Paul GuyettManaging Director

The business began in 1932 when Henry Leffler sold leather from the boot of his car. That story still matters because it reminds us that growth comes from small beginnings. Even with thousands of products today, the original mindset of building carefully and honestly remains central to how we operate.

We started with leather for cobblers and slowly expanded into dyes, leather care, tools, and machinery. Over time, the business became more diverse. Evolution was necessary for survival. We learned that standing still is not an option if you want a long-term business.

Respecting the past while being open to change is critical. History gives you strength, but it should not hold you back. Leadership is about making decisions that protect the legacy while preparing the business for future challenges.

Many customers were nervous about losing the character of the old space. I personally welcomed people at the door to help ease that concern. Once they experienced the new layout and accessibility, they understood the benefits. Clear communication helped manage that transition.

The old space had charm, but it was difficult to navigate. We wanted customers to find what they needed easily. A well-organized environment improves efficiency, reduces frustration, and supports growth for both staff and customers.

Knowledge is essential. Leather is complex, and understanding its variations takes years. Our team holds generations of experience, which allows us to advise customers properly. That knowledge builds trust and keeps people coming back.

Creating brands like Sneaker Doctor and Shoe Doctor gave us control over quality and direction. We saw a shift in consumer behavior and acted on it. Owning the brand allows us to innovate and respond quickly to market changes.

We prioritize quality because it protects our reputation. Cheaper options may offer short-term savings, but they often fail over time. Long-term relationships are built on reliable, consistent products.

Training helps preserve skills that are slowly disappearing. Leathercraft and shoemaking need knowledge passed down. Teaching people strengthens the industry and creates more informed customers who appreciate quality.

Leather is natural and unpredictable. If customers understand that, they achieve better results. Education reduces mistakes and builds confidence. It’s not just about selling; it’s about helping people succeed.

Every hide reflects the life of the animal. Marks and variations are natural. Understanding this helps people work with leather realistically. It changes expectations and improves craftsmanship.

We look for ways to reduce waste, such as selling parts of hides that might otherwise be discarded. These small choices make leather more accessible while minimizing waste and respecting the material.

Changes in farming and economics affect hide quality. Animals are often processed younger, resulting in thinner leather. Understanding these shifts helps us manage supply and customer expectations.

Managing diversity requires listening and adaptability. Different industries have different needs. Staying curious and responsive allows us to serve customers effectively without oversimplifying solutions.

Some leather is used in high-risk environments. Strength and compliance are critical. We take responsibility seriously because safety failures can have real consequences.

We watch technology carefully but avoid rushing. Some tools become outdated quickly. Good management means knowing when to invest and when to wait.

Focus on quality, knowledge, and people. Stay open to change but respect why the business exists. Long-term success comes from consistency, trust, and patience.