It's a success story we love. The story of a little-known product that became indispensable. The story of two brothers, David and Olivier Gabison, who dared to believe in a new use in a market dominated by appliance giants. A guest on the Equity Conversation podcast, David Gabison recounts the story of SteamOne, a French pioneer in garment steamers. And his story is a true lesson in entrepreneurship.
“We had to choose: continue living or create a real business. So we quit everything… for the garment steamer.”
The origins: the American failure that started it all
The adventure began in Florida in the late 1990s. David Gabison went to Miami to manage a ready-to-wear clothing company , knowing nothing about the industry. He set up a business there with his brother Olivier. The venture was short-lived, and the company filed for bankruptcy.
But it was there that they made a life-changing discovery: the garment steamer , used in every American boutique. Upon returning to France, they wanted to equip themselves with them for their new wedding dress business… but couldn't find any. So they decided to import them. It wasn't a business yet, it was a necessity. But that necessity was about to become a market.
From the workshop to full-scale testing
Initially, everything was done by hand. The two brothers placed their first garment steamers in Parisian ready-to-wear boutiques, offering free trials. “If you don’t like it, we’ll come and collect it.” But each time, the staff refused to return the device.
Word of mouth is spreading, and requests from professionals are pouring in . The product is simple, intuitive, and effective. Yet, the general public is completely unaware of it.
The all-steam-steam-up gamble: €380,000 that changes everything
For a while, SteamOne continued to coexist with their fashion business. Until the day they set themselves an ultimatum: if they didn't exceed €400,000 in orders in a season, they would stop everything to devote themselves to the garment steamer.
They make… €380,000.
“We said 400,000. We didn’t reach 400. So we’re stopping.” This decision, as radical as it was risky, marked the official birth of SteamOne , with one conviction: to create a strong brand in a market that was still virgin.
From import to signature product: the industrial shift
The initial model was based on importing an American product . But French retailers quickly wanted their own profit margins. However, the American company refused to lower its prices.
So, the Gabison brothers went to China, identified a manufacturer, and created the SteamOne brand in 2010. This change of direction finally allowed them to work with major appliance retailers and reach the general public.
“We said to ourselves: we won’t be the cheapest, we’ll be the best.”
This is also the moment when SteamOne begins an industrial transformation. Design, molds, factories, standards: everything has to be built from scratch. And mistakes are costly, like the first portable model that was never released, which will cost them over €500,000.
The fuel for growth: raising funds, structuring, resisting
In 2013, the company barely generated €1 million in revenue. Yet, it convinced CIC's Equity program to invest. The goal: to transform from a small, artisanal business into an industrial player.
The fund provides much more than just capital. It structures growth, imposes strategic committees, reporting requirements, and a rigorous approach. “We would never be where we are without them,” acknowledges David Gabison.
But then came Covid. The company took on debt with a government-backed loan. The fund had to exit. No one could buy it out. Until the two brothers obtained a bank loan to acquire 100% of the capital. A bold move, which now allows them to run the company with complete freedom.
From France to America: an entrepreneurial comeback
Since then, SteamOne has returned to profitability and is experiencing strong growth. The company has opened a subsidiary in the United States, where it all began. It already equips several hotels there and is preparing to sell directly to American consumers.
A symbolic, but above all strategic, return to its roots: the American market is already familiar with the product, but no player occupies the premium position. SteamOne wants to be that leader.
The hotel, a new battleground
Another growth driver is the hotel industry . SteamOne is deploying its devices in guest rooms, replacing often inefficient irons. The result: a better customer experience… and global visibility.
“Every night in a hotel with a SteamOne, a potential customer discovers the product.”
SteamOne, or the art of creating a category
In 15 years, SteamOne has held its own against the giants. Why? Because instead of copying, it created. It created a use case, a brand, a premium segment. And it established a standard.
“We are not followers. Others copy us. So much the better.”