The Business Model Behind Walker & Company Explained

What is Walker & Company’s Business Model?

Walker & Company operates on a straightforward but impactful idea: personal care products should cater to people of color from the beginning, not as an afterthought.

Founded by Tristan Walker in 2013, the company gained fame with Bevel, a grooming brand aimed at men with coarse or curly hair, especially those dealing with razor bumps and skin irritation. It later introduced FORM Beauty, a haircare line for women with textured hair. The company had a clear mission: to make health and beauty simple for people of color.

The Problem Became the Product.

Walker & Company’s strength was not merely in selling razors, shave creams, or skincare items. Its true value lay in addressing an issue that many mainstream beauty companies had ignored for decades.

Walker has shared that the idea stemmed from personal frustration. “All of our innovations started with our own frustrations,” he told Stanford Graduate School of Business. That frustration shaped a product strategy: focus on a specific community, understand its challenges, and build trust into a scalable brand.

Bevel’s early promise was both direct and practical. It provided a shaving system designed for the needs of men with coarse or curly hair, a group often neglected by mass-market grooming brands. Rather than trying to appeal to everyone, Walker & Company focused on a distinct customer before expanding further.

How Walker & Company Made Money

Walker & Company’s model relied on three main components: direct-to-consumer sales, premium product design, and retail distribution.

First, the company sold directly to customers online, which allowed it to control storytelling, customer data, and brand experience. This approach helped Bevel build a loyal community before relying heavily on large retail stores.

Second, it positioned its products as premium yet functional. Bevel was marketed not as a charity or diversity initiative but as a quality solution for a genuine grooming issue.

Third, Walker & Company entered major retail markets. Bevel products eventually reached stores like Target, CVS, and Sally Beauty, allowing the brand to transition from a niche online startup to a recognized name in personal care.

The P&G Acquisition was the Turning Point.

A significant event took place in December 2018 when Procter & Gamble acquired Walker & Company for an undisclosed sum. This deal brought Bevel and FORM under one of the largest consumer goods companies worldwide, while Walker continued to lead the business within the P&G framework.

For P&G, the acquisition provided cultural insights, community trust, and access to a rapidly growing multicultural consumer base. For Walker & Company, it offered scale, distribution strength, technical resources, and a chance to reach more customers globally.

This combination made the deal more than just a startup exit. It became a model for how a culturally specific brand can achieve commercial success without losing its original purpose.

Why the Model Still Matters in 2026.

In 2026, Walker & Company’s business model remains significant because consumer markets are shifting away from one-size-fits-all products. Customers seek brands that recognize their identity, needs, and daily experiences.

Walker demonstrated that inclusion can provide a business edge when integrated into product design, leadership, marketing, and distribution. The company did not solely sell grooming products. It offered dignity, visibility, and better performance to customers who had long been ignored.

This is the key lesson from Walker & Company: underserved does not equal unprofitable. Sometimes, it indicates that the market has been waiting for someone who truly understands it.