![\"thumbnail_soleya-scrubs-166](\"https:\/\/www.newsbeep.com\/au\/wp-content\/uploads\/2025\/10\/1761795318_440_960x0.jpg\")
<\/p>\n<\/p>\n
CEO, Dr. Anthony Guynes, and team wearing Soleya Scrubs<\/p>\n
Soleya Scrubs<\/p>\n
Dr. Anthony Guynes, an emergency medicine physician based in Seattle and CEO of Soleya Scrubs<\/a>, has worked in over ten emergency departments. While the settings varied, he noticed one clear consistency: no one seemed excited about their scrubs, though everyone was wearing them. Despite the a crowded market with dozens of scrubs brands nationwide, he saw an unmet need. \u201cAll these brands were making scrubs out of bedsheets,\u201d he recalls. \u201cI wondered what could be done differently.\u201d<\/p>\n At this earliest point, Guynes didn\u2019t know the formal concept of TAM, Total Addressable Market, the total potential revenue a business could generate if it captured 100% of the available market. He did understand, however, that scrubs were a multibillion dollar market and that 9% of the workforce is in healthcare<\/a>. \u201cSeventeen percent of those individuals buy their own scrubs,\u201d he told me. Guynes found both \u201ca market and a problem.” <\/p>\n He launched Soleya Scrubs in April 2024 and the company has since shipped approximately 2,000 orders with a 40% repeat purchase rate. In one year, they have generated $250,000 in annual revenue, with projections to reach $1 million next year. <\/p>\n During our conversation we unpacked the history of how he turned a simple observation into a six-figure business \u2014 and what other healthcare professionals could learn from his approach.<\/p>\n Selecting a Co-Founder Team<\/p>\n When reconsidering his early days, Guynes told me he chose a partner, another physician, who shared his vision of elevating scrubs. After teaming up, they formed the first iteration of the company, Dolphin Scrubs. \u201cI wanted a name that everyone loves.\u201d And though the name carried some sentiment, the pairing between the two friends was more convenient than strategic. As the business grew, Guynes found himself handling most of the mechanics\u2014developing ideas, contacting suppliers, and making connections. The duo made the cordial decision to separate, with Guynes continuing on as CEO.<\/p>\n A co-founder split is not uncommo<\/a>n and probably a path every start-ups need to anticipate as a plausible outcome. The often cited statistic from Noam Wasserman in his book \u201cThe Founder\u2019s Dilemmas\u201d <\/a>states that 65% of startups fail due to co-founder or team conflict or mis-alignment. Though a natural evolution between leadership is a challenge, Guynes states its\u2019s better to recognize this tension early. \u201cDon\u2019t be afraid to pivot the leadership, if you recognize that it\u2019s not working out.\u201d At that early stage they had each invested $20,000. He was happy to \u201cfigure it out before being a multimillionaire company.\u201d <\/p>\n Photo of Dr. Anthony Guynes in his warehouse<\/p>\n Beth Guynes<\/p>\n Luckily, and perhaps less common, Guynes still considers his first co-founder a friend and stays in communication. He believes the decision was best for each individual and the company, \u201cthough it still felt like a loss,\u201d he adds.<\/p>\n Guynes pushed forward and wanted another co-founder as he feels its \u201charder to stay motivated alone.\u201d Around this time his wife, Beth Guynes, a nurse with familiarity in fabric and weaving, was reentering workforce after 10 years away. After ordering multiple brands of scrubs and returning all of them she noticed \u201cscrubs hadn\u2019t improved in 10 years.\u201d <\/p>\n She was familiar with athleisure clothing and asked, \u201cWhy can\u2019t I wear those to work?\u201d Serendipitously, as Anthony\u2019s first cofounder was exiting, Beth saw the vision, bought out the first cofounder, and transitioned onto the team.<\/p>\n They saw a billion-dollar company making athleisure and thought, \u201cIs there any reason we can\u2019t take this fabric and turn it into scrubs?\u201d Anthony shared.<\/p>\n Building a Product<\/p>\n Anthony went to a technical fabric trade show with a sample of the athleisure shorts in hand. He asked experts, \u201cWhere can I get this exact fabric made?\u201d <\/p>\n “The fabric itself wasn\u2019t proprietary\u201d, says Anthony. Under common law, he could use the same fabric used by an athleisure brand for his scrub company because it wasn\u2019t owned by a single entity.<\/p>\n After finding a manufacturer, Anthony and Beth spent time upfront navigating production, distribution, branding, and marketing. Along the way they picked up a few key lessons..<\/p>\n \u201cWe focused too early on brand. It would have been better to focus on the initial prototype of product.\u201d To Anthony, brand means nothing until you bring value to the customer. He advises focusing on the idea of the company, then prototype the product, and then with product in hand you can consider the brand.<\/p>\n Photo of Beth Guynes<\/p>\n Anthony Guynes<\/p>\n He also shared that he tapped into his network very early. He thought through the people he knew and found individuals willing to help build or consult. \u201cBeth\u2019s sister\u2019s college roommate did our initial designs,” said Anthony. <\/p>\n After developing the initial prototype, he worked with friends and coworkers to get feedback. \u201cWe iterated from there.” he adds.<\/p>\n Mission and Future of Soleya <\/p>\n \u201cHealthcare workers spend their lives dedicated to the wellness of others,\u201d Beth shares. \u201cIt\u2019s so easy to forget about caring for ourselves. But comfort is not a luxury.\u201d But she reminds her customer base that \u201ccomfort is not a luxury.\u201d Beth and Anthony hope to create a version of healthcare where self-care is just as important as patient care. <\/p>\n Three Business Lessons for Founders<\/p>\n Your frustration is data.
Every improvement starts with noticing what isn\u2019t working in your daily world. Physicians already do this instinctively, channel that awareness into innovation.<\/p>\n