Now that you're here, I want to share my point of view on some key issues I believe are holding the global textile industries back. I’m not here to criticise for the sake of it — my goal is to challenge the status quo, spark conversation, and to work together toward meaningful change.
I’ve spent over 10 years in the industry so far, learning, researching, and gathering data on what works and what doesn’t. What I share here are the problems and opportunities as I see them, based on my experience.
Whether you agree or disagree, I’d love to hear your thoughts and continue the conversation.
The textiles industry is at a critical turning point.
The way sales and marketing is done in the textiles industry. The textiles industry has a marketing problem. There’s a persistent lack of structure, systems, and resources, leading to a price race to the bottom. Many manufacturers still view themselves as purely production-focused, missing the reality that they’re in a service business—where defining and understanding the customer is crucial.
Without knowing who you’re serving, you can’t offer meaningful value. You can’t be everything to everyone, and by trying to, you dilute your strengths. True impact comes from narrowing your focus, investing in systems, and building a strategic marketing foundation that goes beyond trade shows and customer meetings.
Sales and marketing aren’t just about talking to customers; they’re a structured profession with best practices for growth. Yet, many companies don’t treat it that way. They hire people who are “good at talking,” without giving them the tools, training, and strategic guidance needed to thrive. Talent is abundant, but it’s wasted without the right structure to support it.
The industry’s fixation on cost-cutting and operational efficiency, while critical, is only part of the picture. True competitiveness requires a strategic vision that places equal importance on sales and marketing. By rethinking these functions as core to their service offering—not just production add-ons—manufacturers can move beyond survival mode and start building meaningful connections with their customers.
The way technology is adopted and implemented in the textiles industry. It is reactive and often lacking vision. There’s a hesitation to embrace innovation fully, and when companies do, they use technology as a tool to fix short-term problems, rather than as a strategic asset that drives long-term growth.
Why? Because too many companies treat technology as an afterthought, something to layer on top of their traditional processes, rather than as a fundamental part of their business model. They fail to see that technology is not just about efficiency — it’s about transformation, agility, and creating new business models that can adapt to the future.
The biggest mistake is viewing digital tools — like 3D / digital product creation, AI, and automation — as isolated tools rather than integrated solutions that can revolutionise how businesses operate. Manufacturers and retailers often implement these technologies in silos, missing the potential of fully integrating them into their entire value chain. This piecemeal approach leads to wasted resources, missed opportunities, and a lack of return on investment.
Technology for the textiles industry is not simply about digitising existing processes; it’s about rethinking and reimagining how the business can operate. Until the textiles industry sees technology as a strategic driver of competitive advantage and market leadership, companies will remain stuck in the past, losing ground to more agile, forward-thinking competitors.
The leadership in the textiles industry. We are stuck with traditional mindsets, focused on outdated metrics of success. Too many leaders believe that managing operations and keeping things running is their main job, rather than driving innovation, building resilient strategies, and creating a future-focused business.
The biggest problem? Short-term thinking. Leaders are often focused on immediate gains— cutting costs, competing on price, and maintaining the status quo — at the expense of long-term strategy and sustainable growth. More concerned with operational efficiency than with how to position their companies to thrive in the next 10, 20, or 30 years.
Understandably so, given the environment most leaders in our industry operate in.
But it doesn't have to be this way.
Without strategic leadership, the textiles industry will continue to face the same cycles of price competition and stagnation. Leaders need to stop thinking like operators and start thinking like visionaries. They need to understand that their role is to create agility, to anticipate market changes, and to build an organisation that can adapt and thrive in a constantly evolving landscape.
A failure to lead with strategy leaves companies vulnerable to disruption and competitive threats. Too many businesses are missing opportunities because they’re not taking bold risks, not investing in future-proofing, and not aligning their organisations around a clear vision for the future.
PUBLISH MY THINKING
Sharing knowledge openly not only contributes to the global conversation but also helps drive progress by putting actionable ideas into the hands of those who need them most. In an industry that lack shared knowledge, I believe it’s crucial to make insights accessible. By publishing my thoughts, I aim to empower those who seek new perspectives and solutions, regardless of their location.
ENGAGE IN DISCUSSION
True understanding grows from dialogue. Engaging in discussions allows me to learn from diverse perspectives, challenge my own views, and refine my understanding. These conversations are vital to deepening insights, building relationships, and fostering a sense of collective growth.
COLLABORATE
Collaboration is at the heart of meaningful change. I aim to work with others who are committed to driving transformation in the textiles industry. By bringing together different areas of expertise, we can create solutions that are not only innovative but also sustainable. Collaboration enables us to bridge gaps, leverage strengths, and pursue strategies that have the potential to make a real impact.
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