Starting A Brand With A Fully Remote Team

Interview with Kaiane Designs founder Kayane Mahrejian.

Kaiane Designs: https://www.instagram.com/kaiane_designs/

Esteban: To start, can you give us a brief introduction for our listeners and viewers about who you are and the story behind your brand?

Kaiane: Sure. My name is Kaiane. I'm Armenian, but I've spent most of my life in Lebanon, a real melting pot of East and West which has heavily influenced my approach to fashion. I graduated as a civil engineer and worked in construction for a long time. In 2016, I moved to Saudi Arabia, which was a controversial place at the time. As I adapted, I noticed the unique concept of femininity in their culture. When Saudi Arabia started empowering women, I wanted to contribute to that movement. In 2019, I began designing pieces to help Saudi women transition from traditional black and white attire to more colorful, expressive styles. Thus, C Design was born as an inspirational project to bring modern, stylish clothing to women in Saudi Arabia, encouraging freedom of expression and empowerment.

Esteban: That’s a compelling story. How did you tangibly get started with the brand? What were those early days like?

Kaiane: Initially, I was in Riyadh and wanted to create garments that were both modern and fit for the Saudi market, like long cardigans. Our first collection launched in September 2019, just before COVID. During the pandemic, we focused on setting up the company properly, designing prototypes, and building our infrastructure. It was a period of intense work, but we kept going because we believed in our vision. As an engineer, I emphasized a well-structured foundation, creating our website and social media presence meticulously.

Esteban: So, you were laying down the foundation with the website and products. How about production and going to market?

Kaiane: It was progressive. While working on a mega project like Neom, I incorporated sustainability into our business. We minimized production stock and focused on variety, moving from caftans to dresses and eventually to haute couture. We always maintained sustainability as a core value, using local artisans and tailors to ensure intimate, quality craftsmanship. Prototypes were made in Dubai under my supervision before moving to mass production in Beirut and Turkey.

Esteban: Interesting. How did you finance everything early on? Was it self-funded?

Kaiane: Yes, it was all self-funded. I continued working in construction, which provided the financial support needed for the brand. My construction career has reached a point where it works for me, allowing me to balance both roles. Recently, we took out a loan to support further expansion, but initially, it was all from personal savings.

Esteban: Given your analytical background, how did the variables in the brand-building process evolve from early on to now?

Kaiane: Early on, it was all about the vision. I enjoyed designing and selling locally, but as we tasted success, more variables came into play. For instance, when our PR agent suggested we participate in New York Fashion Week, we had to create a collection for it, which was a new challenge. Initially, it was about laying the foundation, but now it’s about scaling with structured seasonal collections and international expansion. We’ve hired a management consultant with fashion experience to help put more rigid structures in place for future growth.

Esteban: What were the early signs of momentum for you?

Kaiane: Brand awareness was key. When we participated in New York Fashion Week with 30 garments, the exposure was tremendous. Magazines loved us, and we were part of trendsetting blogs. This validation showed us that we had something unique to offer, which encouraged us to keep going.

Esteban: How did you bridge the gap between awareness and actual sales?

Kaiane: That’s the hardest transition. Our products are luxury items, so they need to be experienced in person. We found that working with agents who already have networks of loyal buyers was more effective than pumping money into ads. PR and sales agents work in synergy to introduce our products to the right markets. We’re signing a contract with a shop called Doors in the US, which aligns with our brand concept of emerging talent and uniqueness.

Esteban: Why not focus all efforts locally in the UAE market?

Kaiane: The UAE market is small and operates differently. People here are driven by storytelling and purpose behind the brand. It requires personal investment and presence, which we’re considering for the future. For now, our focus is on markets like the US, where we see greater potential for growth.

Esteban: Transitioning to your remote operational model, what motivated you to adopt this structure?

Kaiane: Flexibility, cost efficiency, and the ability to work with the best talent globally. By hiring experts remotely, we maintain a lean organizational structure. Our service providers are incentivized based on results, creating a performance-driven culture. It’s about trusting the right people to deliver quality work while managing everything remotely.

Esteban: What are the pros and cons of this remote model?

Kaiane: The main advantage is operational flexibility and cost efficiency. We can hire top talent from anywhere, incentivize them with performance-based contracts, and maintain a lean structure. The downside is that great talents might eventually start their own ventures, but it’s a natural part of growth. You need to be adaptable and constantly find new experts as the business evolves.

Esteban: How do you approach goal setting in your business?

Kaiane: I never plan beyond two years due to the fast-changing market and technological advancements. We set realistic, achievable targets based on thorough market analysis and continually reassess progress. For instance, we break down our annual sales targets by hero products, marketing strategies, and production capabilities, ensuring every aspect of the business is aligned towards achieving those goals.

Esteban: That’s a comprehensive approach. Before we wrap up, what specific advice would you give yourself if you had to start over?

Kaiane: Do more homework on the business side from the beginning. I started with a passion for design but didn’t focus enough on the financial and operational aspects. If I could do it again, I’d be more disciplined with spending and approach it with a business mindset from day one. That would have saved time and resources.