Here’s What Sparks The Cap City’s Nigel Sparks

7th March 2025 EDT FEATURES

Here’s What Sparks The Cap City’s Nigel Sparks

A conversation with the entrepreneur, musician, and mastermind; Jangan cakap abang tak payung.

Here’s What Sparks The Cap City’s Nigel Sparks

If you’re walking down the street and hear, “Jangan cakap abang tak payung!” you can be sure that Nigel Sparks is in the area. The phrase—often echoed by his fans—means, “Don’t say big brother doesn’t have an umbrella!” in Bahasa Melayu (Malay language). In layman lingo, “Don’t say I never take care of you”.

This is Sparks’ catchphrase, a motto that symbolizes offering warmth, support, and acts of kindness during life’s challenges. To Sparks, an umbrella represents shelter, protection, and the spirit of giving without expecting anything in return—something he does a good job of exemplifying in his businesses.

Sparks is a self-titled “Man of Many Hats,” and appropriately so. Figuratively, because he’s an entrepreneur with a variety of ventures and a musician. But also literally because his main brand, The Cap City, is a hat business.

TCC, as The Cap City is more affectionately referred to, has amassed close to 85,000 followers on Instagram at the time of writing. This is no small feat, especially since the brand’s fans are fiercely loyal and strongly resonate with the brand’s ethos, efforts, and events. With Sparks at the helm of this all, we are curious as to how it all began.

The story that follows is a tale of grit and glory, with all the in-betweens.

The Nigel Sparks Interview

You mentioned in an interview with the Vulcan Post that you began collecting caps at the age of 14, in part because of your passion for hip-hop culture. Who were some artists specifically that inspired you to get into caps?

I wouldn’t say any specific artist got me into caps, more like I was into hip-hop culture as a whole when I was around 14. Back then, collecting sneakers was the big thing—even now—but it was expensive because I was a kid with no money. So I decided to go for caps instead.

For the price of one pair of shoes, I could get three or four caps. It just made sense, and it was a way to stand out from my friends because they were all collecting sneakers and into fancy hairstyles. Funnily enough, my dad was always wearing caps too, so if I had to point to someone, it would probably be him.

How did you, as a young man from Subang, manage to get a meeting with New Era to become their first official retailer in Malaysia? You mentioned in an interview that you were a huge fan, so you flew to Hong Kong to meet them. How does one get their foot into such a door? Inspire the kids out there with big business dreams.

Yes, I’ve always been a fan of New Era. Back when I had my first job, I was doing marketing for a local brand that sold hip-hop clothing. During that time, they were selling fake/counterfeit New Era caps. Eventually, New Era caught wind of it and sent us a notice to stop selling the knockoffs. But instead of shutting us down or taking any legal actions, they gave my colleague a name card and asked if we were interested in becoming an authorized retailer instead.

I ended up representing the company to negotiate the deal, and we actually pulled it off. Unfortunately, the partnership didn’t last too long and fell apart. But when I got the idea to start The Cap City, I remembered that experience and thought, “If my ex-company could make it happen, why not me?”

So, in my own naïve way, I sent them an email saying I wanted to open the first cap store in Malaysia and asked if they’d consider making us an authorized retailer. That one email led to a phone call, which led to me flying to Hong Kong to pitch the idea in person. And the rest is history.

The HATERS cap you designed did really well when it launched. How did you feel about the replicas that popped up in Thailand, China, and South Korea? Did you feel more angry or flattered?

I think I was too young at the time to feel angry. I was only 22 or 23. Instead, I was more amazed to see my designs being imitated and sold in so many different countries around the world. Honestly, I was more in awe than upset. As they say, imitation is the sincerest form of flattery.

But that experience opened my eyes to what was possible. It gave me hope and made me realize how far a great design could go. In fact, the HATERS cap was what kept me going when I was on the verge of giving up. At that point, it felt like my last shot before I’d have to quit and go back to a 9-to-5 job. It was one of those turning points that truly changed my life, not just spiritually but also financially.

When you made that brave decision to stop carrying international brands and purely design your own apparel for the Malaysian market, did you expect the level of success you’ve since attained? The formula makes sense—brands like New Era tap into local culture to be relatable to their audience—but seeing it happen for your own brand first-hand must have been an exhilarating experience. Walk us through that moment when you first tasted success.

I’ve always believed that building a brand is like raising a child. In the first couple of years, you’re just learning to crawl, then slowly, you start to speak, and eventually, you begin to think for yourself. When we made the decision to stop carrying international brands and focus solely on designing our own caps, we were already seven years into the business, like a seven-year-old kid who had finally developed the ability to think and speak independently.

At that point, we had accumulated years of experience—understanding what sells and what doesn’t—pouring all that knowledge into our brand. But to be honest, this shift wasn’t entirely by choice. Our distribution and retail partnerships were taken away, and it felt like we had hit a dead end. That moment of struggle, however, led to an eye-opening realization—an “aha” moment that made us wonder—”why didn’t we think of this sooner?”

Of course, success didn’t happen overnight. We started with the Budak Subang cap because it was personal to us, something close to home. From there, we expanded our designs to represent other states and cities. Initially, it was tough. Our regular customers weren’t used to it, and they still wanted NY and LA caps, which we could no longer offer. But then, thanks to TikTok, we were able to reach a wider audience—people who wanted to be represented and who were proud of where they came from.

We lost many of our original customers, but instead of seeing it as a setback, we took it as a cleansing phase, an opportunity to connect with new customers who shared our vision. Looking back, I can’t pinpoint an exact moment when I “tasted success,” but what I can say is that there’s nothing more fulfilling than hearing people thank us for creating something that represents their hometown, their identity, and what they hold dear.

Why do you think Malaysians are super down to support local brands? What is it about the market there that makes it much more penetrable for not only local brands but also brands around Southeast Asia?

I don’t think this is just a Malaysian thing; consumer behavior has shifted globally over the years. Whether it’s food, information, content, or fashion, people are becoming more conscious of what they consume. There’s a growing realization that the West isn’t always the gold standard, and there’s power in embracing our own identity.

Across Southeast Asia and Asia as a whole, there’s so much more to offer. People want to feel a deeper connection to the brands they support. They’re more aware of design language, product authenticity, and whether a brand truly speaks to them. It’s not easy to achieve, but with the right people leading the way, I believe this movement will only grow stronger.

This isn’t necessarily a new phenomenon, either. Countries like Japan and Indonesia have always had strong local support, which is why their homegrown brands thrive. We still have a lot to learn from them, but the foundation is already there, so it’s just a matter of continuing to build on it.

What are the traits that someone needs to have to build a successful brand in the fashion space? Surely, self-discipline is one of them. Did you always have that, or was it something that you had to cultivate over the years?

What kept me going was always feeling like the underdog. I was never academically strong, but when I found my passion in fashion and serving others, I knew I wanted to keep doing it because it fulfilled me.

I’ve always been someone who questions things. Why aren’t there any dedicated cap stores in Malaysia? Why is everyone collecting shoes but not caps? Why does everyone wear NY and LA logos when they might have never even been there? What about us? The kids from Subang? What about the kids from the kampung who want to rep (represent) where they’re from? Who’s designing for them? What is it that’s so shameful to rep where you’re from?

As cliché as it sounds, the why is everything. That curiosity pushed me to seek answers, to challenge the norm, and to change things. I also love that this path is difficult because that means fewer people are willing to take it. But I’ve learned that every choice comes with a price. Being the odd one out, the guy people looked down on gave me the drive to outrun everyone. I may not have raw talent, but I know I can outwork others.

Building a brand is incredibly tough, and if your why isn’t strong enough, you’ll eventually give up. A lot of kids want to start their own brands today because it looks cool or because their idols are doing it, but they don’t question it deeply enough. Why are you doing this? If you can’t answer that, you won’t last.

What is one powerful lesson you’ve learned as an entrepreneur in the space that you’re in and are willing to share with our readers, some of whom perhaps have dreams of making it big with their own brand?

I’ve learned that if you don’t know how to be a great person, you can’t build a great brand, because a brand is a direct reflection of its founder. If you’re not a great person, you can’t be a great leader. If you can’t be a great leader, your team won’t respect you. And if you don’t know how to serve others, how can you expect others to support you?

When I opened my first store, I had this big dream of expanding to 20 stores nationwide. I was so focused on growing fast that I neglected what truly mattered: creating the right products and providing the best customer service. But I was young, and I was chasing big instead of great. Now that I’m a little more seasoned, I see things differently. I no longer want to be big; I want to be great. In fact, I want to be the greatest in everything I do.

If I focus on becoming a better leader, I don’t have to worry about my team. If I create a great campaign, I don’t have to worry about reach. If I design a great product, I don’t have to worry about sales. When your focus is on being great, growth happens naturally.

When I lost everything and had to close three of my stores, I stopped chasing big. I just wanted to make everything I touched great. And once I made that shift, everything started falling into place.

You mentioned in an interview that your dad is your idol. Would you be willing to expound on why?

Come to think of it, idol might not be the right word. An idol is someone you strive to become, but I don’t think my dad ever wanted me to be like him. He wanted me to be better than him, to achieve everything he didn’t—or couldn’t.

The truth is, we weren’t always this close. Growing up, he was that typical, unapproachable father figure. He was strict, focused on my academics, and always wanted me to do well in school. But I kept failing, and because of that, there was always a distance between us.

It wasn’t until I got my first job that things changed. I think he saw a bit of himself in me, how I was hardworking and obsessive about my work. Over time, we started sharing common interests, and as I built my business, he became more like a coach, guiding me not just in entrepreneurship but in life. He taught me what it means to be a man, to embrace pain and struggle rather than run from it.

So, no, I don’t think he’s my idol. He’s something more. He’s my best friend.

What can fans of The Cap City look forward to in 2025 and beyond?

I mean, I could tell you we’re expanding our product catalog and dropping some exciting collabs but that’s just what brands do. What really matters to us—and always will—is finding new ways to give back.

At the end of the day, that’s what we’ve always stood for, and it’s what got us here. Whatever the people give us, we’ll always double it up and return it. That’s just how we move, and I think that’s what sets us apart from every other brand.

That’s why this year, we’re locked in on three major things, our new flagship store, the Payung Program, and the Payung Tour.

Opening the store was a huge milestone, and we’re making sure it delivers the best experience possible. At the same time, we’ve been building up the Payung Program, our loyalty program at thecapcity.com, to give back to the people who’ve been riding with us since day one. And then there’s the Payung Tour; last year was just the start. This time, we’re pulling up in even more cities and states, making sure we connect with as many people as possible.

The Cap City is a brand that I may have started, but it was built by the people.

Fans can expect everything we did last year, only greater.

For the latest releases, breaking news, and exclusive interviews, stay tuned to the SNKRDUNK Magazine and @snkrdunk on Instagram. Explore the SNKRDUNK App and use the welcome code from the banner below before making your first purchase. Additionally, if you want to try a pair out, visit our stores in Singapore and Japan!

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