My model is very simple—just introduce a
constant flow of relevant design.
—Kevin Sandler, president of ISA and son of founder Art Sandler
Kevin Sandler joins ISA
and initiates sales to
the U.S. market, and
the total number of
employees grows to 12.
Additionally, ISA acquires
warehouse thanks to
growth in sales.
ISA relocates to 24,000-
square-foot building and creates
space on site to incorporate its
own upholstery and finishing
department. These services
are no longer required to be
subcontracted. Custom orders
(designs) become more
prominent in bottom line sales.
warehouse to accommodate the growing number
of employees, now at 30.
Growth is primarily driven
by sales in the U.S. ISA
begins participating in
U.S. trade shows.
Now moved to 60,000-square-
foot facility, ISA expands finishing
and upholstery departments,
production area is enlarged, and
significantly larger numbers of
inventory are retained allowing
for short-end delivery times. Sales
to the U.S. represent 25 percent
of ISA revenue.
Total number of
50, and the company
adds another 25,000-
ISA stocks 30,000 chairs,
imports 70 containers per year,
and sells product globally. U.S.
sales represent 65 percent of
overall sales. The company adds
warehouse, now totaling 95,000
LEF T TO RIGH T As sales in the U.S.
market increased, ISA brought its
upholstery and finishing services
in-house and expanded its production capacity of products like
the Empire and Eclipse chairs
(seen at left and right), allowing
for short-end delivery times.
BELOW LEF T TO RIGH T What began
as a one-man operation has
evolved into a global enterprise
with more than 95,000 sq. ft.
of production space, housing
30,000 chairs in stock. The Eclipse
The Protege The St. Laurent Slider