Thanks to Kate’s deep focus on innovation, product efficacy and an unwavering commitment to ensuring that the brand's impact aligns with consumer values around wellness and sustainability, Ancient + Brave has recently enjoyed incredible success. This includes driving exponential growth, achieving B Corp certification, securing listings with some of the most prestigious UK retailers, exporting to 22 countries, and much more. 

To find out more about Kate’s incredible journey and her advice for fellow founders, we recently joined Kate for a chat…

I began my career as a city lawyer, fulfilling my aspiration to work at a top 10 international law firm. However, the male-dominated, hierarchical environment and the work’s dry nature didn’t suit me. Moving to a West End media law firm offered a more dynamic setting, but it still wasn’t the right fit. Eventually, I went in-house at Endemol, a TV production company known for creating reality shows like Big Brother. As head of the commercial team, I was captivated by the creative aspects of the job, working on groundbreaking shows like Fame Academy and The Space Race. It was an exhilarating time, blending legal challenges with the novelty of reality TV.

The journey from inspiration to launch was driven by a clear vision. I wanted to create a brand that was instantly appealing and distinctive—products people would proudly display in their kitchens, not hide in cupboards. From the start, design and sustainability were central. I attended a natural products show early on and realised how unappealing the health food market was at the time—bland, uninspired, and uninviting. I knew we had to do better, creating tactile, beautifully designed packaging that aligned with sustainable values like FSC-certified, recyclable materials. 

Unlike many founders, I didn’t rely on formal market research or business plans. Instead, I trusted my instincts and my deep understanding of the wellness space as a consumer. I believed in the concept of blending ancient rituals and modern science, using pure, sustainable ingredients. Educating the public on collagen and its benefits—beyond beauty—was a challenge, but it felt natural to me. 

Building a transparent supply chain was vital. For collagen, sourcing quality, sustainably produced ingredients is essential. We moved from South American bovine collagen to EU-sourced options and ensured our marine collagen was MSC-certified. Certifications like B Corp pushed us further, requiring rigorous standards and accountability. 

B Corp’s framework shaped our ethos, ensuring we balanced people, purpose, and planet alongside profit. Customers trust us because we make the hard decisions for them. From ingredient quality to sustainability, every choice reflects our values, and I truly believe that’s the foundation of lasting success.

By the end of 2022, our business was growing organically, transitioning from a solo venture at my kitchen table to a team of 10-12 women. Sales were evenly split between our website and B2B, with Amazon still in its infancy. To scale, we prioritised proving our direct-to-consumer (DTC) model, and by 2023, our growth skyrocketed by 700%. Our team expanded to 55, and we ranked #5 in The Times’ Fastest Growing Companies in the UK. Partnering with Piper, a B Corp private equity firm, marked a pivotal moment in our journey.

Trade shows have been valuable for securing buyer interest, though building a buzz through social media, testimonials, and PR has often drawn retailers to us. We’ve avoided discount-driven strategies, focusing instead on building lasting value. Discounting might boost short-term sales, but it undermines long-term growth—a lesson we’ve embraced as we scale strategically.

Striking the balance when negotiating with buyers comes down to collaboration and mutual respect. That’s why organisations like By Women Built are so impactful. When I first started, such networks didn’t exist, but now they’re vital resources. The community thrives on knowledge-sharing, with members asking questions daily about everything from approaching Selfridges to understanding buyer relationships or margins. The open exchange of insights and willingness to help others is a prime example of how collaboration benefits everyone. 

In my own journey, I’ve tapped into communities which I have found to be incredibly valuable, especially for those starting out. For me, it’s less about what I gain and more about the opportunity to contribute as our business grows. At the same time, I look to connect with founders tackling challenges in the £10 million-plus range, which brings an entirely different set of complexities. 

I’m also part of The Women’s Chapter, a network for female founders at more advanced growth stages. When I attend their events, the camaraderie is always uplifting. Sharing experiences with others who truly understand the rollercoaster of entrepreneurship creates a sense of solidarity. For women in product and brand-building, the collaborative environment is unique and deeply supportive. These communities are powerful because they align people with shared experiences and goals, fostering an ecosystem where both giving and receiving feel natural. It’s about finding your tribe and building authentic relationships that support mutual growth. 

We first heard about GS1 UK through recommendations from both a major retailer and my husband, who uses GS1 barcodes for another brand, Prince & Sons Tea. Joining GS1 UK has been instrumental for us as we scale. It provides a structured system for product identification, ensuring compliance with industry standards, which is critical when dealing with large retailers. Membership has also supported our international expansion and added credibility to our brand.

While we are in 22 countries, our presence in most markets remains limited, often with only a handful of retailers. Our primary goal is to deepen our market presence, replicating the success we’ve had in the UK.

There have also been unexpected challenges, such as adjusting our branding for cultural differences. For example, the phrase 'rise ritual' had to be rephrased in Germany due to its religious connotations. This experience highlights the need for clear and culturally sensitive messaging in new markets.

Previously, my biggest concern was building the right team to match our growth. Scaling operations while ensuring we had the right people was a constant challenge. Now, with an exceptional team in place, I’m more at ease. However, my focus has shifted to navigating the complexities of international expansion and the logistics of scaling further. It’s always a balancing act, but with the right support, these challenges are more manageable.

Hire proactively, bring in top talent before it feels urgent. Anticipating growth and hiring ahead of the curve can save your business from bottlenecks and help sustain momentum. 

Put purpose over profit, prioritise your mission over short-term financial gains. When your business is driven by purpose—be it sustainability, innovation, or community—you build stronger connections with your customers and team. Profitability follows naturally. 

Strive for progress, not perfection, speed matters more than perfection in a competitive landscape. Act quickly, learn from missteps, and refine as you go. The key is to stay agile and keep moving forward.