A Winning Direct-To-Consumer Strategy

Manufacturing products with a direct-to-consumer model can often help a company propel forward much faster.

That’s been the strategy for Faraz Malik Shaikh, CEO of Figo Homes, a New York City-based home goods brand with plans to further expand its product line into outdoor gear for campers, adventurers and outdoor enthusiasts. “Our growth has been built on lean, test-driven operations and performance marketing,” he says. “We validate products through real customer feedback and scale only those with strong unit economics.”

In an interview, Shaikh shares his strategies for growing a direct-to-consumer business, from betting on the right products to navigating tariffs.

Tell us about Figo Homes’ business model and how the company has grown over the years.

Figo Home is a vertically integrated home goods brand that designs, manufactures and sells high-quality products directly to consumers. We started by developing a range of smaller indoor items—such as hardware and home accessories—with a focus on clean design, durability and everyday functionality. Over time, based on customer demand and market insights, we expanded into larger outdoor living products, including premium fire pits and camping essentials.

What sets Figo Home apart is that we are the manufacturer. We don’t resell or white-label. We conceptualize, prototype and produce every product ourselves. Controlling our entire supply chain, from design and production to fulfillment and post-purchase care, enables us to deliver exceptional value and respond to customer needs in a quick fashion.

Our growth has been built on lean, test-driven operations and performance marketing. We validate products through real customer feedback and scale only those with strong unit economics. This disciplined approach has allowed us to expand product lines, build brand loyalty and grow sustainably without outside funding. Figo Home is on a path to becoming a trusted household name in both indoor and outdoor home essentials.

What’s next for Figo Home?

As we grow, Figo Home is evolving from a home goods brand into a broader lifestyle company that supports both indoor comfort and outdoor living. A key focus area for us is expanding our firepit line—not just as backyard essentials, but as functional, well-designed gear for campers, adventurers and outdoor enthusiasts.

We see strong potential at the intersection of design and utility, and we’re developing products that travel well, are easy to use, and bring warmth and connection to outdoor experiences. This is a natural extension of our brand and mission.

Figo Home is still early in its journey, but we’re building for long-term value, not just seasonal growth. Our long-term vision is to make Figo Home a trusted name for quality, durable goods—indoors and out.

Are the tariff proposals impacting your business at all—or how are you currently mitigating them?

Yes, recent tariff proposals have modestly increased the cost of some of our shipments. Anticipating potential disruptions, we took proactive steps to build inventory ahead of time and limit exposure where possible. While the broader tariff outlook remains uncertain, we’ve been somewhat insulated by sourcing primarily from Pakistan, which has allowed us to avoid the steepest cost increases that many competitors are facing.

That said, tariffs are always a factor in global trade. As long as the playing field remains level across our industry, we don’t view them as a significant competitive threat. We also continue to strengthen our risk management by exploring dual sourcing strategies and maintaining flexibility in our supply chain, so we’re prepared to adapt if conditions shift unexpectedly.

Over the course of your career, what are the lessons that you’ve learned along the way?

One of the most important lessons I’ve learned is to cut your losses early and let your winners run. Some of our most successful products were those that resonated immediately, earning strong customer feedback and generating organic traction from the start.

Early in the journey, we made the mistake of holding on to underperforming products, believing they would eventually catch on. In hindsight, we learned that our own perception of a product should never outweigh real market feedback. Listening to the customer early and objectively is critical—initial response often reveals not just product potential, but also broader market dynamics.

Another key principle is staying lean. Every dollar matters, and building a capital-efficient business requires constant discipline around costs—from logistics and fulfillment to advertising and operations. That said, we never compromise on quality in manufacturing. That’s one area where we believe investment pays dividends, because delivering a superior product is the foundation of long-term brand trust.