leaders looking to scale their businesses?
For other business leaders looking to scale their businesses, my primary advice would be to embrace risk-taking and innovation. It's essential to continually push boundaries and explore new ideas, as the competitive landscape is always evolving. Staying ahead requires a willingness to experiment and take calculated risks, rather than becoming complacent with current successes.
Additionally, it’s crucial to focus on enjoying the journey and not letting the challenges overwhelm you. Work can be all-consuming, but maintaining a positive outlook and seeing obstacles as learning opportunities will help you stay resilient. And finally, building a robust network and seeking mentorship can provide valuable insights and support. Learning from others who have navigated similar challenges can be incredibly beneficial in overcoming your own hurdles and steering your business towards long-term success.
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