10 Years, 10 Lessons From Sloom Founder, Rudo Kemp
Rudo Kemp, Founder of South Africa’s most innovative mattress brand, launched Sloom 10 years ago in his garage. A decade later, he shares the 10 lessons he’s learned along the way in the hopes of inspiring those who choose the road less travelled: entrepreneurship.
Seek pain points and provide a solution: True disruption rarely comes from making minor adjustments to an existing product. Instead, look for systemic flaws in how an industry operates. The most successful business ideas are born from solving a fundamental frustration that established players are ignoring. “Something I have learned over the past decade is that if someone copies your idea, it is the clearest sign that a product has addressed a genuine customer pain point. It’s also said it’s the greatest form of flattery, either way – I believe we have pioneered the way forward for better quality sleep!” says Kemp.
Understand your industry, firsthand: A great idea is insufficient without product or industry knowledge. Spending time working on the front lines of your chosen industry provides vital insight into where competitors may be cutting corners. “In relation to Sloom, the technical grounding I gained before launching the very first Sloom Mattress ensured I built an engineered solution rather than a marketing gimmick,” adds Kemp.
Minimise Consumer Risk: When launching an unconventional business model or asking consumers to buy high-ticket items through non-traditional channels, the burden of trust is entirely on you. To overcome consumer scepticism, remove the barrier to entry by offering authentic, risk-free trial periods and transparent refund policies that absorb the buyer’s risk. “At Sloom, we introduced a 100-night risk-free trial, which has been incredibly well received by our customers. I must add, even with this offering, we have less than a 3% return rate; now that says something about our quality and promise of sleep,” adds Kemp.
Pace Your Capital: In the earliest phases of a venture, capital vanishes far more quickly than anticipated due to hidden costs like sampling, website design, and inventory ties, for example. Startup survival often depends on operating with extreme financial discipline, leveraging organic or low-cost marketing, and acknowledging that early growth is a slow, unglamorous, and highly repetitive process.
Seek Agile Suppliers: Traditional manufacturers often demand massive minimum order quantities that can stall or even bankrupt a startup. Building a scalable enterprise requires finding flexible partners who are willing to produce smaller initial runs and adapt their processes to support your requirements.
The importance of a brand: A brilliant technical product will struggle to convert sales if it looks unconvincing to the consumer. For a business to scale, it must bridge the gap between product development and trustworthy branding. Establish partnerships or internal teams where creative discipline complements operational strength.
Take a step back: The entrepreneurial journey requires sacrificing weekends, taking on personal financial risk, and working unsustainable hours. Because founders are naturally driven by a massive future vision, the danger is constantly fixating on how far the business has yet to go. To prevent burnout and build a sustainable brand, it is vital to regularly step back, acknowledge incremental milestones, and trust the compounding nature of the process.
Back Your Plan A Fully: There is a difference between being reckless and being fully committed. In the early stages of a business, having too many escape routes can make it easier to stop when things get uncomfortable. Sometimes the pressure of not having a realistic Plan B forces a founder to keep solving the next problem, making the next call, and finding the next way through. “Sloom was always Plan A for me. I never really had a Plan B, and looking back, that probably helped me persevere when things were not going my way. It does not mean you ignore reality, but it does mean you keep finding ways to move forward until the business either works or you are genuinely forced to stop.”
Let the Customer Complete the Product: Founders often believe they know exactly what the customer needs, but the real test only starts once the product is in people’s homes. Especially in a category as personal as sleep, no amount of theory can replace real customer feedback. The best products are not static; they evolve as customers use them, question them, and reveal what matters most.
Earn Growth Before You Chase It: Growth is attractive, but scaling too early can expose every weakness in a business. Before increasing marketing spend or chasing bigger volumes, the product, supplier base, service experience, returns process, and cash flow need to be strong enough to handle demand. “A business has to earn the right to grow,” concludes Kemp.
