When Rainbow Hart and Amy Gowan’s children refused to wear wellies, the two North London mothers saw a gap in the market. In 2010 they designed a lightweight, brightly coloured, easy-wear alternative to wellington boots for small children and called it rainSplats. Their story remains one of the clearest examples of how women founders UK can turn an everyday frustration into a product business.

Their first prototype was deliberately low-tech: an old pair of plimsolls and an anorak cut up and stitched together. “As parents of seven children between us, we knew what would work,” Amy said at the time. “We knew what our children would go for.”

Neither Amy nor Rainbow had footwear industry experience. Rainbow had run a jewellery design business and a vintage clothing shop; Amy had a head for numbers from working in trade support at an investment bank. “It was almost good that we had so little experience because we came to things fresh,” Amy recalled. “We didn’t know what was possible, so we didn’t talk ourselves out of things. Previous experience is sometimes overrated. Had we known what would be involved, we might not be here now.”

From playground problem to protected design

One of their first steps was to protect the intellectual property in their design. They registered their idea through an online IP service. Today, founders would typically use the UK Intellectual Property Office (IPO), where an online design registration starts at £60 for one design as of 2026. Early IP protection matters because it gives you a date-stamped record if another party later claims ownership or copies your concept.

Next, they turned to the playground at their children’s school in North London. They knew Paul, one of the fathers they met at the school gate, worked in footwear. Although Paul specialised in high-fashion women’s shoes, he was about to visit a factory in China and took their idea with him. Two weeks later, Amy and Rainbow were holding a vulcanised bootie.

Paul introduced them to Graham, a design consultant with two decades of experience solving the technical problems that rainSplats presented. Graham located the right factory in China to manufacture the new footwear.

The school playground proved to be an excellent recruiting ground. They also found a photographer, logo designer and graphic designer through the same parent network.

Both women knew they were entering a crowded market, competing against well-resourced international brands with large marketing budgets. “It has been quite organic,” Rainbow said. “We have been learning on the job.” Each time a challenge appeared, the partners either learned the necessary skills or found someone who already had them.

Blue chip orders and a cautious funding market

After two years of development, Splats were ready for sale. Within two months, John Lewis placed an order; soon after, Russell & Bromley followed. Splats aimed to sell 7,000 pairs in its first year, and there was interest from potential customers in Russia, Canada, Australia and Scandinavia.

Then came the need for working capital. Even with a John Lewis order in hand, their bank would only offer 50% of the order value as an overdraft. Venture capitalists were no easier: one firm admitted it had invested in only one female-owned business and considered Splats too young; others were more interested in taking control than helping the founders grow.

“We were looking for people with experience that could be of help to us; it wasn’t just about the money,” Amy said.

Eventually they secured support from MeWe360, a not-for-profit business incubator and commercial investment fund backed at launch by Arts Council England, the Esmée Fairbairn Foundation, the McKenna Charitable Trust and Ingenious Media.

“When you talk to investors, there is a little bit of poker going on,” Amy said. “It can be scary and intimidating. With MeWe it has been more relaxed and supportive. It has already supported the business through its networking events, the contacts we have made and the conversations.”

What women founders UK can learn in 2026

More than a decade on, the Splats story still illustrates several truths for UK founders. The funding landscape has not shifted as much as many hoped. According to the British Business Bank’s Small Business Equity Tracker 2024, all-female founder teams received around 2% of total UK equity investment. Mixed-gender teams fared better, but the gap remains stark. This is why the female founder VC funding gap is still one of the first obstacles women founders UK report when scaling a product business.

The good news is that alternatives have expanded. The British Business Bank’s Start Up Loans programme offers loans of up to £25,000 per business partner or director, with fixed interest and free mentoring. Women have consistently made up a significant share of recipients, and the scheme has lent more than £1 billion since launch. For product businesses that need early capital or want to avoid dilution, this can be more suitable than venture capital.

Grants remain another route. Business grants for women in the UK range from local authority innovation funds to sector-specific competitions run by Innovate UK. Unlike loans, grants do not dilute ownership or accrue interest, though the application process can be competitive and time-consuming.

The economic case for supporting women founders UK is well established. The Alison Rose Review of Female Entrepreneurship found that if women started and scaled businesses at the same rate as men, up to £250 billion could be added to the UK economy. The review’s 2023 progress report noted there were around 1.6 million women-led businesses in the UK, but the rate of new female entrepreneurship still lags male entrepreneurship.

Practical lessons for product founders

First, everyday frustrations can become viable product ideas if you understand your customer. Hart and Gowan had seven children between them, so they tested concepts at home before investing heavily.

Second, intellectual property matters from the start. Registering designs, trade marks or patents early can prevent costly disputes later. The UK IPO offers searchable databases and low-cost registration routes for early-stage businesses.

Third, manufacturing overseas remains common for UK product businesses, but due diligence is essential. Factory audits, sample approvals, quality-control agreements and clear contracts protect both your product and your reputation.

Fourth, retail traction does not guarantee finance. A John Lewis order is valuable social proof, but banks and investors may still see a young business as risky. Founders should explore a mix of options rather than relying on a single source.

Finally, networks matter. Hart and Gowan found a footwear contact, a design consultant and creative freelancers through their children’s school. For today’s founders, those networks might be online communities, local growth hubs, mayoral combined authorities, trade associations or women-in-business groups, but the principle is the same: the right introduction at the right time can move a business forward faster than going it alone.

Action steps

• Document your product idea and check the UK IPO database to see whether similar designs or trade marks already exist.
• Build a shortlist of funding options that match your stage: Start Up Loans for early capital, grants for non-dilutive support, and angel or venture funding only when you have traction and can negotiate from strength.
• Map your existing networks, including school parents, former colleagues, industry meet-ups and online groups. One introduction often leads to the next.
• Before committing to overseas manufacturing, request samples, check references and agree written terms on quality control, payment and delivery.
• Track your business finances from day one so you can produce the records banks and grant bodies expect.

Women founders UK still face structural barriers, but the Splats story shows that a clear customer insight, early IP protection and a willingness to learn can turn a hallway-startup into a brand that wins national retail listings. The market may be crowded, but there is still room for founders who solve real problems.