Staz on top of the world
Special Forces veteran and ThruDark co-founder Staz on building a brand with Louis Tinsley, using the same uncompromising mindset he brought to the battlefield, where failure wasn't an option.
From Special Forces to global brand ThruDark, Anthony 'Staz' Stazicker CGC shares his battlefield-forged lessons in resilience and entrepreneurship with New Business Magazine, as he prepared to conquer Everest. (STOP PRESS) - Mission Everest was a total success leaving the UK on May 16th and returning after a full ascent of Everest, just one week later on May 23rd)
Anthony 'Staz' Stazicker CGC is the co-founder of ThruDark, a brand synonymous with high-performance outdoor apparel forged in the crucible of elite military experience. His distinguished 13-year military service, ten of which were within UK Special Forces (SBS) as a highly experienced, multi-skilled chief sniper instructor and demolitions expert, was decorated with the Conspicuous Gallantry Cross for combat actions in Afghanistan in 2013. This formidable background, shared with co-founder Louis Tinsley, also a former UK Special Forces operator, underpins ThruDark's core philosophy: an unwavering commitment to developing gear born from extensive first-hand experience operating and thriving in the world's most inhospitable environments - from extreme cold tundra and humid jungles to searing, arid deserts.
This deep-seated understanding of performance under pressure translates directly into their products. Meticulously designed and manufactured to the highest standards using world-leading fabrics, all ThruDark gear is continually and rigorously tested by Staz himself and a close network of operators around the globe. Transparency, enabling consumers to have an absolute understanding of their products' worth, is paramount to the company's ethos. From this foundation of relentless testing and real-world validation, Staz has transitioned from elite operator to entrepreneur.
To explore his remarkable journey, the principles that define ThruDark, and his current ambitious endeavours, New Business Magazine sat down with 'Staz'.
What early influences shaped your approach to leadership and resilience? And what lessons from your Special Forces career now apply to running your business?
Staz: Yeah. Firstly, my early influences on leadership and resilience actually predate the military. I had a tumultuous upbringing with plenty of adversity, like losing my mum young and playing football at a high standard. I was often in leadership roles in sport, captaining national teams, which I enjoyed. I always leaned into hardship, never shying from difficult moments; this helps you understand resilience and apply it professionally and personally.
After an injury-ended football career, I worked in a gym and played semi-pro football, but felt I had more to give. So, I looked into the military. No family were in it, so it wasn't a pushed route; it felt like timing - the Twin Towers and the second Gulf War were prominent. I walked into the careers office and asked for the hardest course. A Royal Marine said if I could do 10 pull-ups, I could try. Once I set a goal, it consumes me. That's how I aimed to become a Royal Marines Commando.
Soon I was at Lympstone for 32 weeks of arduous training at the Commando Training Centre. I thought the physical side would be okay due to my football background, but it's robustness suited too. I also really enjoyed the military side - it turned out I was good at both. I finished top recruit, fittest in the troop. Then, around 2006, aged 21, I was put into 40 Commando Royal Marines, where I met Louie, ThruDark's co-founder. We became good friends quickly.
In the Marines for three years, I did a sniper course - probably the hardest military course. That's when I truly understood the importance of kit. Snipers crawl a lot, and issued kit wasn't always fit for purpose. I'd take heavy-duty canvas and sew it onto trousers and elbows to make life more bearable. I was always tinkering to improve gear because off-the-shelf often means one-size-fits-nobody. Plus, there's an element of wanting to look cool, not like everyone else.
After three years and a deployment, I enrolled in UK Special Forces selection in summer 2008 - the hardest challenge yet. Through these stages, I learned about good and bad leadership, my own resilience, and that of others. I passed selection first time and joined M Squadron in 2009. The next 10 years were the unit's busiest operational period, very intense. I was surrounded by incredible, inspirational leaders. My formative years in Special Forces taught me a lot about leadership and resilience. Alongside this was the usual life stuff - marriage, divorce, leaving the military, starting ThruDark with Louie, spinning plates. What I learned in the military, especially a unique perspective on life, I've definitely applied to ThruDark.
In Special Forces, we were a band of misfits, really - force multipliers with our own budgets and high-tech kit. I have another kit story: on a night jump in Jordan at 18,000ft, I had a parachute malfunction. Oxygen mask ripped off, comms out - a bad night. To add insult to injury, a competitor's jacket failed, slapping me in the face. Ironically, I made a great landing, 600m short of the DZ, with no one there to see it. Early influences also include people like my granddad who raised me. He was a wonderful man with old-school values, a rock for me, and that really shaped my approach to leadership and resilience.
What inspired you to start ThruDark?
Staz: You kind of fall into these things, don't you? Louie and I had fantastic military careers, and I owe a lot to my former work. After 13 years, 10 of those in very demanding Special Forces, I'd ticked my professional boxes and had too many close shaves. As a sergeant and chief sniper instructor, I was moving away from the pointy end. Louie, meanwhile, was being medically discharged. We found ourselves in Blythe, California, at a Starbucks, discussing our futures. He couldn't do the job he wanted if he stayed in; I was at a similar crossroads. "What could we do on the outside?" we asked ourselves.
Over many orange mocha Frappuccinos, we realised our vast experience and credibility with clothing development. We were "kit beasts," always tinkering. What did we love doing? we wanted that same passion. We naively thought, "how hard can it be to make technical outdoor clothing?" We love the outdoors, climbing. Competitors looked similar; we felt we could do it better. "Why this? why not that? this isn't fit for purpose." We started sketching. That was the inspiration: all this real-world experience across Arctic, desert, jungle, even Scotland, and nobody from our background was doing it. So, we gave it a go.
The transition from military to business can be daunting. What have been the biggest challenges in adjusting to the entrepreneurial world?
Staz: There are many challenges. You're somewhat institutionalised in the military's echo chamber. In Special Forces, respect is earned, but so much of your identity is tied to it, which is difficult when you leave. But Louie and I chose to leave on our terms, ready to close that chapter. As for daunting, nothing's more daunting than being shot at. My crude framing has always been: "We're not getting shot at. It can't be that difficult." Worst case, we could rejoin.
The financial aspect was daunting for me, particularly with a wife and three boys. However, our skillset opened doors in close protection, which we did while leaving. We used our savings and investment from Steve Clark to fund the business, cherry-picking good jobs through our network. The adjustment is to a different world. In Special Forces, everyone is highly motivated; tasks are delivered to the highest standard. We had a big support system. When we left, it was just me and Louie doing everything: picking, packing, design, development, Italy trips, testing, social media - typical startup activity. We weren't shy about hard work. But success needs more than that: good decisions, good people. Steve Clark, a friend and successful businessman, became our founding investor after hearing our idea.
What was the first major obstacle you faced when launching ThruDark, and how did you overcome it?
Staz: Funny story, perhaps. We were due to launch our first three products, including an Arctic Parka, but production was delayed by zips. This pushed our launch to summer 2018. We ended up launching an Arctic Parka in mid-summer at the Bremont Boutique in Mayfair! We just rolled with it, adapted quickly, and sought solutions. Business is problem-solving. We're logical, solution-orientated - those are transferable skills from the military.
The next huge obstacle was COVID. That wasn't on anyone's whiteboard. We thought we'd planned for everything. Luckily, we'd had stock delivered before lockdown. We split our small team and managed remote comms without tools like Slack, which was a stressful time. Milan, where our products were made, was hit hard. Sales were strong online, but we neared running out of stock. Thankfully, Italy reopened, and production resumed just in time. Those were the first major hurdles.
How did you fund and scale ThruDark in its early days?
Staz: Early stage, Louie and I put in about £50k each, plus a £250k investment from Steve Clark (Clark Group)- so about £350k cash, which burns fast. Steve was great. I remember our first board meeting, seeing a spreadsheet and thinking, "What the f is that?" Steve said, "You'll learn to love these," and he was right. He set us up professionally, instilling confidence. That was the seed investment. We've had more rounds since and grown well, with Steve still our primary investor. We were always diligent, spending cash like our own, and Steve was on board to help.
What was the biggest branding challenge in positioning ThruDark in the ultra-competitive outdoor clothing market?
Staz: The challenge is trying to be like everyone else. We focused on "Who are we?" Be authentic. We've been clear on our identity, what we do, our look, aesthetic, and marketing. Many brands look to others; it's fine for inspiration, but we positioned ourselves as technical first - designed, developed, and tested by us. We stand in the kit, not just by it. This resonated. People saw our authenticity.
It is competitive, so you must be different and resolute in your brand position. As you grow, you appeal to a broader audience, but the core brand remains. We knew our look, who we were. We wanted super technical clothing that also looked cool and different. Simple as that, and it worked. All products are designed by us; no off-the-shelf items with our logo just stuck on. Many outdoor brands look the same with their bright-coloured jackets; that wasn't us. We've maintained that position. It takes time for people to find you, but quality brings them over, and they generally stay.
How have you maintained product quality and upheld your vision for ThruDark's gear as the business scales?
Staz: We're founder-led. We have great, commercially-minded people now, but Louie and I are the backstop for quality. Think artists (our Italian factories) and scientists (our newer, scalable factories in places like Vietnam). Our Product Director, Ben, who has over 25 years' experience, says our Vietnam factory is the best he's seen for quality and scalability - Italy was great but couldn't scale with us. Ultimately, it always stops with me and Louie checking quality. Most of our gear is technical. I'm climbing Everest; if the quality wasn't there, I couldn't wear it. We see, test, and try every single piece.
What has been your most defining leadership moment since starting ThruDark?
Staz: That's a tough one. My job as a leader is to inspire, ignite change, and keep people informed. Hopefully, I do that through my actions, energy, and by doing what I say I'll do. Leadership is complex and something I'm passionate about. It's about being approachable and maintaining personal standards. I don't think there's one defining moment as such; it's about being consistent in these things.
Looking back, is there anything you would have done differently?
Staz: Loads of things! But I'm a glutton for punishment and not a stressy guy, though some days are certainly intense. I've enjoyed it all. Top advice I've heard is to enjoy the moment; I try to live like that, being present. I wouldn't change much, honestly. Perhaps some hiring decisions and other bits, but I learned from them - I see lessons as positives. We've stayed true to our original aims. As the business grows, it becomes more challenging; decisions must suit the business, not just you personally. So, perhaps being even more nuanced and understanding of others is something I'd aim for, but that's just human growth, isn't it?
You're about to attempt the fastest ascent of Everest. What's behind this incredible project, and can you describe your preparation?
Staz: Incredible people are behind it. All four of us climbing are former military special forces guys - a band of merry men. Why do this? I love the outdoors, climbing (I've climbed Ama Dablam in Nepal), the challenge, the adventure, and of course, testing our kit. I also want to inspire, especially my three boys - showing them what's possible, that they can achieve anything they set their minds to, not necessarily Everest or Special Forces, but to have that self-belief.
We also want to raise the profile of veterans - we're capable people, though some do struggle when they leave. There's a big charity push linked to this, aiming for £1 million for veterans' charities like Scotty's Little Soldiers, which supports bereaved military kids - an issue close to all our hearts. The style of this Everest climb really appealed to me. It's the world's tallest mountain. Usually, an expedition is an 8-10 week, expensive trip. I couldn't justify that time away from family or ThruDark. This opportunity is a 7-day climb, using cutting-edge science and tech, aiming to change the paradigm of Everest climbs - creating less waste and less impact than the often-criticised crowded, lengthy expeditions. It's like a special forces mission: no waste, no trace. Get in, climb up, climb down, get out. Purists might disagree, but for me, it's not about the traditional long haul, which can be wasteful and heavily burden local communities.
There's a chance we might fail, of course, but that's where the beauty lies. Training is intense. I'm always fit, but this is another level. We're pre-acclimatising in hypoxic tents at home, sleeping at a simulated 5,400 metres - deep joy! For ThruDark, it's a perfect alignment: we'll wear bespoke Summit Suits and current gear, and I'm also testing our new Alpine Pro range.
What's next for ThruDark, and what advice do you have for aspiring entrepreneurs looking to carve their own path?
Staz: Lots on the horizon - global domination! We're looking at expanding markets, especially America, where our military heritage could resonate strongly. Flagship stores would be great, but timing is key. Product-wise, it's about staying at the cutting edge of fabric technology and development.
My advice for entrepreneurs carving their own path? Definitely carve your own path. Ideally, turn your passion into your business. But be smart; it's not easy. Many startups fail, often due to cash flow. It's hard, but it's brilliant and exciting. Lean into what you love. For me, that's a no-fail approach. Also, be mindful and surround yourself with good people - sound investors, good business minds. That's been crucial for us.
