In the span of just over a month this fall, ADAY co-founders Meg He and Nina Faulhaber moved their company\u2019s New York City offices, opened the brand's first-ever permanent retail store in San Francisco, and launched a new collection (inspired, fittingly, by travel). For a clothing brand that\u2019s made steady, thoughtful growth one of its hallmarks, this period marked an inflection point\u2014one the founders worked hard to navigate while managing the company\u2019s day-to-day operations. Even in this ongoing expansion phase, though, ADAY's mantra of \u201cdoing more with less\u201d has been their guiding principle, they say, influencing everything from their marketing strategy to their forays into new categories. In November, the brand debuted its first piece of outerwear, the Carry-On Coat, featuring its new Super Satin fabric, a stretchy, silk-like material made from recycled plastic bottles. Customers had been requesting outerwear from ADAY for years, says Faulhaber, but the team wanted to be deliberate about their approach. \u201cWe\u2019re not jumping into coats and creating and designing ten coats\u2014we\u2019re just launching one and seeing how it goes,\u201d she says, pointing to the similar way the brand has launched knitwear and dresses. \u201cThat\u2019s how we think about expansion, too: really carefully considering what people want and need and where we can have a unique edge and design point of view that makes women\u2019s wardrobes better.\u201d The question of how to grow a company sustainably was one that the co-founders brought to the table in their conversations with Natalia Oberti Noguera, the founder and CEO of Pipeline Angels , an organization dedicated to \u201cchanging the face of angel investing and creating capital for women and nonbinary femme social entrepreneurs.\u201d The mentorship, which was arranged through a partnership with The Wing and Land Rover , gave He and Faulhaber valuable perspective on how to enhance company culture and get comfortable with delegating as ADAY continues to scale. Similarly, in the time since, they\u2019ve taken on new challenges like rethinking where within the company they can now afford to invest more into, for invaluable returns. On building a strong foundation for the future \u201cWe are very focused on being a brand that\u2019s still here for the long run,\u201d says He. \u201cWe want to be here in 20, 30, 40-plus years really making an impact not only on our customers, but also on the world. And that has really changed a lot of our financial focus, even from the very beginning.\u201d This mindset meant that, at first, when some of their peers were pouring VC dollars into customer acquisition, ADAY concentrated its efforts on word-of-mouth and press coverage, avoiding paid marketing until the business was on more solid footing. It has also taken customer feedback into account all along the way, allowing surveys and conversations with the brand\u2019s biggest fans to help steer it in the right direction in terms of launching new products. This way, there\u2019s less risk of the company getting stuck with unwanted inventory because a new style missed the mark. On cultivating human capital \u2014 in a human way Thanks to a recent round of funding, the company has been able to put more resources towards hiring new team members\u2014ADAY now has 13 full-time employees, along with 15 part-timers, freelancers, and interns\u2014and expanding its physical presence. Having more hands around the office has allowed Faulhaber and He to focus on what they need to focus on, including big-picture strategy and management decisions. They\u2019ve also been able to entrust more of their employees as culture carriers who can represent the brand at panel events, in the store, or in interviews with new candidates\u2014something they identified with Oberti Noguera as a focus area during their growth phase. That\u2019s been made easier, they say, by their decision to hire people who are genuine fans of the brand. ADAY\u2019s head of customer experience, for instance, met the co-founders at the brand\u2019s pop-up shop in Nolita in 2017 before joining the team on a part-time, and, later, full-time basis. As part of their onboarding process, they also have new employees sit in on meetings with every part of the team so they understand how they all interact. \u201cAll of these parts of the company really just overlap so much, and what each one of us does really affects all the rest of us,\u201d says He. \u201cSo if we don\u2019t see how the parts connect to each other, it\u2019s very hard to do one's job well.\u201d In their mentorship session, made possible by Range Rover Evoque , Oberti Noguera told the founders, \u201cCulture is living and breathing.\u201d They\u2019ve since taken this advice to heart, focusing equally on hiring employees who are passionate about ADAY and on nurturing their existing team. With the company now divided between New York City, San Francisco, and London (where it has a second headquarters), one test has been managing culture remotely, which Faulhaber spoke to at a panel event in Los Angeles with Land Rover and The Wing this past fall. She says they\u2019ve achieved this so far by getting everyone from store managers to part-time employees together on the company Slack. The instant messaging platform \u201chas become our virtual office,\u201d she says, not just for day-to-day workflow, but also for office jokes and casual chit chat. \u201cI think because we all work in different parts of the world and we\u2019ve all been remote from time to time\u2026 it\u2019s easy to have that level of empathy,\u201d adds He. On figuring out when an investment is worth the splurge One part of scaling that the founders say they\u2019re still getting used to is getting comfortable spending money now that they have more to work with. \u201cA learning that the two of us have been having recently is: \u2018Okay, if we actually spend more money on things that, as an startup, we wouldn't necessarily have spent money on, it actually becomes better,\u201d says Faulhaber, pointing at the brand\u2019s San Francisco store as an example. While the capital expenditure needed to open the location was \u201cscary\u201d compared to what they\u2019d spent on pop-up stores in the past, the response so far has been \u201cincredible,\u201d she says. In New York, the move to a new, 3,000-square-foot office\u2014which, like the brand\u2019s last one, has a showroom area where customers can shop in person\u2014presented a similar hurdle. \u201cEven this office, when we saw the contract for it, we were like, \u2018Whoa, are those real numbers? Did they add another zero on the end for kicks?\u2019\u201d says He. The extra space, though, means the team isn\u2019t playing musical chairs every morning to find a place to work, and the showroom can accommodate ADAY's growing collections. That\u2019s important not just for the customers who come in to try pieces on, but also for those who set up FaceTime appointments\u2014a service the brand has so far offered to customers in countries such as Singapore, Australia, and Germany. Next up for 2020? New marketing channels, for one. \u201cWe're absolutely at the stage now where talking about a subway ad or something like that wouldn't be an odd conversation to have,\u201d says Faulhaber. When that time comes, it\u2019ll be just one more way ADAY is on the move.