At Kinco, we make durable, high-quality work gloves (and suspenders) built for the demands of hardworking folks. For over 50 years, we've served farm and ranch supply stores, hardware retailers, and outdoor pros with gear that’s tested in the field and trusted for the long haul. We focus on craftsmanship, comfort, and value — and back it all with a customer-first approach. 

>What is one aspect of Kinco that makes it unique?
Not to sound cliché, but our people are what separate us. We have many years of legacy knowledge under the hood. We maintain and prioritize relationships (team members, vendors, and customers) with empathy.
 
>I understand you have some exciting news to share about the future?
After nearly 50 years of being a family-owned business, we’ve entered a new chapter by joining forces with Mechanix Wear. It's a big step, but it feels like the right one. For me personally, it’s a privilege to continue leading our team and shaping the future of the company while honoring everything my parents built. I’m still here as President, and I’ve retained a stake in the business because I truly believe in where we’re headed. It’s a moment of transformation, but one rooted in family legacy—and that’s the balance I’m most proud of.

>What’s a critical mistake you made that was a major learning moment?
I’ve made many expensive mistakes in my career, and one of the recent ones taught me a hard but valuable lesson about staying connected to the core of the business. I believed that stepping back and handing over day-to-day decision-making to a president would free me to focus on big-picture strategy. On paper, everything looked great: processes were good, operations “worked”, and the team was running. But when the post-COVID headwinds hit, I realized that while the structure was clean, it wasn’t built to be resilient. Margins weren’t where they needed to be, the team wasn’t as scrappy as we needed, and headcount had grown too large. Two years ago, I had to make one of the toughest calls of my career: removing most of my C-suite and reducing total headcount by 20% to bring the company back to a lean, durable state. The lesson? Delegation is important, but a founder can’t fully step away from the culture, margins, and operational pulse of the business—because when things get tough, it’s those fundamentals that keep the ship steady.

—
Travis joined EO Portland in 2007. Interested in joining a community of business founders? This could be your year! Learn more.