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Good morning to all new and old readers! Here is your Saturday edition of Faster Than Normal, exploring the stories, ideas, and frameworks of the world’s most prolific people and companies—and how you can apply them to build businesses, wealth, and the most important asset of all: yourself. 

Today, we’re covering Yvon Chouinard and his journey to building Patagonia into a billion-dollar company driven by values, then giving it away to combat climate change.

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What you’ll learn:

• How Yvon Chouinard transformed Patagonia into a business that fights climate change

• Lessons on making your product your marketing, hiring people uniquely aligned with your culture not business people, and making decisions for the hundred-year horizon

• Quotes on knowing, business philosophy, and risk-taking

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Yvon Chouinard

Born in Maine in 1938, Yvon Chouinard moved to Southern California as a kid. He struggled to fit in. "I was the smallest kid in the class, I couldn't speak English, and I constantly had to defend myself because I had a 'girl's name'," he recalls.

Chouinard found solace in the outdoors. He joined a falconry club as a teenager. This led him to rock climbing. He loved it. But the equipment sucked.

So he started making his own. In his parents' backyard. With a used coal-fired forge and an anvil. Self-taught.

"I've always thought of myself as an 80 percenter," Chouinard says. "I like to throw myself passionately into a sport or activity until I reach about an 80 percent proficiency level."

His homemade climbing gear was good. Other climbers wanted it. A business was born. Reluctantly.

"I never wanted to be a businessman," Chouinard insists. "I started as a craftsman, making climbing gear for my friends and myself, then got into apparel."

The early years were lean. Chouinard lived cheap. He'd spend summers making gear. Winters climbing. Eating cat food to save money.

But his products were innovative. And high-quality. The business grew.

In 1973, Chouinard Equipment became Patagonia. A new focus on clothing. But the same ethos.

"How you climb a mountain is more important than reaching the top," Chouinard says. This philosophy guided Patagonia's approach to business.

Growth brought challenges. In 1991, sales slumped. Patagonia laid off 20% of its staff. A wake-up call.

Chouinard doubled down on sustainability. Organic cotton. Recycled materials. Repair programs. It wasn't just idealism. It was good business.

"The more you know, the less you need," became a Patagonia mantra. Counterintuitive for a retail company. But it worked.

By 2022, Patagonia was worth $3 billion. Profitable and principled. A rare combination.

Then Chouinard did something unexpected. He gave the company away. To fight climate change.

"Earth is now our only shareholder," he announced. The move will funnel about $100 million a year to environmental causes.

Chouinard's journey wasn't smooth. He faced skepticism. Financial struggles. The challenges of scaling a business while maintaining values.

But he persevered. And succeeded. On his own terms.

"If you want to understand the entrepreneur, study the juvenile delinquent," Chouinard once said. "The delinquent is saying with his actions, 'This sucks. I'm going to do my own thing.'"

That's exactly what Chouinard did. He built a billion-dollar company. Without compromising his values. Then gave it all away.

Not bad for a reluctant businessman.

Lessons

Lesson 1: Make your product your marketing. Patagonia doesn't rely on flashy ads. Their products speak for themselves. They focus on quality and durability, which creates word-of-mouth marketing. You don't need a big marketing budget if your product is genuinely good. Chouinard explains, "We don't want to be a big company. We want to be the best company."

Lesson 2: Hire people uniquely aligned with your culture, not business people. Patagonia hires people who love the outdoors, not necessarily those with the best business credentials. This creates a culture aligned with the company's mission. Your hiring strategy should reflect your values, not just skills. Chouinard states, "We have a policy that when the surf comes up, you drop work and you go surfing."

Lesson 3: Make decisions for the hundred-year horizon. Patagonia thinks long-term, really long-term. This approach guides their sustainability efforts and business decisions. You should consider how your actions today will impact your company decades from now. Chouinard emphasizes, "I think of Patagonia as an experiment in capitalism. We are always looking for ways to be more responsible and do less harm to the environment. It's a process of continuous improvement."

Lesson 4: Use constraints as a catalyst for innovation. Patagonia's commitment to sustainability could have been a limitation. Instead, it drove creativity. When they switched to organic cotton in 1996, it forced them to rethink their entire supply chain. "Every time I do the right thing, I make money," Chouinard notes. This approach led to new products and processes that set Patagonia apart from competitors. Constraints can be a powerful tool for innovation if you embrace them.

Lesson 5: Let your customers be your partners. Patagonia doesn't just sell to customers - they engage them in their mission. "If you engage customers as partners and develop an understanding that buying our products can be more of a reflective act, that's the basis for an ongoing relationship." This approach has turned customers into brand advocates. Your customers can be your most powerful marketing tool if you treat them as partners, not just consumers.

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Yvon Chouinard Quotes

On knowing: "The more you know, the less you need."

On business philosophy: "At Patagonia, making a profit is not the goal because the Zen master would say profits happen 'when you do everything else right'."

On risk-taking: "Real adventure is defined best as a journey from which you may not come back alive, and certainly not as the same person."

On entrepreneurial spirit: "If you want to understand the entrepreneur, study the juvenile delinquent. The delinquent is saying with his actions, 'This sucks. I'm going to do my own thing.'"

On work-life balance: "I've always thought of myself as an 80 percenter. I like to throw myself passionately into a sport or activity until I reach about an 80 percent proficiency level."

On business responsibility: "Who are businesses really responsible to? Their customers? Shareholders? Employees? We would argue that it's none of the above. Fundamentally, businesses are responsible to their resource base."

On organizational structure: "To re-create the entrepreneurial atmosphere of the sort we'd had at Chouinard Equipment, we broke the line into eight categories and hired eight product czars to manage them."

On product design: "Good design is as little design as possible."

On business ethics: "What we take, how and what we make, what we waste, is in fact a question of ethics."

On leadership: "The solution maybe for a lot of the world's problems is to turn around and take a forward step. You can't just keep trying to make a flawed system work."

Further Readings

• Patagonia shows how turning a profit doesn't have to cost the Earth

• Leadership in action: Patagonia case study

• Lessons From Yvon Chouinard, Founder of Patagonia

• Yvon Chouinard Wikipedia page

That’s all for today, folks. As always, please give me your feedback. Which section is your favourite? What do you want to see more or less of? Other suggestions? Please let me know.

Have a wonderful rest of week, all.

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