The great awakening: How a Sydney CEO from “modest beginnings” is taking on the global sleep market
Bedding co. chief executive officer Rumel Haidari has relied on small wins, “no shortcuts”, and sustainable practices to build one of Australia’s premier sleep brands. Twenty years later, he’s on the verge of becoming an overnight success.
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You have to get up pretty early to outwork Rumel Haidari, chief executive officer and founder of Bedding co.
Founded two decades ago, the Sydney-based sleep company gained traction by championing the “mattress in a box” concept, a model that ships compressed, vacuum-sealed mattresses directly to consumers. Despite that straight-off-the-bat success, Haidari kept the then-startup focused.
“I’m not ashamed to say I come from a housing commission and modest beginnings,” Haidari tells Forbes. “That shaped my mindset early. There are no shortcuts. It taught me to stay grounded and not take opportunities for granted.”
As five-star reviews piled up online and retail orders surged, momentum grew organically. Eventually, Haidari says a true turning point came through a real estate purchase. After years of bouncing between storage units and rented spaces, Haidari bought his first commercial warehouse and leased it back to his own company.
“That’s when it clicked,” says Haidari. “That decision shaped the business more than anything else. It taught me that strong businesses aren’t just built on products, they’re built on assets that compound over time.”
The new warehouse quite literally gave Bedding co. room to expand. On top of that, Haidari doubled down on sourcing the best sustainable, environmentally-friendly materials he could find, ensuring that Bedding co.’s reputation was enhanced over time. Today, that pragmatic philosophy anchors his leadership style.
“Building something meaningful takes time,” says Haidari. “You’ve just got to do the work to create a legacy that adds value and earns trust.”
Q&A
What was the spark that inspired you to start your business, and how did the first idea take shape?
I was ambitious early on and was always looking for opportunities. I started small, selling items I had at home, then began importing different products to see what worked. This was over 20 years ago, just as online retail was starting to take off. That timing gave me the chance to experiment and learn quickly.
Through that process, I came across the “mattress in a box” concept. The industry hadn’t changed in decades, products were bulky and inefficient, and I saw an opportunity straight away. I became one of the early pioneers of that model in Australia, starting in wholesale before moving directly to customers. From early on, I also focused on owning infrastructure, building a business more like Harvey Norman or McDonald’s, where property plays a key role. At its core, the idea was simple: solve real problems and help people sleep better.
In your field, what major shifts or trends do you believe leaders cannot afford to ignore right now?
The biggest shift is that customers expect more, not just from the product, but from the entire experience. People are more informed. They care about quality, materials, sustainability, and how products are made, while also expecting convenience and strong service.
Technology is reshaping the industry, particularly through personalised sleep solutions. Products are starting to adapt to individual needs, with AI-driven innovation just beginning to take hold. But it’s important not to chase trends at the expense of fundamentals. The businesses that will last are the ones that combine innovation with craftsmanship, using technology to enhance comfort, while consistently solving real problems and building trust.
What drives you at this stage of your career: what’s your ‘why’?
Building something that lasts. Early on, it’s about getting started. Over time, your focus shifts to the team you build, the culture you create, and the impact you have.
I’m most proud of the team we’ve built. Seeing people grow and contribute to something meaningful is far more rewarding than any financial milestone. If we can continue to grow globally and create something that stands on its own, that’s what truly drives me.
What’s the boldest goal you’ve set yourself for the next five years?
The goal is to take Bedding co. global. We have big plans, which is what makes it exciting. Over the next five years, I want to expand into new markets while continuing to build a strong foundation, not just in products, but in infrastructure.
A big part of that is continuing to own our showrooms and warehouses to ensure we have long-term assets. At the same time, culture remains critical, and sustainability will continue to be a key focus as customer expectations evolve.
What advice would you give your younger self starting out?
I’d tell myself to play the long game. Most of what matters happens slowly. I’d also focus more on personal growth early on. The better your judgment and resilience, the better decisions you make. Beyond that, it’s simple: show up every day, stay disciplined, and back yourself when it’s hard.
When you think about your legacy, what do you want it to be?
For me, legacy is about building something that lasts and continues to make a positive difference. I want to create a business that keeps innovating, solving problems, and adding real value long after I’m no longer involved.
A big part of that is the team. If we’ve built a culture where people feel proud of what they’re part of, that matters most. If the business continues to grow, inspire people, and positively impact customers and communities without me, then I’ve done my job.
Learn more at beddingco.com.au
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