From Redundancy to Resilience: The Happythreads Story
🎧 Listen to the full podcastHow losing a job during the 2008 crash led to a scrubs brand trusted by healthcare professionals across Europe.
What this story is really about
This isn’t a story about overnight success. It’s about spotting a real problem,
building something useful, and growing it steadily — even when conditions aren’t perfect.
After losing his civil engineering job during the financial crash, Daniel Plewman found himself unsure what came next. What began as a frustration with uncomfortable uniforms gradually became Happythreads: an eCommerce-first scrubs business built on comfort, colour, and respect for people. The journey included financial pressure and difficult resets, but also resilience, customer belief, and long-term thinking.
When everything stopped
In 2008, when the construction industry collapsed, Daniel Plewman lost his job as a civil engineer. Like many at the time, he found himself unemployed and questioning what the next chapter might look like.
It was a significant shift — professionally and personally. Projects were paused, teams dissolved, and confidence took a knock. But it also created space to rethink priorities and explore new directions.
At the same time, his wife was still studying dentistry. Standing still wasn’t an option. Something had to change.
The idea for Happythreads didn’t arrive as a big master plan. It came from a practical frustration. Daniel’s wife was buying scrubs from the US because she couldn’t find anything locally that felt comfortable, modern, or wearable for long days in practice.
When she contacted the brand to ask if there was a distributor in Ireland or the UK, the response was simple: they were looking for one.
Around the same time, a short trip to the US exposed Daniel to a noticeably different mindset. Despite the global crash, there was optimism, energy, and a sense that new things were still possible. He came home feeling that something could be built.
Knocking on doors and building belief
Happythreads began in a spare bedroom in Stoneybatter, Dublin. Daniel went door to door, visiting clinics and practices, carrying samples and explaining why these scrubs felt different.
They were softer, more flexible, and designed to move. Crucially, they looked nothing like the stiff, uncomfortable uniforms many healthcare professionals were used to.
From the outset, the ambition went beyond door-to-door sales: build an eCommerce business that could scale and reach professionals directly.
Why it worked when others hadn’t
Looking back, Daniel believes two things made the difference. First, timing: few uniform suppliers were focused on online retail. Second, the product finally matched what people actually wanted to wear at work.
Healthcare professionals were willing to invest in comfort, confidence, and choice. Scrubs didn’t have to be miserable.
That idea became the heart of the brand: be happy at work.
The years nobody sees
Progress didn’t happen overnight. For years, the business required careful decisions and constant adjustment. Breaking even didn’t always mean taking home a salary.
There were moments of real pressure, but also important learning. Advisors were brought in, difficult conversations happened, and the foundations of a more resilient business were laid.
The wake-up call that changed everything
By 2017, the pace had caught up with him. Long days became the norm, and the pressure quietly accumulated.
A sea swim gone wrong led to hypothermia, hospitalisation, and an irregular heartbeat — a moment that forced a hard pause.
That moment prompted a reset — in how the business was run and how life around it was structured.
Building a business that lasts
Today, Happythreads employs around 25 people across multiple European markets. Culture matters: flat structures, real conversations, and a workplace built on respect.
Growth now means sustainability — for the team, for customers, and for the founder himself.
Looking forward
The story of Happythreads isn’t about overnight success. It’s about resilience, belief, and learning when to slow down.
From redundancy to rebuilding, the journey continues — guided by a simple idea: people deserve to feel good in what they wear to work.