If you could create your own fantasy board of directors, who would be on it? CO— connects you with thought leaders from across the business spectrum and asks them to help solve your biggest business challenges. In this edition, we ask an entrepreneur about how to leverage customer feedback.
In this edition of “Ask the Board,” we feature Ellen Marie Bennett, Founder and Chief Brand officer of Hedley & Bennett, a multimillion-dollar kitchen essentials company. When she started, Ellen only had $300, the ability to trade cooking skills for business help, and a passion for making pro-grade aprons with style for pro chefs and at-home cooks.
Now, she’s the founder behind a multimillion-dollar kitchen essentials company. Of course, Ellen ran into road blocks along the way—like her landlord pocketing her rent and giving her an eviction notice! However, despite the roadblocks, Hedley & Bennett, which has never raised outside capital, currently outfits over 8,000 restaurants across the United States.
Below, Ellen shares how gathering real feedback from chefs helped her reinvent aprons, knives, and kitchen tools—and how any business can apply the same principles.
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Ask specific questions and drill down on pain points
When I first started, I sat down with chefs and asked, “What do you love and what do you hate? What do you need and want in your aprons and what sucks about your current apron?” That one question led to SO much feedback, honest conversations and great ideas to improve the typically terrible apron—stronger neck straps, better fabrics, location of pockets, not to mention more functional pockets. You can’t assume you know what people want. Ask them, really listen, and then make something that actually solves their problems.
Embrace brutal honesty as it makes your product better
Chefs are brutally honest—trust me, I’ve been on the receiving end of their feedback. But I never took it personally. When someone told me my apron’s straps were too short, we made them longer. If we messed something up, we owned it. When they said they wanted better fabric, I found the best materials out there. Your customers will tell you exactly what’s wrong if you’re willing to listen—and if you take their feedback seriously, they’ll respect you for it, creating brand loyalty in return.
Co-create with your audience
I didn’t just design aprons in a vacuum—I worked with the people who were actually going to wear them. I’d show chefs my prototypes and plant them in their kitchens so they could use them. They gave me insights I never would’ve thought of alone. And when we launched kitchen tools, we did the same thing—chefs came in, tested everything, and told us what needed tweaking. Your customers know what they need—let them help you make something great.
From Day One, I didn’t just want to sell aprons—I wanted to build relationships. The chefs who bought my first aprons still wear them today because we built something together.
Ellen Marie Bennett, Founder and Chief Brand officer of Hedley & Bennett
Stay nimble and be willing to pivot
When the pandemic hit, everything changed overnight. Restaurants shut down, and our main customers weren’t buying. We had two choices: panic or pivot. We went all-in on direct-to-consumer, figuring out how to ship online orders as fast as possible. Was it messy? Oh yeah. But the key was listening—our customers still wanted our products, just in a different way. Business will throw curveballs at you. The brands that survive are the ones that listen and adapt fast.
Quality and longevity matter more than trends
I never wanted to make trendy kitchen gear—I wanted to make the best gear that would last. That’s why I am obsessed over materials, durability, and design. If I wouldn’t use it in my own kitchen, I wouldn’t sell it. This is why, for our Kitchen Tools line, we made sure to include all the tools your kitchen needs and nothing that you don’t. People respect quality. If you listen to your customers and build things that last, they’ll keep coming back.
Take your time to get it right
We were so close to launching our kitchen tools when we realized something was wrong—their end caps were popping off. Instead of pushing ahead anyway, we stopped everything for eight months to fix it. Was it frustrating? Yes. But launching a bad product would’ve hurt our brand and our customer way more. Sometimes, the best thing you can do for your customers is slow down and make sure you’re giving them something truly great and of course, by doing this you’re playing the long game.
Build community, not just a customer base
From Day One, I didn’t just want to sell aprons—I wanted to build relationships. The chefs who bought my first aprons still wear them today because we built something together. I showed up, I listened, and I made something that they could be proud of. You can’t buy that kind of loyalty with just ads. If you take the time to connect with your customers in a real way, they’ll stick with you for real.
Talk to your customers—in person, if possible
I never waited for people to find me. I showed up where my community was already at: farmers markets, restaurant kitchens, and food events, talking to anyone who would listen. If you had ears, I was going to tell you about my aprons! There’s something about meeting people face-to-face—you hear the truth, you see their reactions, and you build a real connection.
CO— aims to bring you inspiration from leading respected experts. However, before making any business decision, you should consult a professional who can advise you based on your individual situation.
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