Heather Hasson

Yes, that was actually, it was really funny. Funny now. It's funny now. Probably not funny then. It was then because we didn't have any money, so it was not funny. Yeah, so our first production run. So it took me about a couple of years to actually design our fabric. And then, you know, I did our first production run. And at the time, right, I'm chasing mail trucks. I'm sitting in hospitals.

Yes, that was actually, it was really funny. Funny now. It's funny now. Probably not funny then. It was then because we didn't have any money, so it was not funny. Yeah, so our first production run. So it took me about a couple of years to actually design our fabric. And then, you know, I did our first production run. And at the time, right, I'm chasing mail trucks. I'm sitting in hospitals.

I'm selling out of hospitals, right? That's how we sold, right? In front of it. I sat there and I sold right in front of a hospital, in front of an ER, seven in the morning and seven at night. Oh, so that's really interesting.

I'm selling out of hospitals, right? That's how we sold, right? In front of it. I sat there and I sold right in front of a hospital, in front of an ER, seven in the morning and seven at night. Oh, so that's really interesting.

How were you doing sales? So in the beginning, we didn't have Square. So that didn't exist yet. Right. So we just had cash. Yeah. No one was tapping their phone. No tapping. We didn't have any tapping. I wish we did. But it was just cash. And I hired folks from Craigslist just to stand next to me. So I can be like, here's the male, right? And here's the female, right?

How were you doing sales? So in the beginning, we didn't have Square. So that didn't exist yet. Right. So we just had cash. Yeah. No one was tapping their phone. No tapping. We didn't have any tapping. I wish we did. But it was just cash. And I hired folks from Craigslist just to stand next to me. So I can be like, here's the male, right? And here's the female, right?

And I would also bring like hot chocolate, like a little thing of hot chocolate or coffee from, you know, Starbucks has those. Yeah, the jug, like the carriers. Yeah, the jugs.

And I would also bring like hot chocolate, like a little thing of hot chocolate or coffee from, you know, Starbucks has those. Yeah, the jug, like the carriers. Yeah, the jugs.

So just take that. Like it was... Scrappy. Very, very. But people were just handing me cash. Wow. And we started getting... And I didn't actually know at the time, but we started getting inquiries saying, these pants don't fit right. And I'm like, okay, that was one email, then another email, then another email. I think this, you know, something about a package.

So just take that. Like it was... Scrappy. Very, very. But people were just handing me cash. Wow. And we started getting... And I didn't actually know at the time, but we started getting inquiries saying, these pants don't fit right. And I'm like, okay, that was one email, then another email, then another email. I think this, you know, something about a package.

And then they started sending photographs of the pants, these men. And I'm like, okay. And I'm like, wait a second, what's going on? Why are men sending, you know, pictures of their front of their pants? Like what's happening here? So then I go look. And I checked production and we sewed the women's front panel onto the men's back panel.

And then they started sending photographs of the pants, these men. And I'm like, okay. And I'm like, wait a second, what's going on? Why are men sending, you know, pictures of their front of their pants? Like what's happening here? So then I go look. And I checked production and we sewed the women's front panel onto the men's back panel.

So the inseam is tiny, very, very, very short, not comfortable for a dude at all. Right. And so that was a massive production miss. How much did that end up costing you? What did you do with all of it? We didn't have any money, so I had to unsew everything.

So the inseam is tiny, very, very, very short, not comfortable for a dude at all. Right. And so that was a massive production miss. How much did that end up costing you? What did you do with all of it? We didn't have any money, so I had to unsew everything.

Yeah, yeah. I'm like, okay, we have to redo it. So I literally unsew all the pants. Yeah, unstitched it all and reconstructed them. Unstitch every single thing. And whatever we can salvage, we salvaged. But, you know, at that time, I really thought this was like our demise because I'm like, I screwed up royally. Yeah.

Yeah, yeah. I'm like, okay, we have to redo it. So I literally unsew all the pants. Yeah, unstitched it all and reconstructed them. Unstitch every single thing. And whatever we can salvage, we salvaged. But, you know, at that time, I really thought this was like our demise because I'm like, I screwed up royally. Yeah.

And it was actually, it was a funny thing, but it made us really pay attention, obviously, to production. And ever since that incident, our production is our lifeline. It's our North Star. Our quality control is now probably the best in the world. We have so many checks in all our facilities. It's state-of-the-art. So I'm glad it happened when we were... At the beginning.

And it was actually, it was a funny thing, but it made us really pay attention, obviously, to production. And ever since that incident, our production is our lifeline. It's our North Star. Our quality control is now probably the best in the world. We have so many checks in all our facilities. It's state-of-the-art. So I'm glad it happened when we were... At the beginning.

I want to say 350 at headquarters.

I want to say 350 at headquarters.

Honestly, I still am in the minutia. I mean, so I'm not CEO anymore of FIGS. I stepped aside about two and a half years ago. But I still do think I'm in the minutia. And I think that's the key to success sometimes. I think you have to ebb and flow from zero feet, right, boots on the ground, all the way to 60,000 feet. And you have to be able to do that in the same day, sometimes in the same hour.

Honestly, I still am in the minutia. I mean, so I'm not CEO anymore of FIGS. I stepped aside about two and a half years ago. But I still do think I'm in the minutia. And I think that's the key to success sometimes. I think you have to ebb and flow from zero feet, right, boots on the ground, all the way to 60,000 feet. And you have to be able to do that in the same day, sometimes in the same hour.

And even when I hire folks... I like to see if they're capable of doing that because it's a really hard skill set to master, but I think it's key for success.

And even when I hire folks... I like to see if they're capable of doing that because it's a really hard skill set to master, but I think it's key for success.

So I think we are fortunate in the position that we are in a uniform business, right? So we could have a long shelf life if we need to, right? So it doesn't go out of style. We're not going to go out of style.

So I think we are fortunate in the position that we are in a uniform business, right? So we could have a long shelf life if we need to, right? So it doesn't go out of style. We're not going to go out of style.

And if we do, we buy a smaller run. So if something is on-trend, we buy, you know, obviously a smaller run of that. And we buy specific, too, of something if we believe, for example, wide leg, right? If we know that in Texas, wide leg's going to be more popular, we just kind of focus on that region for that specific style. Yeah.

And if we do, we buy a smaller run. So if something is on-trend, we buy, you know, obviously a smaller run of that. And we buy specific, too, of something if we believe, for example, wide leg, right? If we know that in Texas, wide leg's going to be more popular, we just kind of focus on that region for that specific style. Yeah.

But I think going back to the colors, that has to be innate and it has to come from within. Like I had a real issue with the colors in hospitals. So what was a hospital standard of color really bothered me. Why? I didn't like the mix. I think something should be, let's say we have a graphite and our graphite's heathered. Heathered is dyeing 50% of the yarns and not dyeing the other 50%.

But I think going back to the colors, that has to be innate and it has to come from within. Like I had a real issue with the colors in hospitals. So what was a hospital standard of color really bothered me. Why? I didn't like the mix. I think something should be, let's say we have a graphite and our graphite's heathered. Heathered is dyeing 50% of the yarns and not dyeing the other 50%.

So it gives a softer gray look. And it feels more textured and multidimensional. Yeah. So I think in order to elevate healthcare professionals, they can't have something that's flat, right? And that's this boring standard gray that blends in, you know, it's just... Drab. Yeah. So that was a big issue for me. And the hospitals pushed back for many, many, many years. And I said, okay.

So it gives a softer gray look. And it feels more textured and multidimensional. Yeah. So I think in order to elevate healthcare professionals, they can't have something that's flat, right? And that's this boring standard gray that blends in, you know, it's just... Drab. Yeah. So that was a big issue for me. And the hospitals pushed back for many, many, many years. And I said, okay.

It's not going to come from the top down, but it will come from the bottoms up. And that's how we built our business from the bottoms up, right? So the healthcare professionals are saying, we want the graphite, we want the graphite, right? And so eventually then we get the call from the hospital saying, cool, we're going to work with you and we want the graphite, right?

It's not going to come from the top down, but it will come from the bottoms up. And that's how we built our business from the bottoms up, right? So the healthcare professionals are saying, we want the graphite, we want the graphite, right? And so eventually then we get the call from the hospital saying, cool, we're going to work with you and we want the graphite, right?

Our healthcare professionals will allow them to wear graphite instead of our standard gray.

Our healthcare professionals will allow them to wear graphite instead of our standard gray.

That first raise was very, very, very difficult. I think we had over 200 people say, what the heck are you doing? It was not even just like a nice note. It was like, absolutely not. You know, it was like, no way.

That first raise was very, very, very difficult. I think we had over 200 people say, what the heck are you doing? It was not even just like a nice note. It was like, absolutely not. You know, it was like, no way.

It was like, absolutely not. And were these in person or over the phone?

It was like, absolutely not. And were these in person or over the phone?

Most of it at the time was in person. So, yeah.

Most of it at the time was in person. So, yeah.

And I really thought that. At that time, I was like, you're making a big mistake because you don't understand the value of what a uniform can do to a healthcare professional and you're not getting it. And then that means you're a shitty investor because you're not understanding another person's lens, which that's your job. Yeah, it was Trina and I. It was a lot of no's.

And I really thought that. At that time, I was like, you're making a big mistake because you don't understand the value of what a uniform can do to a healthcare professional and you're not getting it. And then that means you're a shitty investor because you're not understanding another person's lens, which that's your job. Yeah, it was Trina and I. It was a lot of no's.

And then we finally got a yes. And we raised our first round, I mean, a couple million for figs.

And then we finally got a yes. And we raised our first round, I mean, a couple million for figs.

We used a lot of it towards inventory, you know, for people starting a business, try to negotiate, obviously, with your manufacturers to get a longer lead time, right, before your net terms, before you have to pay. So in the beginning, when I didn't have any money, I negotiated with our facilities, our factories. I said, look, I don't have any money, but you got to believe in this.

We used a lot of it towards inventory, you know, for people starting a business, try to negotiate, obviously, with your manufacturers to get a longer lead time, right, before your net terms, before you have to pay. So in the beginning, when I didn't have any money, I negotiated with our facilities, our factories. I said, look, I don't have any money, but you got to believe in this.

And they did, and they fronted the capital for a year of production. And that's how actually FIGS was started. Like, I didn't have any money. So our manufacturers, they said, you know what? Like, I really believe in your vision. I believe in what you're doing. We'll front you for a whole year. And they did. That is massive. Do you still work with those same manufacturers?

And they did, and they fronted the capital for a year of production. And that's how actually FIGS was started. Like, I didn't have any money. So our manufacturers, they said, you know what? Like, I really believe in your vision. I believe in what you're doing. We'll front you for a whole year. And they did. That is massive. Do you still work with those same manufacturers?

Yeah, we still work with the same manufacturers. I mean, many, many more, but yes. Yes. Yes.

Yeah, we still work with the same manufacturers. I mean, many, many more, but yes. Yes. Yes.

I'm chasing mail trucks. I'm sitting in hospitals. I'm selling out of hospitals. That's how we sold. I sat there and I sold right in front of a hospital, in front of an ER at seven in the morning and seven at night.

I'm chasing mail trucks. I'm sitting in hospitals. I'm selling out of hospitals. That's how we sold. I sat there and I sold right in front of a hospital, in front of an ER at seven in the morning and seven at night.

You know, I think for FIGS, it was a number of things. It was proof of concept, right? I think with investors, you have to show proof of concept. And sometimes people show, okay, this is what the TAM is. This is what the total addressable market is. I am not, I don't come from the background, the school of business school at all. And I don't believe necessarily in TAMs for myself necessarily.

You know, I think for FIGS, it was a number of things. It was proof of concept, right? I think with investors, you have to show proof of concept. And sometimes people show, okay, this is what the TAM is. This is what the total addressable market is. I am not, I don't come from the background, the school of business school at all. And I don't believe necessarily in TAMs for myself necessarily.

Because I think that you could always create your own total addressable market, right? You can create it. And that's the same concept of creating the world you want to live in, right? So everybody's like, oh, the TAM is too small for scrubs. And I'm like, that is the most ridiculous comment. It's not too small. It's actually massive because you're not including...

Because I think that you could always create your own total addressable market, right? You can create it. And that's the same concept of creating the world you want to live in, right? So everybody's like, oh, the TAM is too small for scrubs. And I'm like, that is the most ridiculous comment. It's not too small. It's actually massive because you're not including...

You know, A, B, C, D, E, F, G. You're not including the underscrubs. You're not including the socks. You're not including... Soup to nuts. Soup to nuts. And you're thinking of it in a very small way. Yeah, too micro. Too micro. And I think entrepreneurs should not think about, like, how do I buy into the TAM, but how do I create my own TAM?

You know, A, B, C, D, E, F, G. You're not including the underscrubs. You're not including the socks. You're not including... Soup to nuts. Soup to nuts. And you're thinking of it in a very small way. Yeah, too micro. Too micro. And I think entrepreneurs should not think about, like, how do I buy into the TAM, but how do I create my own TAM?

Sure. Yeah, that was, well, yeah, I started seeing it in December and then it hit really hard in March of 2020. Where were you? I was in, where was I? I think I was in Vietnam actually at the time.

Sure. Yeah, that was, well, yeah, I started seeing it in December and then it hit really hard in March of 2020. Where were you? I was in, where was I? I think I was in Vietnam actually at the time.

No, I was with our manufacturers. Oh, yeah. Okay. And I'm like, okay, something is going to happen here really quickly. Because we're in healthcare and we see everything, right? And we're in communication with healthcare professionals globally. So we know we have our finger on the pulse. I'm like, okay, this is going to get serious really quickly.

No, I was with our manufacturers. Oh, yeah. Okay. And I'm like, okay, something is going to happen here really quickly. Because we're in healthcare and we see everything, right? And we're in communication with healthcare professionals globally. So we know we have our finger on the pulse. I'm like, okay, this is going to get serious really quickly.

Yeah, I think we were a little bit ahead of the normal commercial world since we are so in tune with healthcare. But we didn't realize the magnitude of what was going to happen. Nobody did. Right. So it was honestly our partnering with our manufacturers. It was... partnering with anybody who we knew to get our masks to healthcare professionals.

Yeah, I think we were a little bit ahead of the normal commercial world since we are so in tune with healthcare. But we didn't realize the magnitude of what was going to happen. Nobody did. Right. So it was honestly our partnering with our manufacturers. It was... partnering with anybody who we knew to get our masks to healthcare professionals.

I mean, we had calls saying, I'm using a mask eight times and I'm putting it in the oven to sterilize it and my institution's not helping us out. Oh my gosh. They couldn't help them out. And it was our duty as a company to protect and to provide gear for healthcare professionals, right? They're on the front lines. Right. And so we just...

I mean, we had calls saying, I'm using a mask eight times and I'm putting it in the oven to sterilize it and my institution's not helping us out. Oh my gosh. They couldn't help them out. And it was our duty as a company to protect and to provide gear for healthcare professionals, right? They're on the front lines. Right. And so we just...

did everything we could to get hundreds of thousands of masks to healthcare professionals. We just gave them out for free. We made oxypulses. So that was a huge thing too. The pulse oximeters? Yeah. Oh, interesting. I didn't know you did that. Yeah. That was a really big deal because with the breathing and healthcare professionals were handing them out to patients. So we gave them a ton.

did everything we could to get hundreds of thousands of masks to healthcare professionals. We just gave them out for free. We made oxypulses. So that was a huge thing too. The pulse oximeters? Yeah. Oh, interesting. I didn't know you did that. Yeah. That was a really big deal because with the breathing and healthcare professionals were handing them out to patients. So we gave them a ton.

And then we said, give these out to patients so they would know when to come to the hospital if they needed to come to the hospital again. But yeah, I mean, it was... The entire company was amazing, and we really just were working 24 hours a day for quite some time, for, what, two years, year and a half?

And then we said, give these out to patients so they would know when to come to the hospital if they needed to come to the hospital again. But yeah, I mean, it was... The entire company was amazing, and we really just were working 24 hours a day for quite some time, for, what, two years, year and a half?

It was awesome. It was honestly a lot of work. I think to be able to get to a place of like, okay, we are taking our company public is an incredible milestone. Even though it's, I mean, it is grueling. It is very difficult. And it looks easy, obviously, from the outside, right? Oh, you made tailored scrubs. You had a great brand. Oh, you went public. First female founders go public. Great.

It was awesome. It was honestly a lot of work. I think to be able to get to a place of like, okay, we are taking our company public is an incredible milestone. Even though it's, I mean, it is grueling. It is very difficult. And it looks easy, obviously, from the outside, right? Oh, you made tailored scrubs. You had a great brand. Oh, you went public. First female founders go public. Great.

But there have been like... you know, major hardships along the way. And there still are, right?

But there have been like... you know, major hardships along the way. And there still are, right?

One that was actually that really, really got me was we were in a terrible, terrible lawsuit. Oh, gosh. Yeah. And I think, you know, I was being personally sued as well for everything. My company was being sued and it was like, are you going to lose everything? And you can.

One that was actually that really, really got me was we were in a terrible, terrible lawsuit. Oh, gosh. Yeah. And I think, you know, I was being personally sued as well for everything. My company was being sued and it was like, are you going to lose everything? And you can.

I just think about being a giant killer sometimes. Right. Like David. I don't know. You're just slaying dragons left and right. No, like in the sense of like, yeah, right. Because like the people that were suing us, they were the giants, right? They were the Goliaths. We were the Davids.

I just think about being a giant killer sometimes. Right. Like David. I don't know. You're just slaying dragons left and right. No, like in the sense of like, yeah, right. Because like the people that were suing us, they were the giants, right? They were the Goliaths. We were the Davids.

David and Goliath. David and Goliath, right? And I move on very, very quickly. So it's like, okay, next and then go. I mean, I think everybody has to be resilient in order to be on this earth. You have to be. You have to be pliable in some, you know, fashion. Yeah. But yeah, you just move on to the next thing. Go. Yes.

David and Goliath. David and Goliath, right? And I move on very, very quickly. So it's like, okay, next and then go. I mean, I think everybody has to be resilient in order to be on this earth. You have to be. You have to be pliable in some, you know, fashion. Yeah. But yeah, you just move on to the next thing. Go. Yes.

Well, about two years ago, I started to see healthcare professionals having an issue with certifications and education. And I started a company in healthcare education, and we have not launched yet, and we're about to launch soon. We're in beta. And basically, we came out with a new way for healthcare professionals to get certified. We track and manage your certifications.

Well, about two years ago, I started to see healthcare professionals having an issue with certifications and education. And I started a company in healthcare education, and we have not launched yet, and we're about to launch soon. We're in beta. And basically, we came out with a new way for healthcare professionals to get certified. We track and manage your certifications.

So it's healthcare professionals learning from each other instead of learning necessarily even from a textbook or from a third party. So a specific example actually just happened today, which was pretty cool. Here in the United States, when you have a baby, and sometimes our OB-GYNs, right, they are protocols to cut up. And in Colombia, you cut laterally, and that's their protocol there.

So it's healthcare professionals learning from each other instead of learning necessarily even from a textbook or from a third party. So a specific example actually just happened today, which was pretty cool. Here in the United States, when you have a baby, and sometimes our OB-GYNs, right, they are protocols to cut up. And in Colombia, you cut laterally, and that's their protocol there.

And so we're watching these two surgeons talk on our platform. They're like, why do you do this? I'm like, well, this is why. This is the research. This is the papers.

And so we're watching these two surgeons talk on our platform. They're like, why do you do this? I'm like, well, this is why. This is the research. This is the papers.

And they're like, okay, that is really fascinating to know that. So that's just one micro example, but times that by millions.

And they're like, okay, that is really fascinating to know that. So that's just one micro example, but times that by millions.

Yes. And right now, I mean, we have 10,000 professionals on here. We're watching, we're learning, we're iterating. And it's really neat to see when healthcare professionals learn, even just no protocols from state to state or hospital to hospital or country to country. You're finding a need. Yeah, we're finding a need. And I didn't do this. I actually just did this as a passion project.

Yes. And right now, I mean, we have 10,000 professionals on here. We're watching, we're learning, we're iterating. And it's really neat to see when healthcare professionals learn, even just no protocols from state to state or hospital to hospital or country to country. You're finding a need. Yeah, we're finding a need. And I didn't do this. I actually just did this as a passion project.

Megan, how do you know FIGS?

Megan, how do you know FIGS?

Because I didn't really want to start another company. Zero desire.

Because I didn't really want to start another company. Zero desire.

Yeah, I think... I can't, first of all, for me, I can't sit still. I always have to be doing something. And I always have to be solving for a problem because that's just how my mind works. If I'm not solving for something, I feel like I'm worthless. So I think this is a very, very big issue in healthcare. And my job is to, okay, how do I help healthcare professionals?

Yeah, I think... I can't, first of all, for me, I can't sit still. I always have to be doing something. And I always have to be solving for a problem because that's just how my mind works. If I'm not solving for something, I feel like I'm worthless. So I think this is a very, very big issue in healthcare. And my job is to, okay, how do I help healthcare professionals?

How do I be their biggest cheerleader? How do I give them time back so they can have better patient outcomes, right? And so selfishly, so I'm a patient too, right? So I can live longer and live healthier and live the best life ever. How do I do that for Heather? Make sure all our healthcare professionals are taken care of. So this new company is amazing. And it's called Aug.

How do I be their biggest cheerleader? How do I give them time back so they can have better patient outcomes, right? And so selfishly, so I'm a patient too, right? So I can live longer and live healthier and live the best life ever. How do I do that for Heather? Make sure all our healthcare professionals are taken care of. So this new company is amazing. And it's called Aug.

It's called Aug Health. And we're super excited to launch it. And I think it's going to make a massive difference in healthcare education.

It's called Aug Health. And we're super excited to launch it. And I think it's going to make a massive difference in healthcare education.

We were profitable year one. I mean, that's what happens when you don't hire a graphic designer.

We were profitable year one. I mean, that's what happens when you don't hire a graphic designer.

Oh, that's awesome. Yeah. I love that you know who we are. Honestly, like I think what you've created is so amazing. I was just watching your show the other day too. Oh, thank you. Because I'm a terrible cook. I can't cook anything, but I'll bring you lemonade or something like in the juice world. I could do that. Great. But you can teach me something probably.

Oh, that's awesome. Yeah. I love that you know who we are. Honestly, like I think what you've created is so amazing. I was just watching your show the other day too. Oh, thank you. Because I'm a terrible cook. I can't cook anything, but I'll bring you lemonade or something like in the juice world. I could do that. Great. But you can teach me something probably.

No, I totally agree. I think, you know, when you take something that's so simple in your everyday life and you elevate it and you make it elegant, I think that's what makes it so special. I mean, that's what even like Andy Warhol did, right, in terms of like commercialization with, you know, the Campbell Soup. Yes.

No, I totally agree. I think, you know, when you take something that's so simple in your everyday life and you elevate it and you make it elegant, I think that's what makes it so special. I mean, that's what even like Andy Warhol did, right, in terms of like commercialization with, you know, the Campbell Soup. Yes.

He took something so simple that you see every single day, but he elevated it, right? He made it into art. And now it's like, you know, I don't know, $50 million on your wall. Yeah. But yeah, in terms of figs, that's exactly, you know, what we did over 13 years ago is we took something that was like a commodity and like decommoditized it.

He took something so simple that you see every single day, but he elevated it, right? He made it into art. And now it's like, you know, I don't know, $50 million on your wall. Yeah. But yeah, in terms of figs, that's exactly, you know, what we did over 13 years ago is we took something that was like a commodity and like decommoditized it.

Well, I think so. Since I was a little girl, I wanted to be a surgeon. Okay. And what attracted you to that? I just thought I would be really good at it because I'm so precise and I pay attention to detail. And I just thought that I would be an incredible surgeon. But when I was in school, I did poorly. I mean, obviously, organic chemistry is impossible. Anatomy... It was my favorite course.

Well, I think so. Since I was a little girl, I wanted to be a surgeon. Okay. And what attracted you to that? I just thought I would be really good at it because I'm so precise and I pay attention to detail. And I just thought that I would be an incredible surgeon. But when I was in school, I did poorly. I mean, obviously, organic chemistry is impossible. Anatomy... It was my favorite course.

And I just didn't do well. I got all Ds. Like, I just didn't do well. So I said, okay, you know what? I guess this is not going to be my career path. I'm just not going to be a doctor. So I gave up. And when I graduated University of Wisconsin, I started my first company. I don't even think I was that employable even at the time. Like, I just didn't think I was like an employable person.

And I just didn't do well. I got all Ds. Like, I just didn't do well. So I said, okay, you know what? I guess this is not going to be my career path. I'm just not going to be a doctor. So I gave up. And when I graduated University of Wisconsin, I started my first company. I don't even think I was that employable even at the time. Like, I just didn't think I was like an employable person.

Like, I try really hard, but I don't know. I don't know why.

Like, I try really hard, but I don't know. I don't know why.

I didn't have any money. I didn't come from money. So I didn't really. I mean, in the sense of I had like three jobs. I raised some capital. I was 21. And then I started my bag company. Back up.

I didn't have any money. I didn't come from money. So I didn't really. I mean, in the sense of I had like three jobs. I raised some capital. I was 21. And then I started my bag company. Back up.

Honestly, it was at the time I didn't even know what VC was. I wasn't really in tune with anything with finance, like zero. Mm-hmm. Zero, zero. I think it was just kind of innate. I just went to friends, family, people I didn't even know.

Honestly, it was at the time I didn't even know what VC was. I wasn't really in tune with anything with finance, like zero. Mm-hmm. Zero, zero. I think it was just kind of innate. I just went to friends, family, people I didn't even know.

I was in New York at the time, asked around, and then met some folks, and they gave me a little bit of cash, and I took that little bit of cash, and I started this tiny company, moved to Italy, and then... It didn't do very well. The bags are beautiful. They were gorgeous. What kind of bags were they? They were like just giant handbags. They were big, oversized handbags. Beautiful.

I was in New York at the time, asked around, and then met some folks, and they gave me a little bit of cash, and I took that little bit of cash, and I started this tiny company, moved to Italy, and then... It didn't do very well. The bags are beautiful. They were gorgeous. What kind of bags were they? They were like just giant handbags. They were big, oversized handbags. Beautiful.

Yeah, exactly. And I was like, well, at least if I can't, you know, be in surgery, at least I can do this. Right. But then it was actually my, I had a business partner at the time and he passed away from lung cancer. Oh, I'm so sorry. It's okay. I mean, I was super young and he was a little older and he was a wonderful human. And after that, I just folded the company and went straight to Kenya.

Yeah, exactly. And I was like, well, at least if I can't, you know, be in surgery, at least I can do this. Right. But then it was actually my, I had a business partner at the time and he passed away from lung cancer. Oh, I'm so sorry. It's okay. I mean, I was super young and he was a little older and he was a wonderful human. And after that, I just folded the company and went straight to Kenya.

So I was just going there because my business partner passed away. I was in the hospital for a really long time with him and I just needed a break. And so then I went over to Kenya and then I started going to these clinics and I saw everybody not wearing scrubs. And I'm like, what's going on? You know, how come nobody's wearing scrubs?

So I was just going there because my business partner passed away. I was in the hospital for a really long time with him and I just needed a break. And so then I went over to Kenya and then I started going to these clinics and I saw everybody not wearing scrubs. And I'm like, what's going on? You know, how come nobody's wearing scrubs?

This, you know, this one nurse, she was a nurse for 25 years, never had a set of scrubs. The surgeon didn't have a set of scrubs. So then I came back to Los Angeles and I'm like, you know what? Let me donate some scrubs. Let me just give some scrubs to people who, the people that I met out there, they'd never had a set of scrubs before.

This, you know, this one nurse, she was a nurse for 25 years, never had a set of scrubs. The surgeon didn't have a set of scrubs. So then I came back to Los Angeles and I'm like, you know what? Let me donate some scrubs. Let me just give some scrubs to people who, the people that I met out there, they'd never had a set of scrubs before.

And so I manufactured like, I don't know, 10 and sent them out. So you didn't just go and buy them.

And so I manufactured like, I don't know, 10 and sent them out. So you didn't just go and buy them.

Yeah, I just made literally 10 sets of scrubs in Los Angeles. They weren't stylish or anything. I just, you know, put them together, hired a tailor because I can't sew. A terrible sewer. I can sew, but not well.

Yeah, I just made literally 10 sets of scrubs in Los Angeles. They weren't stylish or anything. I just, you know, put them together, hired a tailor because I can't sew. A terrible sewer. I can sew, but not well.

Yeah. And so the feedback from the surgeons, the nurses, they were just like, I can't believe you did this. We've never felt like we were on part of a team before. And that's when the idea of FIGS came about. Then I started to sit in hospitals, like you can go and I just had a cup of coffee and I would watch, like almost like a method actor, right? Okay, so wait.

Yeah. And so the feedback from the surgeons, the nurses, they were just like, I can't believe you did this. We've never felt like we were on part of a team before. And that's when the idea of FIGS came about. Then I started to sit in hospitals, like you can go and I just had a cup of coffee and I would watch, like almost like a method actor, right? Okay, so wait.

Yeah, it was how important it was to them, that uniform. And I was like, oh my God, wow, that is, that is incredible. I mean, I did also make uniforms for children as well when I was in Africa before even the scrubs to put kids in school. So uniforms is like, I think, been part of my DNA. And when I was even in pre-med, I wore these huge, massive scrubs, right?

Yeah, it was how important it was to them, that uniform. And I was like, oh my God, wow, that is, that is incredible. I mean, I did also make uniforms for children as well when I was in Africa before even the scrubs to put kids in school. So uniforms is like, I think, been part of my DNA. And when I was even in pre-med, I wore these huge, massive scrubs, right?

I'm over a cadaver and I'm tying my, I had a belt on top of it because, you know, they gave us extra large scrubs. It was like a one size fits all. Oh, my gosh. In my mind, I just thought the smartest people in the entire world, if there's not a company that supports them, we are all going to die.

I'm over a cadaver and I'm tying my, I had a belt on top of it because, you know, they gave us extra large scrubs. It was like a one size fits all. Oh, my gosh. In my mind, I just thought the smartest people in the entire world, if there's not a company that supports them, we are all going to die.

Like, we're all going to die in the sense of not because they don't have scrubs, but because we need to make them feel great.

Like, we're all going to die in the sense of not because they don't have scrubs, but because we need to make them feel great.

We need to make them care for the people that are caring for us. That's right. So we can have better patient outcomes.

We need to make them care for the people that are caring for us. That's right. So we can have better patient outcomes.

Oh, I'm not even driven by that. And I should maybe should be a little bit more. But when I started FIGS, right, I think, you know, when I was sitting in hospitals and understanding the landscape of uniforms, right, of scrubs, and I'm sat there for hours and days and months thinking, just studying what they were wearing and why they were wearing it.

Oh, I'm not even driven by that. And I should maybe should be a little bit more. But when I started FIGS, right, I think, you know, when I was sitting in hospitals and understanding the landscape of uniforms, right, of scrubs, and I'm sat there for hours and days and months thinking, just studying what they were wearing and why they were wearing it.

Then before I actually did go into this, I'm like, okay, what's the landscape look like? Because I'm just not going to go into something where it's a, you know, if hospitals buy your scrubs for you. But then I realized it was direct to consumer. So nurses and doctors, right, all healthcare professionals, they were purchasing their own scrubs.

Then before I actually did go into this, I'm like, okay, what's the landscape look like? Because I'm just not going to go into something where it's a, you know, if hospitals buy your scrubs for you. But then I realized it was direct to consumer. So nurses and doctors, right, all healthcare professionals, they were purchasing their own scrubs.

So then I'm like, okay, if they're buying their own scrubs, Why are they buying bad scrubs? Right. It's like, okay, they're spending money in their own pocket, right? They're hard-earned money. Yeah. Let's give them something that's better than anything that's out there. For sure. So that was how it all started. And then I met Trina.

So then I'm like, okay, if they're buying their own scrubs, Why are they buying bad scrubs? Right. It's like, okay, they're spending money in their own pocket, right? They're hard-earned money. Yeah. Let's give them something that's better than anything that's out there. For sure. So that was how it all started. And then I met Trina.

Honestly, I still do think I'm in the minutiae. And I think that is the key to success sometimes. I think you have to ebb and flow from zero feet, right? Boots on the ground all the way to 60,000 feet. It's a really hard skill set to master, but I think it's key for success.

Honestly, I still do think I'm in the minutiae. And I think that is the key to success sometimes. I think you have to ebb and flow from zero feet, right? Boots on the ground all the way to 60,000 feet. It's a really hard skill set to master, but I think it's key for success.

I think actually Trina is very creative. I think she undersells herself, but she is very, very, very creative. She's honestly, she's my best buddy and a real fantastic business partner. It's because we come from two totally different places in the world that we see things very differently and we always have very healthy conversations.

I think actually Trina is very creative. I think she undersells herself, but she is very, very, very creative. She's honestly, she's my best buddy and a real fantastic business partner. It's because we come from two totally different places in the world that we see things very differently and we always have very healthy conversations.

But she's way more dynamic than, you know, than, okay, the business person, the ops person, because she is very creative. And I would say probably the same thing for myself. Because when you are running a company at that scale, you have to be both. Right? You have to be. You can't just be like, okay, I'm going to do the numbers or I'm going to do this. Right? You have to be able to do everything.

But she's way more dynamic than, you know, than, okay, the business person, the ops person, because she is very creative. And I would say probably the same thing for myself. Because when you are running a company at that scale, you have to be both. Right? You have to be. You can't just be like, okay, I'm going to do the numbers or I'm going to do this. Right? You have to be able to do everything.

Oh, she's relentless. She, I was like, she was, you know, this came from Blackstone Private Equity, Harvard Business School, right? Yeah. And she said to me, and I'll never forget, I'll never, ever forget this. She said to me, she goes, Heather, I will do everything you don't want to do. And I said, everything? And she goes, everything. Wow. And I said, we're playing tennis.

Oh, she's relentless. She, I was like, she was, you know, this came from Blackstone Private Equity, Harvard Business School, right? Yeah. And she said to me, and I'll never forget, I'll never, ever forget this. She said to me, she goes, Heather, I will do everything you don't want to do. And I said, everything? And she goes, everything. Wow. And I said, we're playing tennis.

And we shook hands and that was it. I said, let's go. Wow. And you believed her. You knew it was true. Yeah, I knew it was true. And I thought it was really cool that she was, you know, quitting this high paying job on Wall Street, you know, coming to work on scrubs that were a little tiny company. She just believed in the vision. She's like, I see it.

And we shook hands and that was it. I said, let's go. Wow. And you believed her. You knew it was true. Yeah, I knew it was true. And I thought it was really cool that she was, you know, quitting this high paying job on Wall Street, you know, coming to work on scrubs that were a little tiny company. She just believed in the vision. She's like, I see it.

You know, I have asked her that a few times, right? And I think it was... I think she believed in me and the vision. And I think she knew that I was absolutely relentless and I knew this was, you know, that you can essentially create the world you want to live in. And she's like, I want to, I want to join this and I want to create the world I want to live in. And let's, let's do this together.

You know, I have asked her that a few times, right? And I think it was... I think she believed in me and the vision. And I think she knew that I was absolutely relentless and I knew this was, you know, that you can essentially create the world you want to live in. And she's like, I want to, I want to join this and I want to create the world I want to live in. And let's, let's do this together.

I said, right on.

I said, right on.