Faraz Malik Shaikh is the CEO of Figo Home and leads investment management at Blackwood Capital, having honed his skills as a financial analyst at several firms. With a master’s in enterprise risk management and a bachelor’s in finance, Shaikh owns and operates a direct-to-consumer brand handling imports, warehousing, and sales strategy at Figohome.us. Pulse 2.0 interviewed Faraz Malik Shaikh to gain a deeper understanding of his background.
Faraz Malik Shaikh’s Background
What is Faraz Malik Shaikh’s background? Shaikh said:
“I studied finance and analytics while building a global DTC apparel brand during undergrad. Later, I worked briefly at Blackstone and launched a small private fund focused on outperforming the S&P 500 using asymmetric return strategies in U.S. and Chinese equities. While working in manufacturing abroad, I built strong supplier ties and started a home improvement DTC brand, Figo Home, tailored to U.S. consumers. I completed my Master’s in Enterprise Risk Management from Columbia with a quantitative focus, where I developed and back tested trading strategies. Today, I split my time between managing the DTC brand and running a quantitative investment fund.”
Favorite Memory
What has been your favorite memory working for the company so far? Shaikh reflected:
“One of my most memorable experiences has been building my own DTC brand from the ground up and reaching a seven-figure revenue run-rate within two years. Some of the most defining moments came when I believed I had hit a plateau, but through persistence and problem-solving, I was able to overcome those challenges and keep pushing forward.”
Core Products
What are Figo Home’s core products and features? Shaikh explained:
“The company began with a small line of home improvement accessories focused on the kitchen, but has since evolved into the outdoor living space, most notably with our line of smokeless fire pits. We’re currently developing seven new fire pits and fireplaces, all set to launch soon. What started as a brand serving DIY enthusiasts has organically expanded to include campers, adventurers, and outdoor lifestyle customers, with a surprising amount of overlap across those communities.”
Challenges Faced
What challenges have Shaikh and the team faced in building the company? Shaikh acknowledged:
“One of the most significant recent challenges was the sudden imposition of tariffs, which threatened our international supply chain and created an unexpected cash flow strain, particularly when a shipment arrived shortly after the new measures took effect. While we operate a fully integrated model from product design to customer delivery, our manufacturing is based abroad, primarily in Pakistan—a strategic choice given its underutilized capabilities in our category. Anticipating such external risks, I slightly overstocked inventory and secured contingency suppliers in other regions. Rather than passing the added cost to customers, I chose to absorb the impact temporarily, prioritizing long-term brand trust and operational continuity.”
Evolution Of The Company’s Technology
How has the company’s technology evolved since its launch? Shaikh noted:
“As a home improvement brand, many of our products are designed for daily use—items that customers engage with regularly in their homes. While our core offerings are physical products, we recognize the growing importance of integrating technology behind the scenes. We’ve increasingly incorporated AI into our operations, which has significantly improved efficiency across areas like inventory management, customer support, and forecasting. That said, we maintain a healthy balance between automation and human oversight to ensure quality and personalization remain intact. In today’s landscape, not leveraging AI is a missed opportunity, and we’re committed to staying ahead by adopting the right tools thoughtfully.”
Significant Milestones
What have been some of the company’s most significant milestones? Shaikh cited:
“One of our most significant milestones has been reaching a seven-figure revenue run-rate while maintaining a fully integrated operation—designing and manufacturing our products in-house. This level of control is rare among DTC brands and has allowed us to stay agile and deeply customer-focused. By owning the entire workflow, we can quickly adapt to feedback and continuously improve our products in real-time.”
Revenue
When asking Shaikh about the company’s revenue details, he revealed:
“We are on track for seven-figure revenue in 2025.”
Differentiation From The Competition
What differentiates the company from its competition? Shaikh affirmed:
“What sets FIGO apart is our end-to-end control of the product life cycle. Unlike many competitors who rely on third-party manufacturers and off-the-shelf designs, we develop our products in-house and work directly with overseas production partners to bring them to life. This gives us the flexibility to offer product customizations and quickly implement customer feedback—ensuring a tailored, high-quality experience. We’re committed to thoughtful design, durable materials, and creating everyday-use products that blend function with a premium feel—all at an accessible price point.”
Future Company Goals
What are some of the company’s future goals? Shaikh concluded:
“Our vision is to make FIGO a trusted household name in the home and outdoor space. As we grow, we’re focused on expanding our product line while offering personalized customization options that enhance the customer experience and strengthen brand loyalty.”
