Swoon Editions is a luxury furniture designer ‘with a rebellious spirit and a lofty ambition: To offer beautifully hand-crafted furniture at revolutionary prices’. It was founded in 2012 by Brian Harrison and Debbie Williamson, who set out with the premise that well-made furniture is too expensive. Whilst renovating their own homes, they had found that prices for the most coveted designs were unjustifiably high due to the industry’s unnecessary overheads, such as shops, warehouses and middlemen. As a new e-commerce entrant, Swoon had managed to flatten this out, by building a transparent business model, which gathered feedback from insiders whose interactions on the site could forecast long-term demand projections. By reducing the sales cycle and forecasting demand accurately, they had a winning formula, which was reflected in their growth figures. As the business scaled however, Brian had concerns as they moved past the 50-person mark. For instance, how would they continue matching more extensive resources to value-generating activities? And recognising the need to implement new processes and structures to manage an enlarged organization, how would he preserve the output-orientated culture he had worked so tirelessly to create?