#216 Paul Van Doren (Founder of Vans‪)‬

In "Authentic: A Memoir by the Founder of Vans," Paul Van Doren reflects on his unconventional journey from a high school dropout to the founder of a globally recognized shoe brand. Van Doren's success, he argues, stems not from a groundbreaking idea but from his innate problem-solving skills and ability to focus intensely, cutting through distractions and inefficiencies. His knack for systems and distaste for middlemen led to the creation of the first vertically integrated tennis shoe company, Vans, which initially targeted a niche market of skateboarders and surfers. Van Doren's philosophy prioritizes people over products, advocating for direct customer engagement and control over the supply chain. Despite personal and professional setbacks, including his brother nearly bankrupting Vans and the painful loss of his wife, Van Doren's resilience and focus on relationships underscore his legacy. His parting advice echoes the realities of life's unpredictability and the importance of moving forward with the support of good people.

• Paul Van Doren's success attributed to his knack for identifying and solving problems, not the product (shoes) itself.
• Efficiency and problem-solving are highlighted as his unique skills.
• Leveraging opportunities and early success at Vans came from hard work and creative troubleshooting.
• Vulcanized rubber soles, retail space identification, and understanding customers were key factors in Vans' success.
• Van Doren's return to Vans in 1984 was crucial after a period of burnout and a judge's order.

"What I've accomplished comes down to one thing, my knack for identifying and then solving problems."

• Van Doren believes his ability to identify and solve problems is the core reason for his success.

• Van Doren compares successful entrepreneurship to being a good skateboarder or surfer – both require grit and determination.
• Tenacity and the ability to recover from setbacks are essential traits for success.
• Van Doren does not see himself as comparable to other famous entrepreneurs but as a unique founding CEO.

"I learned that what makes a successful entrepreneur is the same thing that makes a good skateboarder or a good surfer. You need grit and determination to get back up every time you're knocked off the board."

• Emphasizes the importance of resilience and perseverance in entrepreneurship.

• Van Doren's business approach is fluid rather than formulaic.
• He emphasizes doing what's right in both business and personal life.
• Van Doren's guiding principles include hard work, hands-on involvement, and understanding the product quality.
• The importance of working with honorable and creative people is stressed.
• Treating people fairly and with kindness is considered crucial.

"Always try to do what's right. I learned early on what's right is right and what's wrong is wrong."

• Van Doren's fundamental business and life principle is to always act with integrity.

• Van Doren views Vans not as a shoe company but as a people company that makes shoes.
• The distinction between treating a business as a product-focused versus people-focused is emphasized as critical.
• The importance of the people involved in Vans' history, including family and partners, is acknowledged.

"We weren't a shoe company, but a people company that made shoes."

• Van Doren believes that prioritizing people over products is key to Vans' identity and success.

• Van Doren's childhood during the Great Depression and World War II taught him adaptability and the value of hard work.
• His father, an inventor and entrepreneur, was a significant influence, instilling skills and a problem-solving mindset.
• Van Doren's work ethic and business approach were shaped by his father's example and the economic challenges of his early life.

"So much of who I am, what I believe in, and what I know how to do, I learned from my parents, my father."

• Van Doren credits his parents, especially his father, for shaping his character and abilities.

• Van Doren's experience at the Randolph Rubber Company taught him the shoe industry and the importance of not being controlled by others.
• He witnessed a lack of respect and control exerted by a major buyer, which influenced his decision to never work in such a manner.
• Van Doren's departure from Randolph Rubber Company was motivated by a refusal to accept disrespect and incompetence.

"I would never let one person have that sort of control over me. In fact, dammit, there had to be a better way."

• Van Doren's determination to maintain control and integrity in business led to his departure from his previous employer and eventually to the founding of Vans.

• Van Doren describes himself as a reluctant entrepreneur without grand ambitions to start his own company.
• His journey into entrepreneurship was somewhat accidental and forced by circumstances.
• Van Doren's extensive industry experience gave him a significant advantage when starting Vans.

"I didn't have a grand ambition to start my own company."

• Van Doren did not initially set out to be an entrepreneur but found himself in the role due to his skills and circumstances.

• Van Doren's transition to entrepreneurship was catalyzed by his reaction to poor management decisions at Randolph Rubber Company.
• His refusal to work with incompetent people and to be disrespected led to his resignation.
• The experience of starting his own company allowed Van Doren to be authentic and operate according to his values.

"That was my last day at Randy's."

• Van Doren's departure from his previous job marked the beginning of his entrepreneurial journey and the creation of Vans.

• Van Doren viewed the creation of Vans as a personal expression of his values and approach to business.
• The company's operations were aligned with his identity, emphasizing authenticity and integrity.
• He stresses the importance of being true to oneself in business practices.

"My business would be a business that felt authentic, not just making a quality product, but by operating in a way that was true to who I was."

• Van Doren's business philosophy was to align his company's operations with his personal values and identity.

• The subject expresses an understanding of the satisfaction derived from overcoming difficult tasks.
• Struggles, including bankruptcy and family business crises, are mentioned as challenges that required significant effort to overcome.
• The concept of "thrill of potential failure" is introduced as a motivator and a source of growth.

"I recognize the thrill of potential failure. That unless something is difficult to do, there's not a lot of satisfaction at the end when you actually complete it."

• The quote highlights the idea that the potential for failure adds value to the success of a difficult task.

• Family dynamics and the influence of the subject's parents are emphasized as formative.
• The subject's parents instilled the importance of being the best version of oneself and prioritized people over material possessions.
• A strong work ethic is presented as a core value learned from both parents through their own hard work.

"My parents taught me so much more than I ever learned in school."

• This quote reflects the subject's belief in the profound impact of his parents' teachings compared to formal education.

• The father's encouragement to question the reasons behind actions ("the why") is highlighted.
• The subject's knack for figuring out "the how" is mentioned as a complementary skill to his father's lessons.
• The subject's childhood work experiences, starting from a young age, are detailed, showcasing a lifelong commitment to work.

"He always pushed me to come up with the why. And I've always had a knack for figuring out the how."

• The quote illustrates the subject's development of critical thinking and problem-solving skills, taught by his father.

• The subject describes a childhood characterized by a high degree of autonomy and freedom to explore.
• The lack of micromanagement in their daily activities is credited with providing valuable life lessons.
• The subject's parents allowed their children to learn from nature and their own experiences, fostering independence.

"The extraordinary thing about being kids was that we were allowed to stretch out in any direction that pleased us."

• This quote captures the essence of the freedom and autonomy given to the subject and his siblings during their upbringing.

• The subject expresses a preference for high-pressure situations and the learning opportunities they provide.
• A personal connection to the adrenaline of "do or die" plays is mentioned, along with a dislike for losing.
• The subject's emotional investment in winning and the impact of losses on his drive to improve are discussed.

"It's true that I've always liked the adrenaline of a do or die play."

• The quote reveals the subject's affinity for high-stakes situations and how they motivate him to perform better.

• The subject shares his decision to drop out of school at the age of 16 due to a lack of challenge.
• A distinction is made between being a rebel and a delinquent, with the subject identifying more with the latter.
• The subject's entry into the shoe manufacturing industry is marked as a pivotal point in his career.

"After 9th grade, I dropped out of school. I was 16, I had decent enough grades, and I was in top of my class in math and science. But I just didn't see the point."

• This quote explains the subject's rationale for leaving school and prioritizing work over formal education.

• The subject's early experiences with manufacturing clothespins and sparklers taught him the importance of logical systems in production.
• A realization that selling the manufactured product directly could be more profitable than being a middleman is discussed.
• The story of Vans is introduced, highlighting the brand's initial focus on local markets and logical progression in manufacturing and sales.

"While making clothespins and sparklers, I learned the importance of logical progression in setting up manufacturing systems."

• The quote conveys the subject's early understanding of efficient system design in manufacturing.

• The subject's propensity to question established routines and methods is emphasized.
• An anecdote about the subject's first day on the job at a factory is shared, showcasing his initiative to improve processes.
• The subject's suggestions for process improvements at the factory are met with positive responses and lead to a promotion.

"Did not take a rocket scientist to figure out that Randy's routines, methods, and procedures did not make sense."

• This quote reflects the subject's ability to identify inefficiencies in established processes and the simplicity of his logical approach.

• The subject's work ethic is identified as a significant factor in his business and personal life.
• Examples of the subject's attention to system design and efficiency in various work settings are provided.
• The subject's suggestions for improving factory production, such as hiring utility people, are noted for their positive impact on productivity.

"My work ethic was my calling card in business and in life."

• The quote summarizes the subject's reputation for a strong work ethic and its role in his success.

• The subject's skepticism about the effectiveness of the factory's quality control process is detailed.
• A test conducted by the subject exposes the subjective and flawed nature of the quality inspections by top executives.
• The subject's hands-on experience and knowledge of the manufacturing floor are contrasted with the ignorance of top executives.

"My experiment proved that we did indeed have a serious quality control problem. The people in charge of quality control had no idea what they were looking at."

• The quote reveals the subject's discovery of the inadequacy of the existing quality control measures and the lack of expertise among executives.

• The subject's relentless pursuit of efficiency is highlighted through anecdotes of his second job and suggestions for process improvements.
• The subject's ability to organize tasks and maximize productivity is exemplified in his approach to washing floors.
• A raise given to the subject by his boss to prevent him from needing a second job underscores his value to the company.

"Why would somebody who wash floors all their life not want to do it more efficiently?"

• This quote demonstrates the subject's confusion over why people do not naturally seek to improve their efficiency in their work.

• The subject acknowledges his own shortcomings and the value of taking advice from experts.
• A willingness to listen to others and adopt better ideas is presented as one of the subject's greatest strengths.
• The subject's focus on success over receiving credit for ideas is mentioned.

"I have always been aware of my own shortcomings, and I never had a problem admitting them or taking advice of experts."

• The quote highlights the subject's openness to self-improvement and his prioritization of success over personal recognition.

• The subject's hands-on approach and knowledge from the ground up are identified as advantages over other executives.
• The subject's move to California and the alignment of incentives in production are discussed.
• The impact of the subject's efficiency and system design on his career trajectory is noted.

"If those executives had started out as workers on the floor, they would have been able to grade those shoes correctly with ease."

• The quote underscores the benefit of hands-on experience in understanding and improving manufacturing processes.

• FedEx's business model was revolutionized by changing employee pay structure from hourly to per job.
• Employees could leave as soon as the job was done, incentivizing efficiency and saving the company.
• Paul adopted a similar incentive plan, allowing workers to leave early if they completed 8 hours of work in fewer hours.
• This approach led to higher productivity and quality, and eventually, a shift to a four-day workweek without a drop in quality or production numbers.

"That one switch saved FedEx's business."

• This quote highlights the pivotal change in FedEx's pay structure that led to significant cost savings and increased efficiency.

"I decided to create an incentive plan for the benefit of the workers."

• Paul explains his decision to implement an incentive-based system to improve productivity and employee satisfaction.

"We eventually reached the point where we agreed that if the workers accumulated enough hours, we'd allow them to take Friday off."

• The incentive system evolved to offer a shorter workweek as a reward for efficient work, benefiting both the company and the employees.

• Paul's focus on people over production numbers led to a strong company culture.
• His hands-on management and communication helped prevent unionization at the factory.
• Employees voted unanimously against union control, showing their trust in Paul's leadership.

"Paul comes in and he tells him first he explains why he's doing what he is."

• Paul's transparent and communicative approach to management helped build trust among employees.

"They embraced the new system, and when they were given the opportunity to vote on whether or not to be controlled by the union, the result was unanimous."

• The employees' unanimous vote against unionization demonstrates their approval of Paul's management and the new system.

• Disagreement with the owner, Bob, over promotion decisions led to Paul's resignation.
• Bob's decision to promote less experienced employees over loyal ones was the tipping point for Paul.
• Paul's resignation marked the end of his career at Randy's and the beginning of a new venture.

"Bob replied simply, it's my company, my decision."

• Bob's assertion of ownership and disregard for Paul's advice on promotions led to a critical disagreement.

"That was the end of my career at Randy's and the start of the biggest adventure of my life."

• Paul reflects on his resignation as a pivotal moment that led to the start of his own business, despite the uncertainty it brought.

• Paul received seed funding from a Japanese supplier, Serge, to start his own shoe company.
• Vans was established with a vertically integrated business model, making and selling shoes directly from the factory store.
• The company's simple approach to business, inspired by Steve Jobs' philosophy, contributed to its success.

"I was somewhat astounded by all that was happening and flattered, not to mention a little bit more, mention more than a little terrified at the thought of starting my own business."

• Paul expresses his mixed emotions of astonishment, flattery, and fear at the prospect of starting his own business.

"We settled on making whole shoes and whole shoes and making them right in the beginning."

• Paul emphasizes the company's commitment to quality and simplicity in their manufacturing and sales process from the start.

• Vans capitalized on the market for custom shoes, appealing to those who made their own clothes and various teams needing matching shoes.
• Paul's direct connection with customers and willingness to offer customization led to increased business and the establishment of a unique selling point for Vans.

"After successfully making the two custom pairs for that first customer, I called a meeting and discussed the idea with my partners."

• Paul's initiative to offer custom shoes became a strategic decision that differentiated Vans in the market.

"We immediately saw a huge potential market."

• Recognizing the potential for custom shoes, Vans quickly adapted to meet this new demand, showcasing their agility and customer-focused approach.

• Paul's decision to open additional retail stores, despite some being unprofitable, was based on the idea that increased volume would lead to overall profit.
• The counterintuitive strategy of expanding while in the red paid off, as Vans grew and eventually turned a profit.

"Neither of us pointed out the obvious. There was no guarantee that the next ten stores would even do as well as our first ten."

• Paul acknowledges the risk in his expansion strategy but chooses to focus on the potential benefits rather than the uncertainties.

"I've never been one to drag my feet. So just one short week after that meeting, our first true retail store opened its doors."

• Paul's quick action in opening Vans' first true retail store reflects his proactive and decisive leadership style.

• Skateboarders and surfers organically adopted Vans shoes, which helped the company find its niche and identity.
• Vans embraced the skateboarding culture and its "off the wall" spirit, aligning the company's brand with the ethos of its customers.

"When skateboarders adopted Vans, ultimately, they gave us an outward culture and an inner purpose."

• The adoption of Vans by skateboarders provided the company with a distinct culture and a sense of purpose within the market.

"My daughter Cheryl describes our partnership as a band of misfits coming together to make something great."

• Paul's daughter Cheryl encapsulates the synergy between Vans and the skateboarding community, highlighting their shared outsider status and creative spirit.

• Paul learned from Nike and Adidas the importance of associating products with specific sports and athletes.
• He applied this insight to Vans by fostering a connection with the skateboarding community, leading to a strong brand identity.

"Opportunity is a strange beast."

• Paul reflects on the unpredictable nature of opportunity, as seen in the eventual failure of Randy's and his own success with Vans.

"Don't copy the what, copy the how."

• Paul advises learning from the strategies of successful companies, rather than imitating their products, to achieve unique success.

• Phil Knight distributed Nike shoes to runners at an Olympic trial, sparking interest in the brand.
• Nike Cortez was distinctively designed and released a year before, gaining attention.
• The narrator reflects on the competitive strategies of Adidas and Nike, considering how to apply similar strategies to different markets.
• Van's opportunity arose from understanding the unique needs of skateboarders and surfers.
• The vertical integration of Van's allowed for custom solutions, such as selling single shoes to skateboarders.

"I started to rethink my approach. I had seen firsthand how fiercely Adidas and Nike competed for sponsorships among big name athletes."

• The quote emphasizes the narrator's shift in strategy after observing the competition between Adidas and Nike.

"So the same idea that Adidas and Nike are using for track and Olympic athletes, he takes that idea and he applies it to skateboarders and surfers."

• This quote highlights the application of competitive strategies from one market to another.

"He's the only vertically integrated shoe company around, and he's doing this at the berth. He's also in Southern California, which is, like, the birthplace of these extreme sports."

• The quote points out the strategic advantage of Van's vertical integration and geographical location in relation to emerging sports.

• Van's flexibility allowed them to cater to the specific wear patterns of skateboarders' shoes.
• By offering to make single shoes, Van's met a unique market need and built relationships with future professional skateboarders.
• Customization of products based on athlete feedback led to improved designs and dominance in the niche market.

"People would come in and be like, hey, can I buy one shoe? And they're like, why are you buying one shoe?"

• This quote captures the initial curiosity and subsequent business opportunity presented by the unique needs of skateboarders.

"Taking that idea that he first saw used at Adidas and Nike presented with the opportunity to make one shoe, and he's like, okay, well, you know what? I'm just gonna give you pairs of shoes."

• The quote illustrates the strategic pivot from observing competitors to innovating a new approach for a different market segment.

• Learning from competitors was crucial to the success of Van's business.
• The narrator questions the value of the idea to copy the 'how' rather than the 'what' if it were a purchasable commodity, concluding it's priceless.

"Would he have built his business off of that if he didn't first observe what Adidas and Nike was already doing? How important was it to the outcome of his business? Extremely important."

• This quote stresses the significance of observing and learning from competitors in shaping the success of a business.

• The narrator shares life advice from a 90-year-old, emphasizing the unpredictability of life and the importance of resilience.
• Handling life's challenges is not just about preparation but also about how one responds to unexpected events and hardships.
• The legacy one leaves is shaped by their response to adversity.

"Life is only partly about how you hold and handle your cards."

• This quote conveys the idea that while strategy is important, the ability to handle unforeseen circumstances is equally crucial.

"The way we deal with hardship is our legacy. You can accept defeat, or you can overcome it."

• The quote underscores the importance of overcoming challenges and the impact it has on one's legacy.

• After years of dedication, the narrator experiences burnout and decides to step down from running Van's to pursue personal interests.
• The transition to a different lifestyle, such as horse racing, signifies a shift in priorities and the importance of personal fulfillment.

"By 1981, after 15 years in business, days went round and round... I decided it might be the right time for someone else to take over the reins of the Vans Dorn rubber company and usher vans into the future."

• This quote reflects the narrator's realization of burnout and the decision to pass on the leadership role.

• The narrator emphasizes the detrimental effects of losing focus in business.
• Focus is likened to a superpower that drives successful outcomes.
• The comparison between horses wearing blinders and business focus illustrates the importance of not getting distracted.

"Lack of focus kills. Complete lack of focus kills. It's usually a matter of focus for me."

• This quote highlights the critical role of maintaining focus in the success and survival of a business.

• The narrator's brother takes over the company, loses focus, and attempts to compete in markets outside of Van's core competencies.
• Mismanagement leads to significant financial losses and eventual bankruptcy.

"Jimmy had moved away from the core. Vans had no business making wrestling shoes or running shoes."

• This quote illustrates the mistake of straying from the company's strengths and core market.

• The narrator is asked to return to lead Van's out of bankruptcy, highlighting the trust in his leadership despite his previous decision to leave.
• The return is met with reluctance but is driven by a sense of responsibility and attachment to the company.

"The judge then ordered me back to lead Vans out of bankruptcy. I returned with reluctance."

• This quote captures the narrator's conflicted feelings about returning to a leadership position during a crisis.

• The narrator laments the shift to cheaper overseas manufacturing, which compromised the brand's authenticity.
• A change in ownership leads to a return to the brand's roots, with the narrator playing a role in revitalizing the company's image.

"Vans no longer made the best shoes possible, but the cheapest shoes possible."

• This quote expresses the narrator's disappointment in the company's shift away from quality and authenticity.

• The narrator shares a deeply personal loss, providing a poignant reminder of life's fragility and the importance of narratives and legacies.
• In the face of grief, the narrator clings to the stories of his life, emphasizing the human need to pass on knowledge and experiences.

"The narrative of my life, the whole of it, the tidbits, the toil, the crazy exuberance."

• This quote reflects on the importance of life's stories and the legacy one leaves behind.

• The narrator's final advice is to acknowledge difficulties but not let them hinder progress.
• Emphasizing the importance of community and collaboration, the narrator concludes that success is not just about individual achievement but also about the people involved.

"No one gets anywhere alone. And in the final analysis, what you make will never be as important as how and with whom you make it."

• This quote highlights the significance of collaboration and relationships in achieving success and building a legacy.