I was standing at my closet on an average Tuesday, reaching for my favorite silk blouse, when I hesitated. Again. I was working as a trader at RBC, my first job out of university, and I had a new wardrobe for my professional career. But after commuting and long days in the office, my silk blouses would be stained with sweat, and the dry cleaning bills were adding up. That moment of hesitation made me realize something ridiculous: I was saving my best clothes for occasions that might never come.
This wasn’t just about a shirt. The clothes we wear impact how we feel, and I was letting sweat stains and dry cleaning costs dictate my confidence.
When I searched for a solution—something invisible and comfortable I could wear under my clothes—I found nothing. Women’s intimates offered tank tops and camisoles that were great for layering but didn’t actually keep clothes clean. Athletic brands had performance fabrics, but they were bulky and showed through necklines and sleeves. Men have had undershirts for years. Women didn’t have anything comparable. So I decided to create one myself.
Start with a pain point and ask every question that comes to mind
The best businesses start with a pain point—especially when you are your consumer. You understand the mindset from day one and can develop something that truly solves the problem. And here’s what I’ve learned after building Numi for more than a decade: There’s never only one person with a problem. The more niche your product, the more specific you can be about the solution you’re providing.
When starting Numi, I had zero experience in retail or fashion. I was a history major who became a trader. I didn’t even know another entrepreneur before launching Numi. But I did know how to do an in-depth Google search. I found factories in New York, showed up in person, and got a lot of nos. Most asked what company I was from. When I said I didn’t have one yet, they’d show me the door.
Finally, I found a partner willing to help me design our first prototype. They asked me to bring an example, but nothing like what I wanted existed. So I brought a Lululemon shirt and said, “Like this, but not like this at all.” The neckline needed to be different, the sleeve had to lie flat against the arm, there needed to be a sweat shield for extra protection—there were all these small details I had to figure out as I went.
The number one thing that got me through was asking questions and not being afraid to say I didn’t know something. I’d ask: What’s a prototype? Can you explain that? What’s a tech pack? What do you need from me? You need hang tags—do you know a supplier? I built our entire supply chain through asking questions and getting referrals, slowly building my network one conversation at a time.
Ship at 99% good rather than waiting for perfection
The product we launched on our 2014 crowdfunding campaign (which raised more than $30,000) wasn’t perfect. It had a second layer of fabric to absorb moisture and deodorant, but it didn’t have the technical fabric we use now. By the time we shipped, I already knew we could make it better.
But it still solved the problem. It still added value. And if you’re waiting for everything to be perfect, you’re never going to launch.
There’s this concept called “the gap”—the space between where you are now and where you want to be. The more you learn and develop, the bigger that gap becomes. The product in your hand today might be 99% good, not the absolute best you could make, because you’ve learned along the way. But you need to get it to market. You can evolve.
Every brand you admire does this. They launch version two, version three. They’re always iterating because the world gets better, materials improve. That’s not failure—it’s growth.
Control your message and product education directly
When I started, I followed the traditional wholesale model. I’d pack up my sample bag and drive around to boutiques across the US. But I realized I was spending 80% of my effort on wholesale while 80% of our revenue came from direct to consumer.
Around 2017, we went exclusively online and started investing in Meta ads. We saw almost 400% growth that year. The shift wasn’t just about numbers—it was about controlling the education journey. In retail, I was relying on salespeople to explain what an undershirt was, why someone needed it, how to style it. And if a salesperson walks up to you and starts talking about sweating, your first instinct is to say, “That’s not me,” and walk away.
Online, someone scrolling through their phone at night sees an ad about sweat stains and thinks, “Yep, that’s me.” It’s anonymous, it’s safe. We can take them through the entire journey—here’s the problem, here’s the solution—without any social stigma. Meta ads are still the best avenue for scale, especially if you have a clear problem-solution fit.
Building email early is another critical piece I wish we’d leaned into sooner. You can talk to your consumer exactly where they’re at, whether they’ve abandoned their cart or they’re going through your welcome flow. You’re educating them on who you are, what you’re doing, why you’re doing it.
Keep your product line tight and learn from every mistake
Inventory is probably one of the most difficult aspects of building an apparel brand. Look at the success stories—Spanx started with one pant, Lululemon had its hero product, True Classic began with one t-shirt. If you have something you can sell season after season, you’re not bound by tight selling windows.
We started with domestic manufacturing, which let us do smaller runs and get payment terms that helped with cash flow. We could buy fabric and adjust cuts based on actual demand. One style would take off unexpectedly while another wouldn’t, and we could pivot.
But I learned quality control the hard way. Once, the lycra content in our fabric was wrong—the shirts literally didn’t stretch. We couldn’t even get them on. I had an entire production run I couldn’t sell. Another time, the yarn tension was too tight and the garments were unwearable. Now we have strict testing protocols. Every fabric goes through testing. We get what’s called “top of production” samples—one of each size in every color and style—before anything ships.
Customer feedback helps us iterate, but it’s a balance. If one person complains, don’t change your whole line. Most people only write reviews when they’re unhappy. I rarely write reviews myself unless something’s wrong. So when feedback comes in, we pay attention to trends, survey other customers, and figure out if a change would actually improve the product or disappoint loyal fans.
Build community before you need it
If I could go back, I’d join a coworking space immediately instead of trying to save money working alone. I’d find consultants and contractors with deep experience from day one—they can cut years and dollars off your learning curve, and you don’t need them full-time. You can hire them on a project basis.
Being a solo founder can be lonely. When I was at RBC, my colleagues were a big part of my social life. As a founder, everything’s on your shoulders. You need to build that mastermind group, whether formal or informal, where you can learn from people who’ve been there.
It doesn’t matter if they’re in your industry. If you’re direct-to-consumer, we’re all facing the same problems. The solution might need tweaking for your business, but the tools and feedback you get from other founders will help you build faster and stronger.
Every day, there’s going to be a problem. That’s what makes us better, what makes us stronger. It has to energize you rather than defeat you. You don’t need to figure out the next 10 years today—just figure out what’s going to take you one step closer to launching, one step closer to solving the problem you’re facing.
I still read customer reviews on the hard days. Women write to us saying they wear color now when they used to only wear black. They feel confident in meetings. They’re not thinking about keeping their arms down or staying in the shadows. We’re solving something that might seem silly—it’s just clothing—but it addresses real anxiety. If we can empower someone to feel comfortable and confident so they can focus on what really matters, that’s what keeps me going.
Watch Michelle’s full interview on Shopify Masters to discover negotiation tips and strategies for locking in the best suppliers and manufacturers for your business.
