If there is one thing Annie Abbott wishes she knew from the beginning of her business, it’s the unparalleled power of trust. For the founder of independent footwear label habbot, trust is more than just a cheesy word thrown around as a marketing trick – it’s something that habbot strives to earn. Fifteen years on from the first pair of habbot kicks to hit the ground running, Annie sits down with us to reflect on the challenges, strengths and evolution of her business.

How did you shape habbot’s identity when it came to life in 2009, and how has it since evolved? When I first launched habbot, the vision was clear: I wanted to create shoes that combined traditional craftsmanship with bold, playful design – something I’d struggled to find in the Australian market. From my time spent working and travelling in London and Paris in the early 2000s, I’d immersed myself in a new (and unexpected) world of independent luxury fashion. At the time, there was a new wave of designers coming through that were expressing fresh ideas in colour and form – compared to the huge international 'heritage' fashion houses – and I was captivated by their brave new approach to unique and independent design. On top of that, it was the small, family-run Italian factories I was introduced to later that really captured my imagination and got me thinking about trying a similar approach to footwear in Australia. Their passion for detail and old-school artistry laid the foundation for what habbot would become.

In the very early days of habbot, working out of a shed in my then-boyfriend’s (now husband’s) backyard, I shaped the brand around that duality: playful yet polished, fashion-forward but grounded in craft. Over time, our identity has grown to reflect a more conscious and inclusive spirit. Sustainability, thoughtful production, celebrating individuality and building a genuine connection with our customers are values that are now baked into everything we do. I like to think that the soul of habbot is still the same, just a little more grown-up and self-assured.

 

 

 

 

 

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A post shared by habbot. (@habbot)

What are the advantages of being an independent business, especially when it comes to innovation? The biggest gift of independence is freedom – freedom to pivot quickly and take creative risks without layers of approval. I’ve never had to dilute an idea because it didn’t tick the right corporate box. Independence means I can experiment – whether it’s with materials, colours, product lines or collaborations. I can make quick decisions, try new ideas like customisation, and liaise directly with our Italian team to make it happen.

There’s also the emotional connection. As an independent brand, we’re closer to our community, which means we’re better able to sense when something new or unusual might resonate. Innovation becomes less about chasing trends and more about trusting instincts.

Have there been moments when being independent created unexpected opportunities? Absolutely. Being small and nimble often opens doors you don’t see coming. One of the most surprising things has been how our bridal and special occasion shoes have taken off. I never set out to design for weddings, but customers started purchasing some of our styles for their big day because they wanted something different, fun and empowering. That organic interest led us to create more expressive, celebratory styles – now they’re some of our best-sellers. In a corporate setting, this would have been considered a big deviation from the plan and possibly could have required a significant strategy re-think, which may have led to a loss of momentum and creativity.

Being independent also makes it easier to say yes to collaborations and community events that don’t necessarily have a huge commercial payoff, but mean something to us creatively or personally. Those connections have helped shape the brand in really special ways. Being independent has allowed me to collaborate with local artists and launch customer-led projects, colours and styles. These opportunities come from being nimble and open to new ideas, which would be harder in a corporate setting.

Without the marketing muscle of corporate backing, how has habbot built and sustained a loyal customer base? People can tell when something is real – when they feel seen and heard, they stick around. We’ve built loyalty through authenticity, small-batch production and real conversations with customers. I spent years working in our stores, listening to feedback and letting that shape our collections.

Whether it’s chatting with customers in store, answering emails myself, or hosting events where people can try on new styles and give feedback, that closeness with customers is everything. They’ll tell us what’s working for them, what isn’t, what they wish they could find, and we listen. That’s actually how some of our best designs have come to life. It’s a two-way street and I love that.

 

 

 

 

 

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A post shared by habbot. (@habbot)

What have been the biggest challenges when it comes to competing against larger companies, and how have you learnt to turn those challenges into strengths? Competing with big brands’ resources is tough. One of the biggest challenges is budget – especially in marketing and advertising. We can’t outspend the big guys, so we’ve had to get scrappy and smart. That means focusing on our strengths: our uniqueness and our original designs, our transparency and our genuine relationships, the high-quality materials that we use, and our attention to detail. Rather than racing to release 50 styles every season, we go deep on the ones we love and tell their story well.

There’s also the challenge of visibility. We’re not always going to be the first name that pops up in a Google search, but we can be the one that people remember after trying on a pair or visiting our store. Word of mouth is massive for us, too – so many customers have seen their friend wear a pair of amazing habbot shoes, prompting them to check us out for themselves. That emotional connection hopefully has more staying power than a billboard ad.

What is one piece of advice that you wish you knew 15 years ago? I wish I’d known the power of authenticity from the start; being open and honest, rather than trying to appear bigger than we were. In the same vein, I wish I knew that ‘slow’ is not only OK – it’s often better. In the early days, I felt the pressure to grow fast and tick certain boxes that made us look like a ‘real’ brand. But the most meaningful progress has come from steady, intentional steps. Giving myself permission to build something with longevity and soul – rather than racing to keep up – has been the real key. I'd tell my younger self: trust your pace and trust your people.

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