In this honest guest post, Hali Rugs boss Dan Swart shares his story of heading up the family business. From his initial self doubt, he’s now grown the business by 50 percent and created an authentic company culture and a brand that gives back to its artisans.
I grew up with the impression, or rather perception, that joining a family business was the easy way out… but boy, was I wrong. As soon as I took the leap of faith, abandoning my dreams of becoming a humanitarian lawyer, I found myself facing an internal affliction to thwart this cognitive bias that I had subconsciously conditioned within myself. Perhaps this condition evolved to protect myself from taking on the biggest challenge of my life…
Reflecting back as 12 years have flown by, the first significant lesson I learned is that the pressure of taking over a family business is often more internal than external. I mean, who would ever want to be intrinsically labelled as the one who failed the family legacy? It took me about five years of working at Hali to come to terms with this. Once I understood and accepted this as simply internalised pressure, I did a lot of philosophical soul searching to find the tools which would unlock my potential and transform it into a superpower. This realisation allowed me to start building the business in my own way, infusing it with my vision and energy.
In the early days, I was driven by an intense need to prove myself to the existing staff, many of whom had been there for one, two, or even three decades. I was the first to arrive and the last to leave every day, working weekends, and immersing myself in every facet of the business. From the warehouse to marketing, administration, and of course, sales (which is still my favourite aspect). This relentless drive helped me understand the intricate workings of the company and demonstrated both my commitment and capability to the team.
As I grew more comfortable in my role, undertaking more responsibility with each year that passed, I realised that true success for me personally would only come from focusing on the company’s culture. I wanted to rebuild the foundations of the company in a way that resonated with me personally. By aligning the company’s culture with my own core values and vision, I could create an environment that was authentic and representative of who I am. That was the way Hali would thrive for generations to come, and I could, like a custodian, pass it on to the next generation.
I became obsessed with the relationship between an organisation’s strong internal culture and values, and the subsequent reverberation this had on its customers, suppliers, and ultimately the way the brand then communicated and was ultimately perceived. My mantra has always been that ‘culture eats strategy for breakfast’.
A significant part of being authentic was finding ways we could give back to our artisans. About 10 years ago, we began funding the Care & Fair Foundation, an initiative close to my heart and an organisation that does incredible work in the rug-making belt of India, in the state of Uttar Pradesh. My commitment to this cause was deeply influenced by a trip I took to India with my father in 1997, when I was 10 years old. We visited schools where I handed out lollies and chocolates to children far more disadvantaged than myself. This experience left an indelible mark on me and instilled a desire to make a positive impact on the communities that create our products.
Supporting the Care & Fair Foundation has allowed us to give back to the artisan communities that are the backbone of our business. It has also become an integral part of our company’s identity, reflecting our commitment to social responsibility and ethical business practices.
Running a family business is not only about maintaining what was built before; it’s about evolving and growing that legacy with an infinite mindset. By embracing the internal pressure, proving my worth, focusing on culture, and giving back, I’ve been able to build a business that honours my father’s legacy while forging my own path. This journey has not only strengthened our company as it has grown 50 percent over the last five years, but also created a meaningful connection with the communities we work with and serve.
Dan Swart is the managing director of Hali Rugs
