Why Sheertex and Why Now

Let me start by saying this: I haven’t been fully transparent online. Honestly, I’ve been afraid. Afraid of the internet, afraid of being called out, afraid of being taken down when I’ve already spent more nights than I can count crying myself to sleep over this company. But here’s the thing—in person, I’m no bullshit. I cut to the point. And now, I’m bringing that here. If I’m going to ask for your help, I owe you the truth.

This week, I’ve had people ask me why I care about the “haters” or why it frustrates me when other brands—brands that aren’t exactly moving mountains—get celebrated as innovators. Some have even suggested that Sheertex should focus on being a “factory incubator” for the future. I get it. From the outside, Sheertex looks like it’s all wins. But today, I want to pull back the curtain and show you the truth—and why it’s so infuriating to be so close to success, yet still fighting for survival.

The Strategy Behind the Madness

Sheertex is not profitable—not even close. We lose over $30 million a year making and shipping tights. Yes, you read that right. To fund those losses, we’ve raised $150 million in equity, $50 million in convertible debt, and $50 million in other debt. And what have we done with that money? We’ve built over $50 million worth of infrastructure in Montreal—everything from machines that extrude fiber to assembly lines that knit and finish the tights you wear—while absorbing losses from selling products below cost to prove demand. The demand was needed to justify the infrastructure, and the infrastructure was needed to make the unit economics work. It’s a maddening chicken-and-egg loop, but one that has been necessary to get this off the ground.

When we started, our cost to produce a single pair of tights was over $100. The UHMWPE fiber alone cost more than $50 per pair. Today, we’re at $13 per unit, and by the end of next year, we expect that cost to drop to $5. Eventually, we’ll get to $2.50. This December marks a huge milestone: it’s our first month running entirely on in-house-produced UHMWPE fiber. This isn’t just a step forward for Sheertex; it’s a proof point for what’s possible when you build a truly vertically integrated system.

Proving Demand—At a Price

Let’s talk about demand. This year alone, we sold nearly 2 million pairs of tights. Our B2B partners are showing interest in nearly 10 million units for next year. Let that sink in—10 million units. If only we had the capacity to produce them at the right price. But here’s the catch: proving that demand meant we had to sell our tights at prices far below break-even—whether to consumers or retailers. That’s been our strategy from day one, and while it’s worked to prove the market, it’s also required sacrifices that are hard to explain on a spreadsheet.

Why would we do this? Because proving demand was the only way to secure the funding to build the infrastructure needed to bring costs down. It’s not glamorous, and it’s not easy. Every day feels like walking a tightrope. But now, with demand proven, the final piece of the puzzle is scaling up fiber production to meet that demand.

We are so, so close. We’re just quarters away from profitability, assuming we can scale our fiber production. But here’s the hard truth: not once in this company’s history have we had the luxury of simply focusing on operating. Every fundraise is hand-to-mouth. Every dollar has to stretch further than seems reasonable. And let me tell you, that’s exhausting.

The Big Picture

But this isn’t just about tights. Our vision goes far beyond that. We’re working on:

• Supercritical CO2 and subcritical water recycling technology that could recycle the world’s textiles at scale.

• A spandex replacement that would be the first recyclable elastane.

• Industry-changing software that enables full traceability in the apparel supply chain.

• Automation projects that will make our production globally competitive.

These aren’t “nice-to-haves.” They’re the future of the textile industry. But bringing these ideas to life takes time, money, and a willingness to bet on the long game. And that’s before we even start talking about scaling this model to Europe and Asia, which will require its own significant investment.

Why Recognition Matters

So why do I care when brands that aren’t doing this hard work get touted as innovative? Because real innovators—the ones building the future—are often overlooked. As Ali Rowghani, former CFO of Twitter, once told me on a call, “Sheertex has more in common with rocket-building companies and supersonic jets than traditional consumer businesses.” The economics are similar. The challenges are similar. The stakes are just as high. We are building a platform—the infrastructure for a transformative future in manufacturing—and that takes time. I’ve struggled to get the world to see this. But I need the world to see this.

Finding My Voice

If you know me in person, you know I’m brutally honest. But I’ve been holding back online. The idea of being taken down when I’ve already been pushed to my limits felt unbearable. But something has changed. We have brought Sheertex so far, and I am now more convinced than ever that what we’re doing matters. I’ve found my voice. If we go down, we will go down fighting. And if we succeed? We will have changed the game.

Building Surface Area for Luck

Dalton Caldwell calls it “building a surface area for luck.” That’s what I’m doing by putting this out there. Maybe, just maybe, someone reading this can help. Someone who can get us off this tightrope and onto the fast track to tipping the inflection point. Someone who can help us become the model for what Western manufacturing can and should be.

The Call to Action

I believe in this company and this mission with everything I have. But belief alone won’t cut it. We need you—our consumers, our partners, our investors—to believe too. Buy the tights. Tell the story. Advocate for this moonshot. Scream from the rooftops not just that this matters, but that the work matters—that building platforms matters. Because without collective action, the systems that need to change won’t. And we can’t afford to fail.