The creator of the Patagonia brand. How the man who bills more than US$1.3 billion a year thinks and lives and invites his people to surf

Yvon Chouinard is an atypical businessman: he calls for consumerism to be avoided, he questions corporations and he takes his employees surfing, skiing or fishing.

“The funniest thing is breaking http://kuby.pl/mieszkania-i-domy-do-wynajecia-apartments-and-houses-for-rent-apartamentos-y-casas-en-alquiler-wohnungen-und-haeuser-zu-vermieten-arenda-kvartir/duramax-thailand.html the rules ,” says Yvon Chouinard, creator of Patagonia, the Ventura, California-based outdoor sportswear brand. His company was chosen by Fortune https://anyflip.com/ufiiz/bvky magazine as the coolest in the world . True to the style of its owner who retains the vitality and agility of a millennial and is still surfing at 84 years old.

Recognized for his commitment http://www.247adverts.com/for-sale/health-beauty/duramax-thailand_i300847 to caring for the environment and for his company's work philosophy, Chouinard is the personification of well-being; https://independent.academia.edu/EdisonMeyer someone who found the balance between his personal and work life. The key: he does what he is passionate about , recharges https://www.f6s.com/edison-meyer energy in contact with nature and does not live fragmented. “One has to live according to what he says; no cheating,” he explains.

He is a fan of fly https://www.ques10.com/u/489403/duramaxthai/? fishing and climbing , sports that forged his personality and taught him to get ahead and overcome adversity . Years ago, https://www.gordonengland.co.uk/sef/User-edisonmeyer he abandoned one of his passions when an avalanche surprised him on one of his mountain expeditions and saw one of https://www.gordonengland.co.uk/sef/User-edisonmeyer his friends die: "Nature showed me that it was time to set a limit and that I could not continue climbing," he confesses. .

An atypical businessman , https://www.dotafire.com/profile/edisonmeyer-106380 he calls for avoiding consumerism , questions corporations and takes his employees surfing, skiing or fishing. In 2011, https://www.degreeinfo.com/index.php?members/edison-meyer.112201/ Patagonia broke the mold with a daring ad in The New York Times on Black Friday asking: "Don't buy this jacket" and in https://superanunciosweb.com/portal/index.php?page=item&id=85318 2020 it returned with another ad: "Buy less, demand more" . Today it asks its consumers to really think about whether they need it https://duramax-thailand.enjin.com/forum/m/54923248/viewthread/33680775-duramax-natural-male-enhancement-for-low-testosterone/page/1 before buying a new garment and organizes exchange days in which it invites them to repair clothes of any brand in its workshops.

In Argentina , it is working https://jozoo.co.uk/cv/102790 to provide products for the Provisions division that promotes the regeneration of ecosystems from food production: the objective is to generate https://godselectpeople.ning.com/profiles/blogs/duramax-thailand an agricultural revolution. Just arrived from his flyfishing trip in Río Pico, Chubut, with his wife Malinda and about 10 employees, he received https://us.classi4u.com/miami/duramax-thailand-pid376869 LA NACION in the Acassuso ravines on the river, to talk about well-being, business and sustainability. Three themes that cross him and excite him.

- You are a rare bird in the business world: you take your employees surfing… How does this impact productivity?

It is our way of doing business. https://forums.anandtech.com/threads/duramax-thailand.2603135/ When you're about to go on vacation, the last two days of work, you're more efficient than ever. In Japan no one goes home until https://cycling74.com/author/6253c53bc683e72b78bf3c06 the boss leaves the office. They stay late but after 5 the homework doesn't really get done and it ends up being a waste of time. Employees https://quomon.com/Question/Preview/3989376 wait and wait pretending to work. Therefore, we force our employees to leave at 5 pm. If you really put your mind to it, you can do the work of eight http://www.apsense.com/user/edisonmeyer/experience?id=95047 working hours in two. This has been proven with the pandemic, as many people work more efficiently from home and save time commuting https://www.turnkeylinux.org/user/1729076 to and from work that sometimes involves two hours of travel plus time lost at lunch. Of course it depends on the type of activity: in our case,

-What is wellness for you?

If I had to give a definition, I would say that it is the combination of physical and mental health. Being faithful to my values, https://www.edocr.com/user/duramax-thailand which are the result of a lifetime in contact with nature and the passionate practice of extreme sports that have taught me many lessons.

-And how do you transfer this philosophy to your employees?

In Patagonia, almost 1,000 https://advertisingflux.com/classifieds/345787/duramax-thailand/bangkok/bangkok/thailand/digital-marketing/ applicants apply for each job position. So when we hire someone, we want them to stay. Our greatest desire is to have happy employees and for that, we http://nonstopentertain.com/profiles/blogs/duramax-thailand need them to develop a sense of community. For example, if someone applies for a job at Patagonia and says he is a golf fanatic, let him https://www.chilli-grower.uk/members/edison-meyer.16102/ forget about getting hired because he will never fit into our corporate culture. On the contrary, if the candidate is a fly fisherman, he https://duramax-thailand.blog5.net/50647690/duramax-natural-male-enhancement-for-low-testosterone-levels will not have any problem. It works just like a family: Who do you let in? It is easier to teach a fly fisherman business than it is https://duramax-thailand.affiliatblogger.com/60474784/duramax-legit-testosterone-level-booster to teach fly fishing to a businessman. The fishermen have a passion for what they do and we are looking for that type of profile.

How do you reconcile work-life balance with business strategy?

We do business in a very https://duramax-thailand.fitnell.com/49530425/duramax-natural-male-enhancement-testosterone-booster unusual way: we believe in breaking the rules to succeed. If you do business the same way as everyone else, you need to win with https://www.intensedebate.com/people/duramaxthailand price, distribution, or marketing instead of going your own way. I think that to be the world champion it is easier to invent your own sport.

In 1989, there was an https://www.thebestof.co.uk/local/havering/members/profile/?id=6253cf34fb70e713352fc90e economic recession in the United States and we had been growing at a rate of 50 percent per year for several years. You can't grow at that rate and simultaneously https://www.hltv.org/profile/1535016/edisonmeyer make a profit without creating a financial problem. I had to borrow money from friends, family and even two Argentine brothers who https://player.me/edisonmeyer/about had moved to Ventura. I was desperate and then I realized that I was making the same mistakes that every company makes when it grows too fast.

It was at that time that we https://www.lomography.com/homes/edisonmeyer traveled to Patagonia with about 15 people from my team, including Kristine Tompkins, and we asked ourselves why and what we https://dailylivebreakingnews.blogspot.com/2022/04/horror-in-maria-grande-25-year-old.html had this business for. None of us had degrees in business but in other disciplines such as archaeology, English or mechanics. We redefined our values: we decided we wanted to keep playing our favorite sport, earn a living, yes, but without having to fall back into the traps of unbridled growth. We defined that we wanted to make the best sportswear in the world with the best quality but at the same time we wanted to have time to be with our families, surf when there are good waves and be able to go skiing when the powder snow falls...

-And how is this put into practice?

Every time employees want to go surfing they have to let their boss know. And it works very well because we have very independent and self-motivated people who don't like to be told what to do. A psychologist once told me: “I have studied many companies and I have not seen any with such independent people. In fact, it couldn't be used anywhere else." Cool , I told him, that's what we're looking for! In short, we invented the company we wanted to work for. That is why I wrote the book “Let my people go surfing” where I put our values ​​in writing and formalize them.

- Two years ago they changed the company's mission… what changed?

We define that we are in business to save our planet. And that changed the way we act as a company. Our biggest challenge is to produce without damaging the environment. We are part of nature: if we destroy it, we destroy ourselves. Our employees are concerned about global warming, and they work for the company because they believe they are part of the solution. They are brand ambassadors passionate about saving the world.

-Aficionado of fly fishing, climbing, kayaking and surfing. What is the relationship between those sports and your well-being or quality of life?

I think that contact with nature is very important, especially for boys. You cannot have a healthy life if you are not in contact with nature. I believe that all problems can be solved if we have a spiritual connection with it and accept that we are part of it. In Patagonia we are achieving this. We believe that we are doing everything in our power to save our planet.

What advice would you give someone who wants to start a business ?

Break the rules. I have given talks at the graduation ceremonies of different universities and I always tell young people that life is so much simpler when you create your own rules instead of wanting to conform to others. If you create your own game, you can always be a winner. And works. We are one of the most profitable companies in the world with an annual turnover of 1.3 billion dollars and since 1985 we have donated 1% of sales to help the planet. In 2021 we gave 20 million dollars annually and to date we have donated more than 140 million dollars.

And speaking of new projects…

We are going to launch our own NGO "Home Planet Fund" -separate, but managed from Patagonia- to channel the money of clients who want to contribute to conserving the planet and do not know how to do it. We have 2.5 million clients in the United States alone and if each one donates 100 dollars we could have a great impact, even more if a billionaire joins the crusade. At first we are going to focus on regenerative agriculture as a way to capture carbon and generate more food for people. We will contribute to biodiversity by buying large areas of the planet that capture carbon. We are going to have a board of directors with recognized personalities and we want the CEO to be a woman.

How do you see the clothing business today?

If you want to sell to young people, you have to make the same commitments that we have to produce our clothing. They choose companies that produce and sell responsibly. We have to separate ourselves from fashion trends such as selling a pair of jeans with holes. That's stupid. We have to make a new fashion. That's why we created this apparel repair program that we then resell. Today, it is very fashionable to buy used clothes. Many young people like Greta Thunberg understood that consumption is what is destroying the planet. Those are our clients.

How is Patagonia's business in Argentina, with an industry so punished in recent years?

Patagonia is doing very well. In Latin America we invoice 24 million dollars per year and we are growing a lot in Chile and Argentina especially and also in Ecuador and Peru.

What are your investment plans in the country?

I want to grow food in Argentina and import it to the United States. My idea is to do regenerative agriculture. On the one hand, I want to produce grains with very old seeds that are high in protein and have high quality feed. In Argentina we are starting with Pacú and rice. We apply the same philosophy that we have in clothing where we prioritize the quality of our product. It is proven that we have lost about 70 percent of the nutrition in our food since the second world war and I see an opportunity in this business. The agricultural sector is our greatest hope.