When sister-in-laws Rina Gocaj-Bekiri and Floriye Elmazi couldn’t find hair products that catered to pressing condition-based concerns, such as dandruff, psoriasis, alopecia, hair loss and the effects of chemotherapy on hair, they decided to combine their passions for empowerment and haircare and create Sisterwould. In 2022, the pair launched a two-piece collection comprised of a shampoo and conditioner and backed by two years of research and development.
Its haircare comes with a unique twist that bridges the gap between innovative products and sensory and tactile ingredients for blind people and the vision impaired to push the boundaries of inclusivity. Gocaj-Bekiri and Elmazi have visually impaired family members, so the idea that haircare products with texture and fragrance-rich formulations could create a more profound sensory experience for a moment of escapism in the seemingly simple act of washing the hair was essential to them. “Sisterwould is about haircare that cares for every hair type, scalp concern and person, no matter their ability. We are passionate about inclusivity and what we are building,” Gocaj-Bekiri says.
The custom-mold packaging was developed in partnership with Vision Australia, a not-for-profit organization and Australia’s largest provider of services for people with blindness and low vision. It features Braille and a tactile imprint of horizontal lines to represent shampoo and dots for conditioner, making the products accessible to the visually impaired. Even though inclusivity is deep-seated in the brand’s core values, the products are created with everyone in mind.
Nearly two years later, Gocaj-Bekiri and Elmazi continue to grow the brand by listening to its customers. The duo plan on expanding Sisterwould’s offerings to include products tailored to specific hair types and scalp concerns. As we look to the future, Sisterwould remains committed to pushing the boundaries of inclusivity in beauty,” says Gocaj-Bekiri.
Ahead, we catch up with Gocaj-Bekiri and Elmazi about challenges the pair faced early on in business, how they went about growing Sisterwould’s customer base and how the brand managed to hit six sales figures with minimal to no marketing budget.
What inspired you to start your business, and what was your initial vision?
Gocaj-Bekiri: Starting Sisterwould stemmed from a genuine desire to address a pain point experienced by our mothers, who face visual impairments, and Flo’s father, who suffers from severe psoriasis and had difficulty finding haircare products that wouldn’t aggravate his skin and scalp. Our moms struggle reading small labels, especially in the shower where glasses aren’t worn.
Our journey began through research and development. We extensively tried identifying individuals facing challenges similar to those of our family members, which meant approaching strangers at supermarkets and beauty stores and engaging with people on LinkedIn and Instagram. Over the course of two and a half years, we compiled a list of over 12,000 individuals for surveys. What was surprising is that more than 4,000 people on our list were blind or visually impaired, which led to a more profound understanding of the issue—it wasn’t just about those with visual impairments but also individuals who were legally blind.
We brainstormed the idea of adding Braille to the packaging, but that wasn’t enough. So, we decided to incorporate our tactile imprinting system, which consists of horizontal lines for shampoo and dots for conditioner to allow further differentiation. While the concept seemed promising, we needed guidance on implementing it effectively. We turned to help from Vision Australia to ensure we adhered to guidelines, regulations and best practices in creating accessible packaging.
The decision to cater a haircare line specifically to the visually impaired community was not just a business strategy but a genuine commitment to inclusivity. Sisterwould’s journey reflects a blend of personal experiences, innovative thinking and a dedication to solving real-world challenges for individuals who often go unnoticed in the beauty industry.
How is Sisterwould different from other hair products?
Gocaj-Bekiri: We’ve been told we’re a world-first beauty brand and the world’s most inclusive beauty brand. But one thing is for sure: we put care into haircare. Unlike other brands, we’re not just formulating products for hair types and scalp concerns; we’re going the extra mile because we care. We are developing products with everyone in mind, which is a significant differentiating factor.
We are proud to be at the forefront of pioneering inclusivity in the beauty industry. As the first beauty brand globally to focus on three different avenues of inclusivity—Braille, tactile imprinting, and ingredients—we are dedicated to making beauty accessible to everyone, regardless of ability.
But we are also beauty innovators. Have you ever used your conditioner as a shampoo? Probably, because many of our customers have. Traditional shampoo and conditioner smell, look and feel the same. We formulate our products with a high-sensory experience that includes texture, scent, and color to help you differentiate between shampoo and conditioner in the shower. The formulas are multipurpose, so you can use Give Me Life Shampoo as a scalp scrub and Give Me Life Conditioner as a hair mask. This versatility offers added value to our busy customers.
Why was inclusivity so important for the brand?
Elmazi: Inclusivity is the core of our brand. Over two billion people live with blindness and moderate to severe visual impairments. We want to be a haircare brand that helps everyone turn washing their hair into an enjoyable moment of self-care. Beauty should be for everyone, regardless of ability, so we are passionate about breaking down barriers and challenging the notion that beauty is exclusively designed for the able-bodied.
The idea of being an inclusive brand was and will always be important to us. Over the years, beauty evolution has prevailed, but the industry doesn’t care much about the differently-abled community. It takes a small indie brand to pioneer a category, and that’s where small indie brands win. We may not have all the financial backing, but we have agility, heart, time and purpose, which is enough to create something great.
Can you describe a major challenge you faced early on and how you overcame it?
Gocaj-Bekiri: We had challenges with our product designs and how to cater to the needs of the differently-abled community, particularly the blind and visually impaired. Creating high-performing yet accessible haircare products through innovative sensory elements was a complex task. We had to ensure that our formulations, packaging and overall experience met the highest quality standards while still being easy to use. To do this, we dug deep into the needs and preferences of people who are blind and visually impaired and engaged with them, advocacy groups and experts to better understand their needs. Through our partnership with Vision Australia we were able to ensure that the braille printing on our bottles is to standards and legible, which required multiple iterations of molding.
Early on, our first mold collapsed during production, which set us back significantly. The mold was not thick enough to withstand the manufacturing process required for our packaging. It was a costly mistake, and one we made by not vetting the supplier, so we learned that we had to always do that and connect with product sourcing specialists with cross-border experience. We had to implement a rigorous supplier evaluation process prioritizing reliability, technical competence and adherence to quality standards.
What has been the most rewarding aspect of building your business?
Elmazi: Definitely the impact we’ve had on our community and the beauty industry. Seeing the tangible difference our products make in the lives of our customers is incredibly fulfilling. Knowing that we’re offering more than just haircare products is a feeling because Sisterwould is more than haircare products; it’s altruism, and we’re passionate about inclusive beauty. We are also proud to inspire change in the industry. This is a big one for us and something we always wanted to see happening. Other brands are beginning to follow in our footsteps, which is incredibly rewarding.
How did you initially fund your business?
Elmazi: Sisterwould is completely bootstrapped. I even sold my Mercedes-Benz and used the money for R&D. I continue to work part-time as a hair and makeup artist to support the business. Together, we funded the company without any external investors. The only capital we received early on was some help from our parents to kickstart the journey.
What are key strategies you used to grow your customer base?
Gocaj-Bekiri: We knew we needed a customer base initially so that we wouldn’t launch to crickets. Building a community without a product, website or story was hard. We knew we had to think about bringing others on this journey and entice them enough to follow along.
We started an Instagram page, a Survey Monkey account and an email CRM originally on Mailchimp before moving it to Klaviyo. We asked all of our friends, family and other small brands to follow our Instagram, and as the months passed, we began to do giveaways. Because we did not have physical products to give away, we gifted vouchers and gift cards to use when we launched, which we knew would convert to sales and allow us to upsell more customers. We did this more times than we can count, but it worked because we made some really good sales in the first two weeks of the launch.
After launch, we hired someone offshore to send 200 DMs daily for six months, which was a fair effort. We also used a unique code only valid with the sent DMs to track the number of conversions resulting from this approach.
We’re fortunate that, since our launch, we’ve hit six sales figures with minimal to no marketing budget. We also joined giveaway marketing platforms where celebrities give away products, and people must follow every account on that page. That was good in the early days when we had no product to sell because it allowed us to build a good following on Instagram. Three years later, we now have over 120k followers on Instagram.
How do you balance innovation while staying true to the brand’s core values?
Elmazi: It’s all about integrating new ideas that enhance inclusivity and quality while remaining steadfast in our commitment to accessibility and being an inclusive brand. We innovate by actively listening to our community’s needs and leveraging cutting-edge technologies for packaging and sustainable practices to create products and experiences that exceed expectations. Our innovations align with our mission of making beauty accessible to all, ensuring every advancement reflects our unwavering dedication to inclusivity and ethical standards.
How do you stay motivated and resilient during tough times?
Gocaj-Bekiri: The short answer is people! When times are tough, we go back to our four P’s: people, planet, purpose and profit, and work around that. Staying motivated revolves around prioritizing our purpose, always keeping the bigger picture in mind, and learning from mistakes. It’s also important to be flexible with challenges. Despite our best planning, not everything goes according to plan, so we have to adapt quickly, pivot when necessary and continuously innovate to maintain our edge.
What advice would you give to someone just starting on their entrepreneurial journey?
Gocaj-Bekiri: My advice is to understand your passion and purpose clearly. Let your enthusiasm drive your efforts, which will sustain you through challenges. Embrace learning from every experience, stay adaptable to change and build a supportive network of mentors and peers who can offer guidance and encouragement. Validate your business idea early, prioritize customer needs and maintain financial discipline. Above all, stay resilient—view setbacks as learning opportunities, celebrate every small win and remember to take care of yourself along the way.
If you could do one thing over, what would that be?
Elmazi: If we could start over at Sisterwould, we would prioritize implementing a more rigorous supplier evaluation process from the beginning, which would have prevented early setbacks. It’s crucial to ensure that manufacturing partners can meet our requirements from the start. Now, we meticulously vet suppliers. As a bootstrapped early-stage business, mistakes can be costly, underscoring the importance of thorough planning and learning from others.
Looking back, we should have sought advice from peers and fellow founders earlier. Today, exchanging ideas and receiving support from others in the industry is invaluable. We encourage aspiring entrepreneurs to leverage mentorship and peer networks—they offer insights to help navigate challenges and avoid costly missteps on the path to success.
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