Bombas

Fortune partnered with Great Place to Work to analyze survey feedback representing nearly 140,000 U.S. employees.

GPTW 2024 NY Small Medium-Bombas

Employees say:"Our mission will forever make Bombas a great place to work. We donate an item to the homeless community for every item sold and provide many experiences for employees to volunteer, even during working hours."

65 Best Small and Medium Workplaces in New York

Fortune partnered with Great Place to Work to analyze survey feedback representing nearly 100,000 U.S. employees.

GPTW New York 2023-Bombas_7005361-2

Employees say: 
 
"Our mission will forever make Bombas a great place to work. We donate an item to the homeless community for every item sold and provide many experiences for employees to volunteer, even during working hours."

See which workplaces made this year's list.

GPTW 2023 best workplaces retail small:medium Bombas_5

Employees say: 
 
"Bombas truly embodies its mission of giving back to the homeless community around the United States. Not only do we donate socks, underwear, and T-shirts for every item purchased, we have a monthly list of volunteer activities and events employees can sign up to perform. Bombas also has biweekly company-wide meetings we call 'All Hands' where we get together to share updates. The executives are extremely transparent with the company and share details that most companies do not share with their entire staff. Another great perk of working at Bombas is 100% paid health insurance, a beautiful and spacious office, monthly social events, a yearly retreat, and an open and comfortable environment that encourages diversity."

Best Small and Medium Workplaces in Retail

The companies on this year's list stand out for celebrating innovation, promoting cooperation, and more.

GPTW New York Small Medium 2022-Bombas

Employees say: 
 
“We are very mission-driven here and have impacted a great deal of local communities. We have donated over 50 million items to over 3,500 shelters around the country and counting. For every item that is sold, we donate an item. I love working at a company that values human life over material items.” 
 
Read the Great Place to Work review .

Great Places to Work in Retail Small and Medium- 2022-Great Places to Work in Retail Smal and Medium- 2022-Bombas_7005361-4

Employees say: 
 
“Bombas is a great place to work because the mission of giving is at the core of everything that we do. All decisions are made through a perspective of "how can this further our mission?", and it's very authentic and special. I am still considered a new member of the Bombas team, but in my time here I have come to understand that Bombas is truly and genuinely rooted in giving.”

To determine millennials' workplace preferences, Fortune's research partner Great Place to Work analyzed feedback representing more than 6.1 million U.S. employees.

GPTW 2022 Millennials List Small Medium-Bombas_7005361-4

Employees say: 
 
“Bombas is a great place to work because the mission of giving is at the core of everything that we do. All decisions are made through a perspective of "how can this further our mission?", and it's very authentic and special. I am still considered a new member of the Bombas team, but in my time here I have come to understand that Bombas is truly and genuinely rooted in giving."

100 Best Small and Medium Workplaces for Millennials

These companies foster supportive cultures, where employees find opportunities for growth with help from their colleagues.

Best Small Medium Workplaces New York 2021-Bombas

Employees say: 
 
“This company leads with empathy in almost everything they do. I've never experienced working at a company where the first question is 'how can we help people?' You come to Bombas as a good person and very soon after, you're an amazing soul.”

See which retailers made this year's list.

Best-Workplaces-Retail-2021-Bombas

Employees say: 
 
“One of my favorite parts of being a part of the Bombas Hive is our opportunity to bring our full selves to work. Our All Hands often end in tears of joy, laughter, and love as we share stories + Hive-5s (peer-to-peer recognition) and mission moments.”

See which companies made this year's list.

best workplaces new york 2020-22-Bombas

Employees say: 
 
"This is a purpose brand—their mission to give back to the community is unique and notable. The founders are genius and sincere people trying to take care their associate and create a great work environment."

Best-Workplaces-Retail-2020-Bombas

Employees say: 
 
"There are a lot of opportunities to speak with the executive team here during the week since they each host their own office hours, and the conversation is completely up to the individual booking the meeting."

From groceries to apparel to home decor, see which companies made the list.

Bombas-Best Workplaces in Retail 2019

Employees say: 
“To work at a place where you know the hard work you're putting in serves a greater purpose than just profitability and is actually helping improve the day to day lives of those in need is a remarkable feeling.”

These are the best workplaces in the U.S. that employ between 10 and 99 people.

Bombas-best small workplaces 2019

Employees say: 
"To work at a place where you know the hard work you're putting in serves a greater purpose then just profitability and is actually helping improve the day to day lives of those in need is a remarkable feeling."

100 Best Small Workplaces

Best Small Companies 2018-Bombas

Employees say: 
 
&nbsp; 
 
"At Bombas, giving back to our local community is a top priority. This is one unique aspect of the company that makes it an amazing place to work. When I'm working extremely hard every day, I know that my efforts are helping people who are in need." 
 
&nbsp; 
 
Read the Great Place to Work review .

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Best Workplaces In New York

Get insights into Bombas including business profile, stock information, news, and rankings from Fortune.

Bombas Company Profile, Stock Price, News, Rankings

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Randy Goldberg and David Heath’s certified B-Corp apparel company Bombas is one of the biggest-ever brands to appear on Shark Tank.

How the Bombas founders navigated tumultuous early careers to create the best-selling Shark Tank product in history

Bombas cofounders Randy Goldberg and David Heath

Features

Bombas is one of the most successful brand to appear on Shark Tank.

Bombas is one of the biggest-ever brands to appear on Shark Tank.

Bombas founders navigated tumultuous early careers before creating best-selling Shark Tank product

I think on our first two days we ended up doing like $300,000 in sales. Mind you, our business up until this point in the first year had done about $900,000 so we did a third of our business in two days and what we had done in the first year. Our website crashed, we had horrible time, you know, really challenging experiences for what was at the time was the biggest moment, uh, in our company's history. Hi, I'm Dave Heath. I'm the co-founder and CEO of Bombus. I'm Randy Goldberg. I'm the co-founder and chief brand officer of Bamba, and this is the secret to our success. Going back to 2011, scrolling on Facebook, I came across a quote that said that socks were the number one most requested clothing item in homeless shelters, and it kind of stopped me in my tracks. I took a step back and was like, Wow, here's an item of clothing that I don't really spend more than a few seconds a day thinking about, and yet it's being perceived as a luxury item for over 600,000 people living here in the. US, I remember I shared this fact with Randy, and he had kind of a similar reaction that I had, and we started asking ourselves if there was anything we could do to solve this problem and I think naturally both being interested in entrepreneurship, I think our brains went to, you know, is there a way to incorporate business to help you solve this problem at scale took a lot of inspiration from brands like Tom's shoes that kind of pioneered the buy one, give one model. And then I think we asked the question to ourselves like could we create a. A sock company that donates a pair for every pair that it's sold to have some small impact on this problem facing a community here in our own backyard and having no experience in retail or manufacturing or apparel outside of I think a 3 month job that I had at the Gap, we went to the whiteboard and we started concepting and thinking to ourselves like how can we differentiate a product in the marketplace. We spent 2 years developing this product and ended up putting it out into the world. people really loved it. We were obsessed in that moment with making something that was going to blow people's minds just because we had started to get obsessed with the idea of what a pair of socks could do for you in terms of your comfort. When you put on a good pair of socks in the morning, it changes the way you feel for the day. It's small, but it has a big impact on how you feel. So we decided to launch the business on Indiegogo, the crowdfunding platform. We launched that in August of 2011. 13 and in 30 days we had sold $150,000 worth of product and at the end of that we were like wow, OK, I feel like we have something here, built a website, placed our first production run, and then started shipping orders. At that point we were like, whoa, we can't really even keep up with the demand. We were selling out of the product long before we were able to replenish it, so we did decide to go out and raise some capital. We ended up raising a million dollars from angel investors and In June of 2014 we got a call from Shark Tank to see if we wanted to audition to be on the show. Obviously we said yes. When you walk down that hallway in Shark Tank, you're kind of thinking, oh this looks like that TV show Shark Tank, and then you sort of realize, wait, we're on this show, this is really happening, and the one thing you can control is that pitch in the beginning. So we were really focused on making sure we got that right, you know, you're on national TV and you say the wrong thing and millions of people are going to see it. There's definitely a lot of pressure that comes along with that. The thing that's within as much of our control is whether or not we, you know, are prepared enough to not necessarily look like idiots on national television. So we ended up creating a spreadsheet of 200 of the most commonly asked questions from watching previous episodes, and we had an answer written out for every single one of those questions. We had also run through scenarios of like, well, what if this shark goes out first and then these sharks are remaining we had. Kind of played out every single scenario so that we went into it as prepared as possible for almost every outcome and I think that helps us feel a little bit more confident going into it knowing that we had an answer for almost every question we knew that they were going to ask us. Fast forward a few months they ended up airing our episode on the season premiere in September of that year, and we got a deal with Damon John, and then we get a call from Shark Tank about 2 weeks before Black Friday. Letting us know that they were going to re-air our episode on Black Friday, biggest shopping day, you know, in the US, and we ended up getting another big gangbusters day. Our website crashed again before Christmas of that year. We had completely sold out of all of our inventory. I think, you know, from the moment we aired on Shark Tank to that moment where we completely sold out, I think we did about $2 million in revenue, and that's really kind of where we feel like the business took off. It's a success beyond what we imagined and the impact that we've had proving out the original thesis of the business through donations, through making amazing products, it's been incredible. It's way beyond what we thought and we enjoy it every day, most days we enjoy it every day, almost every day. Some days, some days.

The competition for talent has moved well beyond employers competing with one another to find the best workers. Now, as employees demand more flexibility and are driven by other non-monetary factors, managers also find themselves rethinking employee value propositions to address the new power and choices workers have. To build a resilient workforce of top talent, CEOs need to radically rethink ways of working—from embedding meaning and purpose in work, to developing opportunities for individuals to add new layers of skills, to fostering social capital within the organization to build networks and trust. Drawing on McKinsey & Company’s latest research, this session will explore what factors make employees happier, more productive, and more likely to stay–and how CEOs are driving business value by deploying a talent-first mindset. 

In partnership with McKinsey 

Moderator: Alan Murray, Chief Executive Oﬃcer, FORTUNE 

Participants: 

John Driscoll, Chief Executive Officer, CareCentrix 

David Heath, Co-founder and CEO, Bombas 

Jo Ann Jenkins, Chief Executive Officer, AARP 

Charles Lowrey, Chairman and CEO, Prudential Financial, Inc. 

Jeff Maggioncalda, Chief Executive Officer, Coursera 

Marc Rosen, Chief Executive Officer, JCPenney 

Christian Ulbrich, President and CEO, JLL 

Making the workplace work for people

Leadership

Drawing on McKinsey & Company’s latest research, this session will explore what factors make employees happier, more productive, and more likely to stay.

I want to thank you all for being here today for this special ceo roundtable on the new realities of talent and the workplace and a special thanks to our partner Mckinsey and company for hosting this conversation. A good group of C. E. O. S here. I think all of you know the competitive struggle for talent is unlike anything certainly I've ever experienced. I think most of you have ever experienced before when we asked Fortune 500 ceos last month what their biggest challenge was, even though we're in the middle of a war in europe, you know, and approaching a possible recession, a redefinition of work Still, number one thing on their mind was Talyn um the the need to attract and retain good talent in the workforce. The pandemic has added this whole new dimension about where people work and when people work and how they work and even why they work. Uh and we want to talk about all that uh today, what are the uh what are the best best practices that you all have found? What are the factors that make employees happier more productive, more likely to stay with the company? Uh And and how are you as C. E. O. S. Driving business value By focusing on talent 1st. Um uh This is a this is a small group which is good. My intention is to engage all of you really want you to share your own insights and best practices. Uh If for some reason you don't want to be called on turn, turn off your camera but if your camera's on, I consider you fair game. So be prepared. Also a reminder that this conversation is on the record. Um, we will be reporting on it unfortunate. I'm planning to do something for the Ceo daily tomorrow. So, uh, if, if, if you have something to say that you don't want to be on the record, please make that very, very clear and use the chat. Um, I'm glad john driscoll has already commented on the introductory music. Uh, it's a great place for you to either ask questions or make smartass comments, whichever works for you. Um, uh, and, and I want to again, thank thank Mackenzie for setting this up, but I want to go to Bill Shannon her first. He's the guy on the screen that looks like the talk show host. He's a very good talker and he wrote a, wrote a wonderful piece on Fortune dot com uh, this morning that highlights some of the trends that uh, he has seen in Mackenzie research and I, I'd love for him to spend a couple of minutes just setting the stage for us and then we'll get into the conversation. Bill, thank you Alan and I do apologize for the gear. I can either look like I'm looks like I'm at a beta or or more plausibly the speaker and mic on my computer is not working properly. There we go. Um, yeah, you know, and it was interesting that the piece came out this morning right in terms about it, but the cycle time now on anything related on anything.

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