Easy as 1, 2 … 3

Photo courtesy Green 3 Organic Apparel

Jim and Sandy Martin didn’t set out to reinvent a dying segment of the U.S. manufacturing economy. Sandy, a former Kohls Corp. executive and stay-at-home mom, wanted a source for interesting, well-fitting, environmentally-friendly women’s clothing. She launched Green 3 Organic Apparel, a small home-based business. It was something she believed in, had the skills to manage and could fit in between soccer carpooling and PTO meetings.

Jim needed a new career plan when his executive vice president position at Oshkosh B’Gosh was eliminated in 2006 after a merger with Carter’s Inc.

“When Oshkosh B’Gosh was acquired by Carter’s, I stayed on through the transition,” says Jim Martin. “But then Sandy and I needed to decide the next steps for our careers and our family. We didn’t want to leave Oshkosh, but our expertise is apparel. Apparel jobs generally don’t exist here. In fact, those jobs have pretty well left the U.S completely. So we invented new ones.”

Jim joined Sandy’s startup company full time. Together, they’ve grown the business that designs, sources, markets and distributes organic clothing and soft goods through a nationwide network of specialty stores, as well as global catalog retailers such as Sundance and the Discovery Channel.

Green 3 has 12 employees, and through its supplier and manufacturing network is creating apparel manufacturing jobs in Wisconsin and other states. The company was recently honored with a fourth place finish in the Wisconsin Governor’s Business Plan Contest.

Green 3’s products are certified 100 percent organic cotton or wool, grown using methods and materials that have a low impact on the environment. Organic cotton crops are not sprayed with pesticides and fertilizers. Prints and dyes used in Green 3 products rely on a water-based process, rather than petrochemical compounds.

“It takes roughly one-third of a pound of chemicals to grow enough conventional cotton for just one T-shirt,” says Martin. “Sandy grew up on a farm, and her father bore the negative health impacts of working with farm-related chemicals over the years, so we’ve seen the results of that first-hand.”

Hand-painted and hand-drawn designs highlight Green 3 clothing.

“Style is absolutely as important as the source materials,” says Martin.

Identifying suppliers who could meet Green 3’s organic standards led the Martins to North Carolina.

“One of our primary suppliers was a production manager for Champion athletic wear. His job, like others in the North Carolina garment industry, was outsourced to other countries. So he bought the old Champion plant, and is now in the organic apparel business,” says Martin.

“Working together, we are creating a new and better iteration of the garment industry in the U.S.”
Locally, Green 3 has struck an innovative partnership with Aspiro, Inc., a Green Bay-based nonprofit company that employs people with developmental disabilities.

Paul Cantwell, Aspiro’s director of production, says his company will provide cutting and sewing for Green 3’s new line of recycled clothing accessories.

“Jim contacted us in December after hearing about our role in producing scarves for the presidential inauguration. After a few site visits, we agreed his new product would be a good fit for our capabilities.”

Cantwell is excited about the contract and about its ripple effect.

“When our workers get paid, they spend that money in the community, on local services and products. Ultimately, the Green 3 work may provide jobs for 10 to 20 of our people, and who knows how many others down the line.”

The Aspiro connection, and a material supply agreement with Goodwill Industries of Northeast Wisconsin, are consistent with the Martins’ business ethic.

“Success in business can be measured so many ways,” says Martin. “Making our community and the regional economy stronger is an important measure for us.”

Martin says he was initially reluctant to enter the Business Plan Contest.

“It didn’t seem to be a fit for our model. Past winners have been high-tech. We are very, very low tech.”

The contest attracted a record 326 business plans. Judges narrowed the field to 12 finalists who split nearly $250,000 worth of cash and services, including legal, accounting, information technology and media-related services.

“Finishing fourth was really a pleasant surprise,” says Martin, “but more important is the exposure we’ve had as a result of competing. We’ve attracted new investors and the process of refining and updating our business plan has positioned us to capitalize on an economic upturn.”