About

I’ve been responsible for the business, too.

Travis Kindler · Certified Bloom Growth Coach

My background.

For 21 years, I owned and led Kinco, growing the work glove business to $42 million in annual revenue and serving more than 3,000 retail locations and customers nationwide. Along the way, Kinco earned multiple recognitions as one of Oregon’s fastest-growing businesses and was named one of Oregon’s Best Places to Work six times. What started as a business I helped build became a national operation with a team of 72 domestic and international employees and a nearly 100,000 square-foot headquarters and distribution center in Portland, Oregon.

Building and running Kinco meant navigating the realities of business ownership - managing cash flow, seasonal demand, inventory, international sourcing, distribution, and the constant balance between growth and profitability. Just as importantly, it meant developing people, strengthening company culture, and creating systems that allowed the business to operate effectively. The Best Places to Work recognition was especially meaningful to me because I always believed that taking care of our people was just as important as taking care of the business.

One of my proudest accomplishments wasn’t reaching $42 million in revenue or receiving awards. It was developing a leadership team that could run the business without me. The ultimate test came when I took a six week honeymoon without bringing my computer. The business continued operating while I was away. That experience reinforced something I believe every business owner should strive for: building a company that doesn’t depend on them for every decision.

In 2020, I expanded my business ownership by acquiring Welch Workwear, a Portland-based manufacturer of work suspenders. In 2025, I sold Kinco and Welch Workwear while staying involved to support the transition.

Those 21 years taught me that building a successful business isn’t just about growing sales. It’s about developing people, making difficult decisions, navigating challenges, and creating a company that can thrive beyond its owner. I bring that firsthand experience to the owners and leadership teams I work with today.

For more than a decade, I’ve also helped other business owners think through operational challenges, difficult decisions, and people issues, and I’ve developed leaders within my own business. That work has included informal advising, mentoring, and helping people take on greater responsibility.

In 2026, I became a Certified Bloom Growth Coach.

What I learned the hard way.

A plan needs to be understood across the company.

I learned that a plan doesn’t help much if it stays with the owner or leadership team. People across the company need to understand where the business is going and what matters now. Without that shared direction, it’s easy to stay busy while pulling in different directions.

Outside perspective helps with both decisions and the weight of ownership.

I also learned how valuable it is to have people outside the business who will ask honest questions and challenge my assumptions. Through Entrepreneurs’ Organization (EO) and conversations with other owners, I could step back, see options I’d missed, and think through decisions with people who understood the responsibility.

Learning alongside other owners.

Member since 2007

Being involved in EO, including serving as President of the Portland chapter and in other board roles, has been an important part of my life as a business owner. I value having people I can speak openly with who understand the responsibility of running a company. Those relationships have brought friendship, honest feedback, and opportunities to learn from one another. They’ve shaped how I lead and reinforced how much it matters to have someone to talk things through with. I enjoy offering that same support to other owners.

Outside of work

Outside of work, I love downhill skiing, traveling, hiking, and road biking. Being a dad to my son and a supportive husband matters a great deal to me. We also share our home with a chocolate Labradoodle.

A curly-coated brown dog in a red bandana, looking at the camera

Where the name comes from

Why a paper clip?

During my first year after buying the business from my parents, my dad stayed involved to mentor me. His office was across a large room from mine.

One day, I walked over to ask him a question and noticed a paper clip on the floor outside his office. When I bent down to pick it up, he said, “Leave it.”

I asked why.

“I want to see who cares enough to pick it up,” he told me.

From his desk, he could see people walking past. He was watching for someone who would notice a small thing and take care of it without being asked. To him, that small act offered a glimpse of the care they brought to their work.

That moment stayed with me. The paper clip wasn’t worth much, but noticing it and taking responsibility meant something. It’s the idea behind Paper Clip Coach: helping build a business where people care about their work, take ownership, and look out for one another.

How I work.

Practical

We work on the issues you’re facing now. The goal is clearer decisions, useful next steps, and a plan your team can carry out.

Candid

I’ll ask direct questions, listen carefully, and share what I see. We can address difficult issues while treating people with respect.

People-focused

We pay attention to the people doing the work: what they need, how they communicate, and how you can help them succeed.

Consistent

We agree on what matters, who owns it, and when we’ll check progress. Then we keep coming back to it, adjusting when needed.

Tell me what you’d like to change.

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