Revitalizing a Legacy Textile Brand
How restructuring artist partnerships, modernizing production, and reconnecting with the maker community reignited growth at PBS Fabrics.
Project Snapshot
Client
PBS Fabrics
Industry
Textile design and licensing
Scope
Business strategy, creative leadership, operational restructuring
Outcome
48% year-over-year revenue growth over five years and significant expansion of creative output and revenue channels
The Challenge
When I joined PBS Fabrics, the company was in the middle of a leadership transition. The previous executive team had departed, much of the staff had left with them, and the business was operating without clear direction.
Revenue was declining, the pattern catalog had grown outdated, and internal operations were disorganized. Production, packing, and distribution were handled in-house without clear systems, creating inefficiencies across the business.
At the same time, the textile market was evolving quickly. Independent designers, digital marketplaces, and maker communities were reshaping how fabrics were discovered and sold. While the industry was moving forward, PBS Fabrics had fallen behind both creatively and operationally.
Revitalizing the company required rebuilding both the economic and creative foundations of the business.
Strategy 1
Realigning the Artist Partnership and Licensing Model
The first step in stabilizing the business was examining how PBS Fabrics partnered with its artists.
At the time, the company used a traditional licensing structure that paid artists a flat upfront fee for their collections while the company retained full ownership of the artwork. If a collection underperformed, the financial risk fell entirely on the company while the artist was paid regardless of sales performance.
While this structure had worked historically, it created significant financial exposure as the design catalog expanded.
To create a more sustainable model, I redesigned the artist agreement to better align incentives between the company and its designers.
What Changed
Removed large upfront licensing payments
Introduced a prepaid licensing structure based on historical sell-through data
Implemented a per-yard royalty model tied directly to fabric sales
This structure guaranteed artists a baseline payment while significantly reducing the company’s financial risk.
At the same time, the royalty component encouraged artists to actively promote their collections, aligning their success with the success of the product in the market.
Outcome
The new licensing model created a healthier partnership structure that allowed the company to scale its design pipeline while reducing upfront financial exposure.
It also incentivized artists to participate in promoting their collections, strengthening the connection between creative partners and product performance.
Strategy 2
Expanding the Creative Pipeline Through Emerging Talent
With the licensing structure modernized, the next priority was rebuilding the company’s creative pipeline.
PBS Fabrics had historically relied on a small group of established textile designers, limiting both the diversity and volume of new designs entering production.
To reinvigorate the catalog, I looked beyond the traditional textile industry and began sourcing artists from social media and online creative communities. Many of these illustrators and surface designers had strong followings and distinctive visual styles but had never entered the textile space.
What I Led
Identified and recruited over 50 artists through social media and creative platforms
Introduced these artists to textile licensing opportunities
Leveraged the redesigned licensing model to create low-risk partnerships
Built flexibility into contracts to support seasonal and limited-edition artist collections
For many artists, the artwork already existed. They simply had never considered translating their patterns into fabric collections.
Outcome
The expanded artist network dramatically increased the volume and diversity of designs entering production.
More importantly, introducing fresh creative voices helped PBS Fabrics stand out in a textile industry that had seen relatively little innovation.
Strategy 3
Building a Flexible, On-Demand Production Model
While the creative pipeline was expanding, the company’s production model was still limiting growth.
Most fabric printing was handled through overseas manufacturers that required large minimum order quantities and long production timelines. Lead times averaged six to eight months, forcing the company to predict demand far in advance and commit to significant inventory.
This approach made it difficult to respond to trends, test new collections, or support smaller retailers.
To address these challenges, the company invested in building one of the first domestic on-demand textile printing operations of its kind.
My Role
I worked closely with company leadership as the manufacturing facility was developed, helping define how the new printing capabilities would support the growing design catalog and artist network.
This included shaping how collections would be structured, how SKUs would be managed, and how the on-demand model could support a more flexible and scalable product pipeline.
Outcome
The new production model transformed how the company brought products to market.
By sourcing blank fabric overseas and printing domestically as orders were placed, the company gained significantly more flexibility in production.
This allowed PBS Fabrics to:
Launch new designs without committing to large inventory runs
Respond to trends and cultural moments more quickly
Allow retailers to reorder fabrics without collections expiring
Enable artists to continue earning royalties on designs long after their initial release
Expanding Production Into a New Revenue Channel
The new domestic printing capability also created opportunities beyond the company’s own fabric collections.
Because printing could be done on demand and at smaller volumes, the facility could support custom textile production for other product brands.
This opened the door to a new B2B printing service, allowing companies to produce custom fabrics without the large minimum orders typically required by overseas manufacturers.
Brands such as Foggy Dog, a premium dog accessory company, used the facility to print custom textiles for their product lines, while apparel brands like SunSesh leveraged the capability to produce fabrics for beachwear collections.
This diversification helped maximize the facility’s capacity while creating an additional revenue stream for the company.
Strategy 4
Activating the Modern Maker Community
With the licensing model modernized, the creative pipeline expanded, and production made more flexible, the final step was reconnecting the brand with today’s sewing and maker community.
Historically, PBS Fabrics relied heavily on traditional marketing channels within the textile industry. However, the modern maker community was increasingly discovering patterns, projects, and fabrics through social platforms and creator networks.
To reach this audience more effectively, we shifted marketing investments away from traditional print advertising and toward partnerships with influential makers and pattern designers.
What I Led
Built relationships with influential creators and makers within the sewing and quilting community
Developed a program to regularly send fabrics to creators for projects shared with their audiences
Redirected traditional print marketing budgets toward social media and maker communities
Leveraged the growing roster of artists, many of whom already had strong online followings, to promote their collections
Outcome
Projects shared by influential makers showcased fabrics in real-world use while expanding awareness across social platforms.
Because many of the textile artists themselves had built-in audiences, their participation further amplified the reach of new collections and improved sell-through across retail partners.
Results
Together, these strategic changes transformed the trajectory of the company.
PBS Fabrics achieved:
48% year-over-year revenue growth over five years
Expansion to a network of 50+ textile artists
Production of 1,000+ SKUs annually
Greater operational flexibility through on-demand domestic printing
A new B2B textile printing channel serving emerging product brands
Increased brand awareness and sell-through through maker community engagement
Key Insight
Legacy companies rarely stagnate because of a single issue. Growth often returns when business models, creative systems, production capabilities, and brand positioning are redesigned together.