In this episode of Startup Builders & Backers, I speak with Connor, co-founder and CEO of Go Swag. His story begins in a Glasgow software agency, where he and co-founder Ben wanted to create a memorable first day for a new employee arriving from Italy.
The welcome gift made an immediate impression and was shared across social media. When Connor suggested creating the same experience for every new employee, colleagues explained how difficult the process would be to repeat across the company.
Connor and Ben searched for a corporate gifting provider capable of managing design, sourcing, branding, logistics, and international delivery from beginning to end. When they could not find one, they launched Go Swag with approximately £180.
Their lack of corporate gifting experience became an advantage because they approached the industry from a software background. Previous work involved building digital products for slow-moving sectors such as banking and pharmaceuticals. Go Swag applied the same thinking to an industry where administration traditionally increased alongside revenue.
Connor explains the company’s DRY principle, meaning “don’t repeat yourself.” Administration, quoting, and logistics should be handled by software, allowing employees to concentrate on customer relationships and creative decisions.
This approach helped Go Swag grow without increasing headcount at the same rate as revenue. Neil notes during the interview that the business has achieved five consecutive years of triple-digit growth with a team of approximately 30 people in Glasgow.
We also discuss why the founders decided to build globally from day one. Corporate gifts sent to employees in India or South America should provide the same experience as packages delivered to London or San Francisco. Scotland’s smaller domestic market also encouraged the team to think internationally earlier than many startups.
Operating globally introduced difficult questions involving customs, tariffs, taxation, warehousing, and logistics. Go Swag launched in 2019 and subsequently faced COVID, Brexit, the UK mini-budget, rising energy prices, and changing tariffs. Connor jokes that he began the company with hair, which provides an unofficial measure of the pressure involved.
For founders pursuing enterprise customers, Connor advises against entering meetings apologetically. Large companies care about consistency, ownership, problem resolution, and avoiding surprises. A startup’s smaller size can offer an advantage because its team can move faster and provide forms of support that larger competitors struggle to approve.
Connor also discusses the discipline required to reject revenue. Smaller contracts may feel attractive during the early stages, but they can consume the time needed to pursue enterprise opportunities. He applies the same thinking to warehouses, international offices, and other investments that might impress people without solving a customer problem.
The conversation closes with Go Swag’s use of generative AI. Connor describes the “blank canvas problem” facing buyers presented with thousands of products and finishing options. Go Swag is developing models that begin with the buyer’s intended outcome and recommend an appropriate gift rather than expecting the customer to become an expert in printing techniques.
Could your startup grow faster by automating repeatable work, rejecting distracting revenue, and approaching enterprise customers with greater confidence? Listen to the episode and share your thoughts with me.