Forging Success: How Les Robertson Built a Custom Cutlery Empire From Military Training to Market Expertise
Les Robertson’s journey from Infantry Officer to custom cutlery mogul is a testament to turning passion into expertise and expertise into industry leadership. During his service with the US Army’s 101st Airborne, Robertson developed an intimate understanding of blade performance across diverse environments—from jungle operations to arctic conditions. This military foundation, combined with his MBA and entrepreneurial drive, led him to establish Robertson’s Custom Cutlery in 1985, transforming what began as a passion project into a respected authority in the custom knife industry.
Over four decades, Robertson has designed or co-designed 85 custom knives, authored the definitive “Custom Knives Buying Guide,” and served as a field editor for prestigious publications including Blade Magazine and Knives Illustrated. His expertise extends beyond collecting to educating both makers and collectors through seminars across the US and Canada.
In an exclusive interview with Entrepreneur Loop, Robertson shares the tactical insights that helped him navigate the challenges of building a niche business, the importance of becoming a subject matter expert, and why accountability—both for successes and failures—remains the most rewarding yet challenging aspect of entrepreneurship.
Please provide a brief introduction of yourself and your professional background.
My introduction to knives came while serving as an Infantry Officer in the US Army’s 101st Airborne. I was allowed to train in various environments, including the Jungle, Arctic, Desert, and Woodlands, around the world. This training helped give me a keen insight into which knives would best serve an infantryman in those environments. My army experience combined with the decision to earn my MBA (to help with my sales and marketing training), gave me the confidence to become a full-time custom knife dealer in 1995.
Armed with this insight and expertise, I have either designed or co-designed 85 custom knives to date. Since being recognized for my extensive knowledge and experience in the business of making and selling custom knives, I have focused on sharing this expertise with my industry in a variety of ways:
- I have conducted seminars for knife makers in the US and Canada for the last 25 years.
- From 2007 to 2017, I was a Field Editor for Knives Illustrated.
- From 2006 to present, I have been a Field Editor for Blade Magazine, the largest knife magazine in the world.
- From 2016 to the present, I have been a contributing editor to the Knife Annual.
- In 2003, I wrote “Custom Knives Buying Guide.” To date, this is the only book ever written on collecting custom knives; it is currently in its 3rd
My articles and seminars have covered not only collecting custom knives, but also identifying trends, knife makers to watch, and in-depth discussions of different market sectors, and the business aspects of knife making, which include basic marketing, inventory management, pricing, brand management, choosing the correct business structure, and communications. I have written numerous articles introducing knife makers from South America and Eastern Europe.
What inspired you to start your own business? What was the “aha” moment?
In 1985, I attended my first knife show in Knoxville, TN, The Blade Show. This show ignited my passion for custom knives. I was overwhelmed by the different styles, materials, and craftsmanship. There was something both visual and visceral about these knives. So many different styles, ultimately one or more would catch your eye. However, the “aha” moment is when you hold the knife in your hand and you feel it become an extension of yourself. Driving home from that show, the idea of starting a knife business began to take shape. Three months later, I met with my CPA and created Robertson’s Custom Cutlery.
What were some of the biggest initial challenges you faced in getting your business off the ground? How did you overcome them?
Raising capital was the most significant initial challenge. Initially, my business was part-time, operating out of my house, and as the only employee, I didn’t have to pay a salary or any other benefits. Additionally, paying rent, insurance, utilities, and other expenses was not reliant on the business turning a significant profit. Print ads were too expensive, and the Internet didn’t exist; consequently, my marketing expenses were primarily attending knife shows, all within driving distance. My goal was to cover my table fees, food, hotel, and gas with sales from the show. While expenses were minimal, the most significant expense was the knives. Forcing me to do the research that ultimately allowed me to go full-time, determining which knives I could buy and expect to sell for a profit in a reasonable time.
How did you identify a gap in the market or a need that your business fulfills?
The most significant gap was that, like me, the majority of the knife makers and my fellow dealers were part-time. What I saw that I could exploit was their lack of planning and understanding of the forces impacting the different market sectors. Most of the makers were followers and built whatever their fellow knife makers said were the best sellers. In comparison, many of my direct competitors were nothing more than glorified collectors. They were buying and trying to resell what they liked, not necessarily what the buyers wanted. The dealers were more inclined not to venture beyond their comfort zone, which was typically 2 or 3 market sectors. Many of the knife makers were hesitant to explore new designs or work with new materials, as this would cost both time and, more importantly, money. Doing the research into other market sectors, new designs, materials, and new makers, both US and foreign. Gave me a better insight into the totality of the custom knife market. In addition to increasing sales, this led to me being asked to write articles and conduct seminars on various custom knife-related topics.
What have been your key strategies for growth and gaining traction/users?
Communication, customer service, trust, and continuous learning about the product(s) and market sectors. In my business, your position in the market is based as much on your reputation as it is on the product you produce. Given the numerous communication avenues available, there is no reason to keep your clients in the dark about what is happening. Poor communication causes unnecessary stress between a business and its clients. Excellent communication is only part of world-class customer service. You have to be able to resolve your customers’ issues, even if this means recommending that they take their business elsewhere. Some would argue that trust is perhaps the most crucial aspect of your business. Gaining trust can take months, even years, and it can be lost in a minute. In the early 1990s, I read a book on Kaizen, a concept that helped to guide my business mindset through the years. While you can’t improve everything at once, you can make minor improvements each day or week. Even if it’s something as simple as answering one more email for a concerned client. For me, market sectors are about learning about new types of steel or discovering new knife makers that my clients introduce. Knowledge about current and, even more importantly, emerging trends can be found from unlikely sources. It is up to you to be ready to receive that information, no matter the source.
How do you stand out from the competition in your space? What sets your product/service apart?
No matter what the business, I would suggest you do whatever it takes to become the SME (Subject Matter Expert). The advantage(s) of being considered a SME are that clients will stay with you, potential clients will often seek you out, your competitors will always be curious about what you are doing, and outside agencies in need of a consultant in your area of expertise will seek you out. In my space, I am considered an expert. Subsequently, I am frequently sought out for my opinions on current and future market trends by both knife makers and my competitors. Advice on business, specifically marketing and pricing, to help the makers become more competitive in their market sector. For 30 years, show promoters have asked me to conduct seminars for both collectors and knife makers. For 20 years, knife magazines have paid me to contribute articles to their magazines, covering a broad range of subjects related to collecting and the business of custom knives. Because of my expertise, buyers feel comfortable with my recommendations in a variety of market sectors. As for conducting seminars in both the US and Canada and writing for knife publications, I am the only custom knife dealer over the last 30 years who has done that. It is this same knowledge and expertise that separates me from my competitors.
What are the most important skills someone needs to be a successful founder, in your opinion?
Discipline! Without it, you will fail. Equally important is the understanding of what basic skills you need to have to compete successfully. From which business entity do you choose to start your business? Understanding finance, banks are not your friend, and startup loans for small businesses are almost impossible, at best. While PayPal and Venmo are easy to set up, taking credit cards requires another lengthy paperwork drill. Understanding the paperwork associated with both the federal and state governments. A basic understanding of taxation is essential, including federal, state, unemployment contributions, and don’t forget FICA. In today’s market, you need an online presence such as a website, social media platforms, online articles, and a Google Business Page. I highly recommend consulting with a professional to assist you with all of this, possibly including help with videos and photos. I know you can handle all this, but it becomes overwhelming when you’re additionally juggling clients, invoicing, production management, inventory control, and dealing with employee issues. In the Army, when we hadn’t slept for two days, hadn’t had hot food in two weeks, it was raining and 40 degrees, we would smile and say, “You gotta love it.” As a founder, if you don’t love it, you won’t be successful.
What do you find most rewarding and most challenging about being an entrepreneur?
For me, the most rewarding and challenging aspect of being an entrepreneur is the same thing. Everything good, bad, or indifferent is your fault. When business is good, this is a direct result of what you did to ensure success. When business starts to slow or stops, a successful entrepreneur does not blame this on someone else. Honestly, short of the COVID shutdown, you need to be able to identify current and future external forces that may affect your ability to run your business successfully. Your business is just that, yours. You can delegate authority, but you cannot delegate responsibility. The challenge is to shape the company into what you want it to be. The reward is seeing what you created become successful.
What advice would you give to aspiring entrepreneurs who want to start their own company?
Be driven to work 10- 16 hour days, 6-7 days a week, for the first several years. Put yourself in a position where you do not rely on your new startup to pay you a salary. Eliminate as much of your debt as you can. Budgeting and accounting are a must. You have to know where your capital is coming from and where it is going. Don’t let the term tax write-off lead you to believe you can go out and spend money you don’t have. As if the write-off will compensate you for that capital expenditure, it won’t. Knowing full well, if you had that, you wouldn’t need the loan. If possible, find a mentor or business coach to help you find solutions to the inevitable problems that will arise. Have the ability early on to recognize the niche in which your company can provide or improve on something, or create something that doesn’t currently exist in the market you want to compete in. Raising capital will be difficult, especially if you want to secure a loan from a bank. Most want some form of collateral to secure the loan. If possible, I recommend the path I took, working at your business part-time. This will put less stress on you to turn a profit initially, you may not have to secure outside funding, and it will allow you to learn more about the business environment you want to compete in. This approach enabled me to position myself both financially and strategically to capitalize on opportunities that align with the niche my company was created to fill. Remember when people tell you that your crazy idea for a business can’t be done? Usually, they’re telling you what their limits are, not yours. Good luck!
Les Robertson’s four-decade journey in custom cutlery demonstrates that true entrepreneurial success comes from the intersection of passion, expertise, and unwavering accountability. His military-tested approach to business—embracing both the victories and setbacks as personal responsibility—offers valuable lessons for entrepreneurs in any industry. As Robertson continues to shape the custom knife market through his designs, writings, and mentorship, his story serves as a compelling reminder that becoming the definitive expert in your field isn’t just a competitive advantage—it’s often the key to long-term entrepreneurial success.
