I accidentally got into fashion through my first job as an independent sales representative for a ski pants manufacturer in Brussels. The company went bankrupt a year later, so I didn't make much money. In that short time, I did learn what the market wanted: hot pants and short skirts. So I asked my mother to make miniskirts. My mother had been a studio manager at a textile company in Ghent for years and then worked from home for fashion companies. She stitched the skirts, and I took them out on the road. They sold in no time, and with that money, I could buy fabric to make more skirts. Customers ordered on Mondays, everything was produced by Friday, and by Saturday it was already hanging in the shops. Sometimes we worked through the night. Since I didn't have any major expenses, I could start very small and gradually expand. Growing is a great feeling. I was thrilled with all the orders that rolled in.
When I started, my ambition wasn't to build a large company. It evolved very naturally, by looking ahead and moving forward, without betraying our DNA. We also couldn't move too quickly, because we didn't have enough resources to take big risks. In retrospect, that was a good thing. We always kept our feet firmly on the ground.
Cross-border fashion
International growth came with the opening of borders within the European Union. Doing business abroad became easier. We generated approximately 40% of our turnover abroad.
The most challenging part of our growth was maintaining production and ensuring it was competitive. At a certain point, continuing to produce in Belgium was no longer economically viable. Moving abroad was an organizational challenge, but once we found the right partners, we were off and running. We've been producing in Eastern Europe for years now. We deliberately stayed close to home to maintain quality and punctual delivery times.
We've always been able to count on a loyal clientele. You build that by being honest, offering good quality and great fits, delivering on time, not being pretentious, and listening to the customer. That doesn't mean you always have to give the customer what they ask for; you also have to keep surprising them. A customer relationship goes beyond just selling. A customer becomes a partner with whom you travel a long way. That synergy has become more important in recent years.
The fashion world has evolved over the past 50 years. There are constantly changing trends, new materials, but the essence of fashion remains. People still buy clothes to look good; that was always the case, and it always will be. Emotion, after all, remains important when it comes to fashion. Is it more difficult now than it used to be? I wouldn't dare say; every era has its challenges. Anyone who wants to survive must keep evolving and adapt to circumstances. It's mainly a matter of perseverance, being content with what you have, but also having the ambition to always go one step further.
Family business through and through
We worked hard, but I never really felt that way. Working together in a family business is a way of life, especially when you share the same drive. I'm glad the company remains family-owned, even though we never pushed our sons in that direction. The transition to the next generation happened very gradually. Steven joined the business first, then Ruben. By then, Steven had already developed his skills in the business. Ruben had experience as a marketer. I always felt it was important that they had the courage to make decisions and be allowed to make mistakes; that's how you grow. As long as you make more good decisions than bad ones, you're in good hands. Their responsibilities are now clearly defined, but they make important decisions together. They are very different, yet complementary, and they get along great. As a father, that pleases me. Steven and Ruben work in a different way, specific to their generation, and that's fine. I also readily admit that, despite my experience, I don't have a monopoly on wisdom.
What have I learned from the past 50 years? In good times, you have to stay alert and ensure you build a financial buffer. When things are going well, you shouldn't think in terms of "next year will be even better," but rather, "we have to see that we can bridge next year if things don't go so well." This philosophy has been a blessing for our company during the current coronavirus crisis. I've also learned that you should never give up in difficult times; there's always light in the darkness. I'm a born optimist; I always look ahead. Fifty years ago, I would never have dared to dream we'd get this far. I'm very grateful for that.
Jean, world traveler and classic car enthusiast 
Anyone who builds a business with an international clientele can't help but be a global citizen. Jean and Paula have explored the world, from Africa to Afghanistan. They have always been open to other cultures and the unknown.
Since the 1970s, we've been taking long trips, which was quite unusual back then. We've always been curious about exploring new horizons. That openness to the outside world has probably—albeit unconsciously—been important for our international business. We've always traveled by car, to the other side of the world. We took a boat to Africa via Marseille and toured there for a month. I'm a real car enthusiast; I've been collecting classic cars for years. I currently have about twenty in the garage. I don't have favorites; every car has its own story. My oldest example is a 1936 Lagonda. And yes, sometimes a classic car from my collection pops up in our campaign images, if it fits the context.