Executive Apparel: Interview with Made to Measure Magazine

The Singer family has been in the clothing business for generations.    When Grandfather Singer and his 3 sons emigrated to Philadelphia in the ‘30’s, he began in the leather coat business which provided for the Philadelphia Police Department.  Two of his sons went their ways for other garment manufacturers, but Richard Singer continued with Grandfather’s Singer Mfg. Co., becoming a contractor for outerwear and adding a line of boys’ suits.  Rick Singer loved his work and loved his job.  He exuded an excitement and commitment which his 2 older boys, Rob and Don, inherited, and they eventually joined him for a successful run in the retail apparel business.  Rob and Don added men’s wear to their lines, and in the early ‘80’s were also manufacturing for women who had rejoined the job market. 

By 1985, their dad had taught the 2 brothers all he could and retired; imported retail clothing was becoming a huge market, putting a tight squeeze on American retail contractors—Philadelphia’s garment district had shrunk to less than half its original size.  Rob and Don knew they had choices to make.  Firm believers in science fiction, they conceptualized clothing for the future.  It came to them that most galactics wore uniforms on their starships.  So they decided to enter the uniform business.  Because of their backgrounds in men’s and women’s suiting, the switch to corporate uniform apparel was only logical.  And futuristic…

Don had a degree in finance and Rob had graduated from the Philadelphia College of Textiles.  The family had always been in the contracting business, manufacturing for others.  With a lot of guts and a lot to learn about inventory, business management, purchasing of raw goods, acquiring of distributors, and advertising, they began Executive Apparel in 1986.  “We made up our minds, walked before we ran, and decided we would commit to this business for the long run. We wouldn’t have 1 foot in the door and 1 foot out the door, “ stated Rob.

They kept the contracting end of the business while they began a stock program for uniform apparel.  They learned from their competition regarding colors and styles, but they made their own way, carving their unique niche.  One of their strengths is special sizing, in addition to standard stock sizing.  “One of the hardest things about this business is getting everything to be sized correctly,” recalls Rob.  “It wasn’t easy in the beginning and we made mistakes.  But we did whatever it took and we got it right.  Fashion is now a major part of our company.  In fact customized garments for our clients is 25% of our current business.”

When Singer was in business, the building was in a loft.  Now, using approximately the same square footage, Executive has moved to a ground-floor building where the goods comes in at one end, and goes out a finished product at the other.  Probably the single most determining factor in the success of Executive Apparel is the tight and well-thought-out organization.  As Rob discusses his thoughts and projections about the corporation, nothing is left to chance or “maybe’s.”  If an item or a philosophy doesn’t work, it’s changed so that it will.  “Don is very cautious,” he volunteers.  “I’m a little less cautious.  I’m the more flexible one.”

Originally, Don and Rob had divided their responsibilities by what they knew—Rob oversaw manufacturing; Don took care of finances and business management.  What they found is that they both had strengths in several areas, but their outlooks were so diverse that they needed to take on their roles not by job description but by focus.  Don now handles the repetitive, which demands consistency and stability—doing things dependably the same way every day.  He makes sure the operation runs smoothly at every level.  Rob, on the other hand, is the “visionary,” the creator with the new ideas.  If Rob comes up with a new product, new equipment, a new management concept, it’s Don’s responsibility and challenge to implement it.  The 2 complement each other.

Both men are married, live within 5 minutes of each other, and close to their other family members.  Rob and Wendy have grown twin boys and a daughter; Don and Arlene have 2 daughters.  Even though Philadelphia is a large city, there is a small-town family dedication to one another, which is very special and very close.

They are exceedingly bright.  Rob at age 50 is already planning for the day when he will retire, and has become a professional photographer on the side.  His works of children, and still life for artisans’ portfolios have acquired recognition.  Don, 47, is a professional musician and has his own band.  During the ‘60’ & ‘70’s, he had a rock group—he still plays a lot of the same music; the guys just dress a little differently—instead of headbands and jeans, they wear button-down collars and ties. 

Rob, the spokesman for the 2, reflects how he and Don have changed.  “We’ve always been self-employed, and we’ve never known what it’s like to work for others.  Initially, we were very controlling.  Now, we realize the importance of working together as a team—not only the 2 of us, but with our supervisors, as well.  Thursday morning team meetings have given us insight and respect for what it’s like to be an employee.  One thing I’ve learned is that money isn’t what creates a satisfied, productive employee.  Sure, profit sharing is important; it’s important to educate our employees all the way down the line--the process of how a dollar is earned; but the real selling point for employee loyalty is the team.  It’s a feeling of being a part of, instead of apart from.” 

Rob reflects on one of the most concerning issues for himself and for the business: “We feel it’s very important to maintain a manufacturer-distributor relationship.  When we were contractors, we saw that process break down.  Manufacturers began going directly to the end-user, and it undermined business loyalties.  There has to be loyalty in business, in life.  Loyalty is the key factor to success, whether in marriage and families, or in business relationships.  Often, it’s only ‘me, me, me.’” As he has gotten older, he admits that he and Don have grown more dependent on others for input.

Punctuating his more thoughtful comments with energetic ideas, he remarks about efficiency.  “We try to ship an order within an hour after placement,” he exudes.  “We keep our backorders to a 2 week maximum; we have a 94-96% satisfaction rate; we continually try to get better and faster.”  He refers to Executive as a “sleeping tiger.”  “We have a superior management group,” Rob enforces.  “There’s a tremendous infra-structure, we do a lot of things right, have a good strong sales force.  The more things come together, the stronger we get.”

Robert and Donald Singer, following their dad’s tradition, exude the same love and excitement for their business.  Executive Apparel is growing and changing while maintaining a steady spot in the uniform marketplace.  The eclectic pragmatism, which is based on sound technical knowledge and background, is leading these 2 entrepreneurs to the forefront of the uniform apparel trade.