Linda Ampah completed Stanford
GSB’s Seed Transformation Program
What’s your most pressing current
challenge? There are t wo. One is consistent
orders from buyers who know our social side
and are willing to walk with us. And then also
funding from investors. We’re not looking
for people to just invest money and wait for
returns. We’re looking for investors who will
work with us — who believe in this goal and
want to join us.
Are there specific competitive strategies
that set KAD apart from competitors?
We work with our clients from beginning to
end, from the design stage to the sourcing of
fabrics. Everything we do — our patterns, our
embroidery facility, our rhinestone facility
— we keep in-house. It’s a one-stop shop, and
that’s our competitive advantage.
Is that something you learned at
Stanford? The Design Thinking class
was a lightbulb for me. Basically, it means
working with your clients to achieve what
they want, not you tailoring it and forcing
it down their throats. That really stuck
How does your design thinking strategy
manifest itself on a day-to-day basis?
Here’s an example. It used to be that
I would design school uniforms and tell
the clients, “We think this will suit the
children in your school.” Now we go to the
school first and do a town hall meeting
with parents and students so they can
tell us what they’d like. We do prototypes,
come back to them, work with them, make
“Take the challenge.”
changes. By time the final product comes
out, they’re part of the design, and it’s
exactly what they want. We started doing
that immediately after the class.
If you had one piece of advice to pass
along to any entrepreneurs currently
participating in the Seed program, what
would it be? Take the challenge. That
program challenges you to move out of your
comfort zone. It can be scary and daunting.
But take it. It’s worth it. Δ