It’s difficult to imagine DMK—a Y2K brand built on a foundation of family heritage, craftsmanship, and understated elegance—as anything but fresh and modern. Some inherit history, others rewrite it. Second-generation entrepreneurs Eileen and Sophia Goh have been doing both since taking over the reins in 2020. Under their stewardship, DMK has transformed from a brick-and-mortar store into a digital-first fashion powerhouse, redefining how Singaporean women shop for shoes.

Over the last four years, initiatives such as championing the female and LGBT community, broadening their product offerings, reviving DMK Care for superior shoe comfort, and expanding the brand’s digital footprint through immersive live selling have solidified DMK’s influence in the market. To date, DMK has eight stores in Singapore, two in Myanmar, two in Fiji, one in Brunei and one in Nepal, with ambitions to grow its presence across Southeast Asia.

In an industry where trends move fast, the Goh sisters’ approach remains grounded in something timeless: creating beautiful, wearable designs while fostering a brand that feels personal, one that accompanies women through every stage of their lives. Here, we sit down with the chief creative officer and chief operating officer to discuss leadership, innovation, and the art of legacy-building.

High Net Worth: DMK has been a staple in the footwear scene for quite some time. What role did your parents play in shaping the brand, and how did you maintain their legacy while taking it in a new direction?

Eileen Goh: The brand started in 2000. My mom, who developed a bunion, struggled to find shoes that were both comfortable and stylish. With my dad’s background in wholesale since 1983, they recognised a gap in the market for shoes that catered to Asian women, particularly those with wider feet. DMK was created to fill this void. Initially, our focus was workwear, with pointed shoes being a signature product. Post-Covid, in 2020, we redefined the brand’s mission. We wanted to not only offer fashion but also raise awareness and give back to the community, collaborating with organisations like the Breast Cancer Foundation and United Women Singapore.

High Net Worth: When you were fresh out of school, did you start working in the family business straight away?

Sophia Goh: We both started working in the family business at a young age. Our parents had us serve customers during school holidays when we were around 15 or 16. It was an early immersion into the business. After completing my studies in banking and finance, I joined the company’s finance team and focused on the operational side of the business to better forecast sales and improve efficiency.

Eileen: I’ll never forget my first job manning a booth at Compass Point’s Level 1; it taught us the importance of customer interaction and understanding product demand firsthand. Like my sister, upon graduating from SMU, I went back and took on a more creative role.

High Net Worth: What was the most significant challenge you faced when you first took over the company from your parents, and how did you overcome it?

Eileen: The biggest challenge was convincing our parents to invest in marketing, which they didn’t prioritise before. They believed that if the product was good, it would sell on its own. But I had to show them that marketing was essential for long-term success, since the landscape was changing. The other challenge was rebranding during Covid, when shops were closed, and we had to prove to our parents that the strategy would work.

Sophia: On the operational side, managing a team that had worked with our family for decades while introducing new talent was challenging. We needed to merge the cultures of long-time employees with fresh perspectives, but we managed to find a balance.

Sophia Goh, Chief Operating Officer

High Net Worth: The rebranding of DMK to appeal to a younger, more digital-savvy audience is a bold move. What was the thought process behind this shift, and how did you identify this new target market?

Eileen: We realised our original target audience was maturing, and we needed to attract the next generation to ensure business sustainability. Our research showed that Gen Z women were struggling to find shoes that were both comfortable and stylish, and we wanted to introduce them to our brand. It wasn’t just about sales; we wanted to create a revolution in the fashion industry, encouraging women to look and feel good at any age.

High Net Worth: What role did digital tools and social media play in your rebranding strategy? And can you share a specific campaign or initiative that helped raise the brand’s visibility?

Eileen: It wasn’t one particular campaign, but a consistent strategy across various platforms. The key was consistency as we started with Instagram. One of our earliest campaigns, featuring Rebecca Eu, focused on philanthropy and encouraging our audience to share their stories. Introducing live-streaming on TikTok was a game-changer. It allowed us to engage with customers directly, answering their questions in real-time and creating a loyal community.

High Net Worth: Collaborating with influencers and designers seems to be a big part of DMK’s current strategy. What’s your approach when selecting the right partners, and how do you measure the success of these collaborations?

Eileen: We avoid collaborating with influencers who don’t share our values of inclusivity. Success is measured by how well the collaboration resonates with our audience and supports our mission.

Eileen Goh, Chief Creative Officer

High Net Worth: Have you had drag queens wear your shoes?

Sophia: Yes, we’ve worked with transgender individuals and drag queens. For example, we featured Qatrisha Zairyah in 2023 for International Pride Month.

Eileen: We also collaborate with platforms like Prout to create safe spaces for the LGBTQ+ community. We support diversity and inclusivity, not just during Pride Month, but all year round.

High Net Worth: How would you describe the essence or core values of DMK, and has that changed in the face of a changing business landscape?

Eileen: Our core values are openness, constant improvement and providing value to our community. The values remain the same, but the way we present them evolves with the times. Authenticity has always been at the heart of the brand. We stay true to who we are, even as we adapt to new trends and customer expectations.

High Net Worth: How did you refresh DMK’s image without alienating your loyal customers?

Eileen: We didn’t change who we were, we just updated how we presented ourselves. We didn’t try to reinvent the brand or stray too far from what made us successful. Our research showed that, regardless of age, women just want to feel young, stylish, and confident—and that’s what we’ve always offered.

High Net Worth: Were you aiming for something softer with the new brand colours?

Eileen: Yes, we wanted a more feminine look. Our brand is all about care and comfort, like our DMK Care services. If your shoes need extra care and comfort, we provide complimentary expansion and balming services even after purchase. Our colours reflect that sense of softness and attention to detail.

High Net Worth: What does DMK stand for?

Eileen: DMK stands for Dormika, which was derived from Chinese words symbolising abundance, sweetness and positivity. My parents wanted women who wore DMK shoes to feel abundant, sweet, and positive.

Sophia: We originally went by Dormika, but when we expanded to retail, we felt DMK was a simpler, more universal name that would resonate with a wider audience.

High Net Worth: Was the branding done in-house or did you work with a studio?

Eileen: We did everything in-house. It’s been a learning process, but we’re proud of it. In 2020, we took full control of the rebranding to ensure it aligned with our values. The team worked hard—it was a collaborative effort.

High Net Worth: Family businesses come with unique challenges and advantages. How do you navigate working alongside your sister in a fast-paced, competitive industry?

Sophia: We don’t have many differences. Since we were young, we’ve had open and honest discussions, which helps us work well together. Our roles are in different departments, so we avoid stepping on each other’s toes. We always work towards the same goal of wanting what’s best for the business.

Eileen: Our age difference isn’t big, and we’ve grown up with similar values. If there are disagreements, we always find common ground. We often seek each other’s perspective. It’s important to have that open communication.

High Net Worth: Have you ever had major disagreements or fights?

Sophia: Not really. The biggest challenge was convincing our parents to support the rebranding, but even then, we were on the same side, pushing for the same vision.

High Net Worth: How do you regulate emotional decisions, say when one of you feels strongly about a creative direction, but the other doesn’t?

Eileen: There are campaigns I feel strongly about that Sophia might not understand. We have different perspectives, but I always proceed with what feels right for the brand. It’s not about getting her approval every time, but I value her feedback.

Sophia: There are definitely times when I think a campaign is a bit off, but if Eileen believes in it, she goes ahead. I respect that. We discuss things openly, but I know she will stick to her ideas if she feels strongly about them.

Eileen: Sometimes, I get so involved in my vision that I might not fully understand the doubts others have. But we always return to the brand’s values to help guide us. We also seek input from our colleagues. We encourage transparency and value everyone’s opinion, not just those in creative roles.

High Net Worth: How do you balance tradition with innovation in your family business?

Eileen: The core values don’t change, but the way we communicate them evolves. In the past, it was print ads; now, it’s Instagram or TikTok. The storytelling stays the same, but the medium adapts.

High Net Worth: What advice would you give to entrepreneurs trying to innovate in a family business while respecting its legacy?

Sophia: Don’t take things personally. Be objective, and always have open, honest conversations. It’s easier to work together if you focus on the bigger picture.

Eileen: Start small, take calculated risks, and show results. Trust is earned, not demanded, so prove yourself step by step. It’s crucial to respect what’s been successful before, but what you can do is introduce change gradually.

Sophia: We had to consult our parents for a long time before taking over, but it was during Covid that they gave us more freedom. It was a turning point, allowing us to lead the way.

Eileen: Covid forced us to rewrite our playbook. It was an opportunity to prove ourselves and build trust with our parents, who had no answers at that time either.

High Net Worth: How are offline sales vis-a-vis online?

Sophia: Before Covid, retail was our main source of sales. Online was almost negligible. But once Covid hit, we had to pivot completely. Now, online sales have grown significantly. At the moment, it’s 80:20; 80 per cent offline and 20 per cent online.

Eileen: Even post-Covid, offline sales still dominate, but we’ve seen online growth. Shoes are still a product people want to try on before buying, which makes physical stores crucial for us.

High Net Worth: What are the biggest trends in fashion, especially with Gen Z, and how is DMK adapting?

Eileen: Gen Z moves quickly with trends, and comfort is a major focus. This year, slingbacks and pointed shoes are trending. The challenge for us is keeping up with fast-shifting trends while staying true to our brand’s comfort values.

Sophia: We’ve also moved away from being product-centric. It’s more about creating a community and telling stories beyond just the shoes.

Eileen: Customer-generated content is important for us, and we’re always exploring ways to make our online presence more interactive.

High Net Worth: How do you define your leadership style, and how has it evolved?

Sophia: My leadership style focuses on open, honest communication. I manage both older and younger staff, and I emphasise teamwork. Everyone has something to offer, and it’s important to create an environment where new ideas can thrive.

Eileen: I encourage team members, regardless of their department, to share ideas. If they see something they think can be improved, I want them to speak up. I believe in being upfront about the role—what’s good and what’s challenging. If you join, I won’t sugarcoat things. The most important thing, though, is respect. If you’re expecting drama, this isn’t the place—just good vibes and maybe some bubble tea.

High Net Worth: What’s one mistake you made that turned out to be a valuable learning experience?

Eileen: I don’t see it as a mistake, but I’ve learned the importance of aligning team culture with the brand. Our branding is warm and inviting, so hiring people who fit that culture is essential. Early on, I didn’t fully grasp how critical it is to hire people who align with our brand’s tone—not just in terms of experience, but in personality too.

Sophia: For me, it was trying to change the tech side of things right after I graduated. I wanted to switch our POS system to something more efficient without consulting the team first. I thought everyone would be on board, but they weren’t. It taught me the importance of seeking feedback from everyone, especially the front-line staff, before making big changes.

High Net Worth: What’s a typical day like for you?

Eileen: There’s no typical day. One day we might be brainstorming upcoming campaigns, the next we could be on set for a photo shoot or interviewing someone for a campaign. It’s dynamic, and every day is different. If you enjoy variety, you’d love working here. But if you prefer something more structured, Sophia’s team is probably a better fit.

Sophia: My day is a bit more structured. We review reports, attend regular meetings, and focus on consistency in our operations. While Eileen’s team is more creative and dynamic, my team’s goal is to maintain stable workflow and ensure seamless operations.

High Net Worth: You both seem very hands-on with the business.

Eileen: Definitely. We try to stay connected with our staff and customers to ensure we’re always in tune with what’s happening on the ground. In fact, we visit our stores fortnightly.

High Net Worth: What advice would you give aspiring entrepreneurs looking to leverage technology?

Eileen: First, do your market research. Whether it’s a digital strategy or something else, having data to back up your decisions is crucial. Our rebranding was successful because we used market research to understand how people perceived our brand. It wasn’t just about changing our look, but understanding what our audience really thought of us.

High Net Worth: If you had to sum up your journey in one word or phrase, what would it be and why?

Eileen: I would say “Titanium,” inspired by David Guetta’s song. The lyrics go “I’m bulletproof, nothing to lose,” which perfectly describes my journey with DMK. You need to be bulletproof, resilient, and strong, especially when facing setbacks. There were times during our rebranding, when I wasn’t sure if it would work, but I had to remain confident and lead the team, even when I was unsure of the outcome.

Sophia: For me, it’s “learning in progress.” Every day is an opportunity to learn something new from my team or the work I do.

High Net Worth: Finally, what’s on the horizon? Any collaborations that you’re excited about?

Sophia: We’re focusing on market expansion, especially into Malaysia. We’re also venturing into non-footwear products, starting with collaborations and eventually creating our own in-house merchandise.

Eileen: We want to experiment with different markets and product categories, such as leisure items. Our five-year goal is to grow regionally, with stores in Southeast Asia—particularly in countries like Bangkok and Indonesia. We also aim to open flagship stores across the region.

Sophia: The goal is to revolutionise the fashion industry for women, helping them realise that they deserve to look and feel good. Our expansion plans are aligned with this mission.