Allbirds' Zero-Carbon Shoe Launch

The co-founder and chief innovation officer of the Nasdaq-listed sneaker brand reflects on how his previous career in sports prepared him professionally and personally for leading a company through both the highs and the lows. 

Background:

When Tim Brown stepped away from his role as co-chief executive at Allbirds in May, the footwear retailer that he co-founded seven years ago was losing its sheen as the sustainability-focused direct-to-consumer darling that once enraptured investors. Its first full-year results since its Nasdaq flotation in November 2021 revealed a series of setbacks, from a poorly executed expansion into adjacent products like apparel to losing relevance with its core customers, leading to net losses of $101.35 million. The testing of Allbirds’ team since the IPO has often seemed relentless yet, according to Brown, it’s an opportunity to draw on inner strengths to excel as a leader. 

“[R]ising and falling is just a part of the journey,” he wrote in a recent post on LinkedIn in which he also shared an article by a team of business reporters that laid bare Allbirds’ challenges. Rather than criticising the article, he said he saw it as a reminder that “you are never as good or as bad as they say you are (this helped me a lot during my football career), and that all of my best work has come when I've been written off.”

This week on The BoF Podcast, Brown speaks with BoF founder and editor-in-chief Imran Amed on how his journey from the football pitch to the corporate boardroom has shown him why leaders of young brands like him need to keep a resilient entrepreneurial mindset even in adversity.

Key Insights:

• The football pitch served as a training ground to cope with “an even more pressurised environment as an entrepreneur,” Brown said. “Sport teaches you to trust the process and to hold a long-term view, knowing that in the fullness of time that hard work usually is rewarded,” he said.
• Brown believes entrepreneurs need to find time to take stock, even if it means not working “100%” all of the time. “The most important thing that I've learned as an entrepreneur is not to confuse hard work with the right work.” he said. “You have the ability to maintain your focus on something for a longer period of time by just pulling back a little bit. And that space allows you the perspective to see something for what it is, which is a journey with steps forward and steps back.”
• When reflecting on the setbacks Allbirds has faced in recent times, Brown said that instead of searching to understand what he could have done differently, he wants to look forward. The key now, he said, is “get really, really clear on the things that we do better than anyone is the process that we're in.”

Additional Resources:

• Tim Brown on Allbirds’ Sustainable Footwear Revolution: Allbirds co-founder and co-CEO discusses how his high-risk strategy has created a sustainable brand that is disrupting the established footwear market.
• The Rise and Fall of Allbirds: The sneaker brand's comeback plan includes refocusing on its core consumer and a carbon-negative shoe.

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