Uniform Industry News

The Soles4Souls mission is simple – provide shoes to the world's neediest inhabitants. This straightforward approach has made it one of the most popular charities of our time, winning the praise of many in the entertainment and sports world, and the backing of corporate sponsors. "We do what we know; we get and give shoes," says Elsey.

Soles4Souls got its start in the wake of the Asian tsunami in December 2004. "As I watched the television coverage, I saw a shoe floating in the debris, and it bothered me," he recalls. "I just knew I had to do something." While many preferred writing a check, Elsey, a shoe industry veteran, was compelled to do more. He called a few colleagues and asked if they would partner with him to donate shoes to the relief effort. Together, the team sent over 25,000 pair of shoes to victims of the disaster. When Hurricane Katrina struck the gulf coast in 2005, the group responded again, but realized the need for shoes transcended any one catastrophe. Soles4Souls officially incorporated as a 501(c)(3) in February 2006.

To date, Soles4Souls has given away over 3 million pair of shoes, about one pair every 17 seconds. Over 96 percent of the donated footwear winds up on someone's feet. The remaining are recycled, used in playgrounds and arenas across the country. Shoes have been distributed in over 40 countries and across 5 continents, anywhere there is need. Some of the footwear has even wound up in the United States, in the country's most blighted neighborhoods.

Lowney initially began his journey of selling his product from town to town along the eastern seaboard, potential customer to potential customer, until his gadget took hold. And indeed it did. From there, it was a small step to add the product of shoulder cords, each cord being handmade, even today. Shoulder cords inspired citation cords, shoulder knots, epaulettes, and the selling of braid, itself—flat, soutache, edge cord, and the rounded tubular. Lowney focused on what he felt were basic stock colors (custom dyed colors became available upon request) as he broadened his clientele to include schools and marching bands, hotels and theatres, police, postal, and security uniforms. The creation of the Lowney braid business was on its way.

Twenty-year old son George abandoned his job in a grocery store and eventually took over the firm, maintaining his father's original goals and standards while growing the business at the same time. Moving out of the garage, Grip-Flex currently boasts 15,000 square feet of braiding machines and inventory, as well as over 40 employees who at once do the hands-on work, and assist with customer service in the front offices. It is one of two braid houses that remain in the United States today.

Think about establishing clear goals that will address two areas of need. Ask the question about the quality of the decision- is it the right one for these times and market circumstances? And can you be assured of continued commitments and support from key stakeholders who have an interest in your future success? This group would include your employees, managers, lenders, vendors and clients. Are your plans devised to serve the long term and short term interests of the enterprise? Consider and devise methods in advance to resolve issues and conflicts that you may imagine can occur. What will be the impact? Be ready with your back up plan B and C if you can. Use these times of course corrections to increase your intellectual knowledge base and learning's so that you may strengthen your chances for greater future success. If you've already paid a price, get the benefit of that investment and don't pay the same price twice.