Latest news with #TheBusinessofFashion
Business of Fashion
20 hours ago
- Business
- Business of Fashion
The New Rules for Getting Acquired
If 2025 has proved anything, it's that there's always an M&A market for fashion and beauty companies that offer investors the right value. After an active start to the year that saw brands from True Religion to Huda Beauty's luxury fragrance line Kayali find homes with new owners, the unveiling of US president Donald Trump's sweeping tariffs in April and the economic uncertainty they unleashed threatened to cut the momentum short. Instead, the subsequent weeks saw a flurry of blockbuster transactions, including E.l.f.'s $1 billion acquisition of Hailey Bieber's beauty brand Rhode; Prada's $1.4 billion acquisition of Versace; Skechers' $9.4 billion buyout by private-equity firm 3G; and Dick's Sporting Goods' purchase of Foot Locker for $2.4 billion. While the examples are mostly legacy names, they underscore the point that deals can happen in any climate — when the right brand connects with the right buyer. Making that connection doesn't always come easily though, particularly in today's market. What's changed over the past several years is acquirers have become more discerning than ever. They're seeking strong, emotionally resonant brands with a healthy bottom line or a clear path to profitability — and often healthy unit economics, meaning profit on each item sold — rather than prioritising rapid growth at all costs. 'It's not all assets finding homes,' said Brandon Yoshimura, a director at investment bank Solomon Partners, where he focuses on M&A and fundraising for next-generation brands. 'Really excellent assets are finding buyers.' Tariffs and economic shocks will only make investors more skittish about funnelling money into the apparel sector, according to Scott Geftman, former president at preppy apparel label Rowing Blazers, which was acquired by private equity firm Burch Creative Capital in February 2024. But brands that show they can weather the turmoil will emerge more attractive. What every business looking for a deal today needs to prove is that it can offer long-term value, with a compelling mix of financial stability and brand equity. In this case study, The Business of Fashion breaks down how start-ups like Hero Cosmetics (sold to consumer goods company Church & Dwight for $630 million in 2022), Rowing Blazers (sold to private-equity firm Burch Creative Capital for an undisclosed sum in 2024) and Summer Fridays (which sold a significant stake to private-equity firm TSG Consumer Partners in 2024) brokered their deals over the last three years. It explores how they made themselves appealing to potential buyers, forged early relationships with investors and ultimately found acquirers that would maintain their brand integrity while taking their businesses to the next level.
Business of Fashion
27-05-2025
- Business
- Business of Fashion
Inside The Business of Beauty's Community Event for Industry Leaders in New York
Long considered one of the most resilient discretionary categories, the beauty industry is experiencing a slowdown — one that is impacting its biggest conglomerates and its hero categories. To navigate this new market reality, brands are reevaluating their positioning, channel strategies and their relationships to core customers. To chart these changes together, The Business of Beauty gathered founders, executives and entrepreneurs from across the beauty, wellness and financial sectors at Spring Studios in New York. The evening was an opportunity for intimate networking with peers and also featured an Executive Briefing — a presentation designed to distil The Business of Beauty's market-leading coverage into actionable insights. The Business of Beauty Community Event BoF's chief business officer Johanna Stout welcomes beauty founders and executives to The Business of Beauty community event. (Kevin Czopek/ Czopek/ 'Everyday, everyone in this room is having to make business-critical decisions in a rapidly changing market,' said Johanna Stout, chief business officer and head of beauty at The Business of Fashion, in her opening remarks. 'The amount of information required to make strategic decisions has grown exponentially, as well as the variety of insights across consumers, technology and regulation that is required to remain competitive.' The Business of Beauty Community Event Leaders from companies such as Amazon, Elemis, Biologique Recherche, Dibs Beauty, Coty and J.P. Morgan gathered for an Executive Briefing from BoF's Priya Rao and Alice Gividen. (Kevin Czopek/ Czopek/ To unpack the complexity and brief the executives in the room, Priya Rao, executive editor of The Business of Beauty, and Alice Gividen, BoF's director of content strategy, analysed and offered perspectives on the biggest beauty takeaways from the last quarter. The Business of Beauty Community Event Veronika Ullmer, Global Head of Corporate & Consumer Communcations, Partnerships and Impact at Glossier, and Alisa Carmichael, Partner at VMG Partners, in conversation at The Business of Beauty Community Event. (Kevin Czopek/ Czopek/ Their discussion began with the evolving impact of President Trump's tariffs — particularly in relation to South Korea — putting an end to the decade of free trade that helped to spur US consumers' obsession with K-beauty. Gividen and Rao discussed the risks of cutting off access to innovation that consumers are not only accustomed to, but now demand. The conversation turned to the importance of a multi-channel strategy in 2025. Activate Consulting finds that the average consumer has a 32-hour long day thanks to multitasking across different channels — from TV and audio, to mobile, e-commerce, gaming and sports. Indeed, sport was identified by Rao and Gividen as a key investment for beauty brands that want to organically hold consumer attention. The scope of opportunity was discussed— from the rise and rise of women's sports, through to brand-building opportunities and first-mover advantage in hyper-local community sports like padel. The conversation concluded with a discussion around the opportunities and complexities of 'longevity' in beauty, as the industry's biggest conglomerates have been quick to invest in this space. While L'Oréal Group invested in the longevity biotech brand Timeline, Estée Lauder Companies has continued its longevity-focused partnership with Stanford. Rao and Gividen discuss the longevity strategies gaining traction with customers, but cautioned brands to avoid committing to promises they cannot fulfil. Activate subscriptions to The Business of Beauty for you and your team today, for access to in-depth reporting, competitor analysis and exclusive insights. The Business of Beauty's senior strategists are available to deliver Executive Briefings in-house, tailored to your business. Please get in touch here to arrange one. The Business of Beauty Community Event Veronika Ullmer, Global Head of Corporate & Consumer Communcations, Partnerships and Impact at Glossier, at The Business of Beauty Community Event in New York in May 2025. (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Leilah Diong, Private Banker at J.P. Morgan, at The Business of Beauty Community Event in New York in May 2025. (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Fara Homidi, founder and CEO at Fara Homidi Beauty and Delfina Forstmann, Brand Strategist at Fara Homidi Beauty, at The Business of Beauty Community Event in New York in May 2025. (Kevin Czopek/ Czopek/ The Business of Beauty Community Event The Business of Beauty's Priya Rao, and Andrew Stanleick, President at Kenvue, at The Business of Beauty Community Event in New York in May 2025. (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Margot Humbert, Head of US at Biologique Recherche, at The Business of Beauty Community Event at New York in May 2025. (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Alisa Carmichael, Partner at VMG Partners, at The Business of Beauty Community Event in New York in May 2025 (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Jeff Lee, CEO at Dibs Beauty, at The Business of Beauty Community Event at New York in May 2025. (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Henry Davis, CEO at Sakara Life, at The Business of Beauty Community Event in New York in May 2025. (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Shamini Rajarethnam, CEO of Rationale Beauty, and Polly Viska, Marketing Director at Rationale Beauty, at The Business of Beauty Community Event in New York in May 2025. (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Ryan Piela, Executive Director at Estée Lauder Companies, and Roseanna Roberts, Global Trend Foresight Lead at Estée Lauder Companies, at The Business of Beauty Community Event in New York in May 2025. (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Jackie Dunklau, Founder & Partner at Aria Growth at The Business of Beauty Community Event in New York in May 2025 (Kevin Czopek/ Czopek/ The Business of Beauty Community Event Tehmina Haider, Partner at L Catterton at The Business of Beauty Community Event in New York in May 2025 (Kevin Czopek/ Czopek/
Business of Fashion
23-05-2025
- Business
- Business of Fashion
Boris Bidjan Saberi Is Shutting Down Operations
Boris Bidjan Saberi, the brand known for its sophisticated menswear silhouettes informed by subcultural codes and artisanal production, is ceasing operations. The company confirmed in a statement to The Business of Fashion that it will close by the end of July. News of the label's shuttering was first revealed in a letter sent out to retail partners that was shared by blogs such as StyleZeitgeist on Thursday. In the letter, the brand said current manufacturing hurdles made it 'unviable' for the German-Persian designer to continue producing his two namesake labels, Boris Bidjan Saberi and 11 by Boris Bidjan Saberi. 'The reality is clear: under current conditions and without reallocating production, it is impossible for us to maintain operations with the standards of quality, integrity, and consistency that has always been the foundation of our project,' the brand shared in its statement to retail partners. Launched in 2007, Saberi's label blossomed during a 2010s menswear boom that saw the rise of chic yet dark labels embracing unconventional silhouettes propelled by designers such as Saberi and Rick Owens, as well as brands such as the Viridi-anne and Julius. During the label's nearly 20-year run, it anticipated the rise of contemporary menswear trends such as 'gorpcore' by becoming one of the first fashion labels to collaborate with the outdoor brand Salomon on sneakers in 2016. At end of the letter to retail partners, the brand shared that the closure did not signal the end of the designer's career but a transformation. 'Boris's vision, aesthetic, and spirit will continue, in other forms, in other formats, and under new structures that allow for greater exploration without compromising the essence of the brand.' Learn more: How Matches' Collapse Could Impact Independent Fashion The luxury retailer's closure has far-reaching knock-on effects for independent brands. Unpaid bills for inventory have pushed some labels into dire financial straits, while confidence in other stockists like Farfetch-backed Browns has sunk to a nadir.
Business of Fashion
19-05-2025
- Business
- Business of Fashion
The 2025 Playbook for Employer Branding
Today, job candidates assess the suitability and opportunities of a prospective workplace as much as employers assess these candidates for their capabilities and potential in a role. Employees are also increasingly looking to align their personal values with their employers'. For instance, a Deloitte survey from last year found that 77 percent of Gen-Z believe it's important to work for organisations that share their values. It is no longer the case that young generations form an opinion of a company based just on its products or services. Instead, ethical practices, commitments to diversity, equity and inclusion (DEI) and social impact are also taken into account. What's more, salary is still top of mind for younger generations entering the workforce in a turbulent macroeconomic climate. However, a separate Deloitte study shows that, given the choice of accepting a better-paying but boring job versus one that was more interesting but doesn't pay as well, Gen-Z was fairly evenly split over the choice. 'The new generation, Gen-Z, really feel empowered to make a choice about where they work, even if consumer sentiment is down, even if inflation is record high,' said The Business of Fashion's (BoF) senior correspondent Sheena Butler-Young in a LinkedIn Live with BoF's commercial features editorial director, Sophie Soar, on The 2025 Playbook for Employer Branding. Businesses must grapple with changing employee expectations including work-life balance, flexible hours, and perks and benefits. Health and wellness, for instance, has become a key element in corporate benefit packages at a range of companies from luxury giants like LVMH, midsize fashion brands like Theory and beauty companies like Glossier. A 'one-size-fits-all' approach to workplace perks and benefits, learning and development opportunities, and career progressions, no longer works. Global offices must consider regional nuances across different workplace locations, as well as the multiple generations in their workforce. Below, BoF condenses key insights from the LinkedIn Live, The 2025 Playbook for Employer Branding. Embody and Demonstrate the Company Values Butler-Young and Soar discussed the diversity, equity and inclusion (DEI) rollbacks in the US, and the potential political divisions among the workforce of today. They noted how it is important for employers to communicate and remain consistent around the workplace values that they stand behind. However, there has been a notable step back from outright communication — even before President Trump issued executive orders in January that took aim at DEI policies. In February 2024, brands' and retailers' communications and activities relating to Black History Month in the US appeared to stall alongside momentum on diversity efforts across the board. Brands began steering clear of political claims ahead of, and now following, a divisive election year. Employers must consider if they need to demonstrate and communicate more clearly what it is that they're doing. — Sophie Soar, commercial features editorial director at BoF. That said, Butler-Young also noted a move amid businesses looking to demonstrate their values and initiatives through actions, rather than words alone. 'You should do it more than you say it, but I don't think you shouldn't say it at all,' she said. 'You don't have to speak up about everything, but have some things that you can truly stand behind as an organisation. Being clear on what that thing is, that you're good at it and knowing that your employees care about it.' Some brands and businesses take demonstrative actions seriously — Patagonia's founder Yvon Chouinard gave away the entirety of his company's shares and restructured Patagonia's ownership to reinvest Patagonia's profits towards combating climate change. Others demonstrate commitments to their values through other, less radical actions, such as publishing work towards environmental and social governance targets, or updating their hiring strategies for more inclusive practices. That said, employers should not assume that potential — or even current — employees know about their company's values and the initiatives or activations around these. 'You should definitely live the reality first and then demonstrate it,' said Soar. 'Employers must consider if they need to demonstrate and communicate more clearly what it is that they're doing, because there are a lot of assumptions that people know what an employer is doing or offering its community of employees or consumers.' Some brands and businesses are already sharing narratives around their employer branding — providing a peek inside their offices, or spotlighting employees and their talents — through their social media output. 'We're seeing all sorts of brands across TikTok and Instagram putting forward snapshots of an office and employees in the office,' said Soar. 'Whether you are aware of the fact that you're doing this or not, that is an aspect of employer branding.' Approach Return-to-Office Policies Strategically Business leaders are experimenting with return-to-office strategies, with many workplaces and employees adjusting to work-from-home turned hybrid working practices during and after the Covid-19 pandemic. While some workplaces are remaining flexible or fully remote, others are setting stricter parameters around office attendance — with some companies mandating the full five-day working week back in the office. If you start enforcing certain structures, there will be a massive knock-on impact on recruitment and retention. — Sheena Butler-Young, senior correspondent at BoF. This kind of practice is beneficial in encouraging greater collaboration and building a sense of camaraderie and community among colleagues. 'No one can dispute how important it is to collaborate in-person, to be around people, to not be holed up in your apartment or your house every day for your own mental health needs,' said Butler-Young. 'The risk is that we go too far back into traditional norms or being rigid around that.' Employers need to be realistic about what is expected about a return to the office — and must take into account the personal needs of each employee and varying methods of working. For instance, some individuals that live further away from the office, who were hired on the basis of remote working policies, might feel ostracised by new policies. Some juniors, however, may struggle to learn remotely when onboarded over asynchronous communication platforms like Slack and Zoom calls. 'Previously, when we were hiring in a much more work-from-home environment, it meant that you could hire people who weren't living within the immediate region where your office is based. It allowed [us] to open up the talent pool,' said Soar. 'But if you start enforcing certain structures, and these [employees] do not live close to the office, for example, they're not going to have the same opportunities available to them [and] there will be a massive knock-on impact on recruitment and retention,' she added. A return to office in 2025 is not necessarily a negative thing. It instills a sense of routine and structure for employees, and provides them opportunities for face-to-face interactions with members of the senior management and leadership team. Butler-Young and Soar discussed the idea that, if workplaces are mandating five days a week or set days back in the office, employers should consider certain levels of flexibility. For instance, there must be an understanding that an employee may have to leave at 4pm to go and pick up their children from school — but can continue working later to finish if necessary. 'An employer that doesn't have common sense rules around workplace flexibility is not where I want to be,' added Butler-Young. Align Company Perks and Services to All Generations and Regions Companies that expand beyond one area or region must take into account the social and cultural norms of every location. After all, what juniors in New York might value versus executives in Shanghai, for example, will likely differ. Butler-Young spoke to the importance of having brand codes that are firm and immovable but adapted regionally, taking into consideration the nuances of local codes within a functional multi-national workplace. 'If you're a US-based company and you're expanding to Europe or China, and you assume that your current values will immediately resonate with your new region, you will go wrong,' said Butler-Young. 'Instead, you must hire the right mix of local talents and add that local flair to understand the core values of the region and adapt your company's policies accordingly.' For the first time in employment history, there are now up to five generations of talent in the same workplace — and employers can stand to benefit from tapping into the unique offerings and skills of each age group. Younger employers can learn from more experienced workers, and for older generations to pick up emerging skills and technologies. However, it is imperative that employers don't assume anything about one age group, like assuming that all members of Gen-Z are automatically technologically fluent, or that older generations aspire to manage and run large teams. 'The opportunity comes from actually tapping into the unique offerings of each group,' said Butler-Young. 'It's really about paying attention to individual contribution, not assuming anything about one generation, and having everyone work together to collaborate.' 'An emphasis on mentoring in both directions is important — and so is actually formalising it, and not just hoping it'll happen on its own,' she added. Implementing a cross-functional approach throughout the business and giving employees the opportunity to display their different perspectives can lead to a more functional workplace. However, the business must account for providing support, perks and services that address the needs of all generations. Butler-Young and Soar discussed, for instance, how Gen-Z are in fact driving forward new trends like sober socialising and wellness-oriented community building. These are typically more inclusive activities for those who do not drink, and help promote healthier lifestyles. Soar also notes how this generation takes their mental health seriously. Butler-Young suggested that workplaces should take into account other, previously sidelined health challenges that can impact employees at all stages of their life. 'What about someone that is maybe a woman that's over the age of 50 in your workplace? Do you have a mechanism that takes into account her life stage? [...] Some companies are offering these menopause awareness roundtables and forums,' Butler-Young added as an example. 'Remember as an organisation that [...] this is a whole person that's coming to work for you. And if they are not well, you're not going to get productivity out of them.' If you are interested in showcasing your employer brand on BoF, please reach out to Disclaimer: This interview has been edited and condensed for clarity.
Business of Fashion
19-05-2025
- Business
- Business of Fashion
At Raisefashion, Supporting Underrepresented Designers at the Forefront of Sustainable Fashion
In 2025, sustainability has decreased in priority for fashion businesses, with only 18 percent of executives surveyed for The Business of Fashion and McKinsey & Co.'s The State of Fashion 2025 report citing it as a top-three risk for growth in 2025 — compared to 29 percent in 2024. This downward trend reflects an overarching row back on sustainability initiatives, with most companies lagging on their environmental targets and investments — despite accelerations of regulatory reform, mounting costs of non-compliance and the climate crisis remaining an imminent global threat. Consequently, emerging designers and the next generation of fashion entrepreneurs are driving the sustainability agenda today — but these brands continue to face significant hurdles achieving visibility, access, funding and wider support in the macro-economic environment of 2025. These challenges are further magnified for brand founders from underrepresented communities: the share of US startup funding going to companies with Black founders hit a multi-year low in 2024, with about $730 million — or 0.4 percent of all funding — reaching this demographic, according to Crunchbase News. 'The challenges designers face aren't just complex. They're layered, deeply personal and often invisible to the outside world,' said Felita Harris, the executive director and co-founder of the non-profit organisation Raisefashion, at a recent panel discussion in New York. Raisefashion launched in July 2020 in a bid to improve accessibility for underrepresented designers in the fashion industry while fostering a more equitable new generation of brands. Ninety percent of the entrepreneurs and designers on the Raisefashion programme are running sustainability-oriented businesses. The non-profit is focused on ensuring that designers in its programme are not only supported but poised for success in an industry increasingly shaped by conscious consumerism. In so doing, Raisefashion has launched a brand fellowship this year, supporting eight BIPOC designers — each of whom has the opportunity to receive a grant ranging from $10,000 to $15,000, along with hands-on training focused on building a successful brand positioned for long-term operational growth. Raisefashion's advisory platform is at the heart of its mission and connects emerging designers with a network of over 400 industry experts across creative, merchandising, operations and business development. It provides personalised guidance, fosters community-building initiatives and ensures BIPOC designers are equipped with the strategic support they need to thrive. Felita Harris, Raisefashion's executive director and founding board member. (RaiseFashion) Raisefashion's advisory services sits at the heart of its mission, rooted in the understanding that underrepresented founders often face systemic barriers to the guidance, insights and mentorship necessary to grow a successful fashion business. To further this commitment, Raisefashion recently launched it Advisory Platform — a members-only digital ecosystem designer to offer real-time access to over hundreds of seasons professionals across merchandising, buying, operations and business development. The platform delivers personalised guidance, curated connections and a strong sense of community — ensuring that underrepresented designers have the tools, relationships and support they need to thrive. Additionally, mental health is another critical component of Raisefashion's approach, recognising that the pressures of entrepreneurship — exacerbated by systemic barriers — can often lead to burnout and instability. By confronting these issues head-on, Raisefashion emphasises that true sustainability extends beyond production and materials, and encompasses the wellbeing of individuals and support systems behind a brand's success. Now, BoF sits down with Harris to explore how the organisation is evolving, the impact of its ongoing initiatives and what's next for its growing community of designers. As sustainability is deprioritised by executives, how are emerging designers stepping up? At Raisefashion, sustainability isn't just a principle — it's a core practice embedded in how our designer's work. Over 90 percent of our masterclass designers source ethically and sustainably, using small-batch production, deadstock materials, local sourcing and artisan-led techniques. For many BIPOC and underrepresented founders, these approaches are born out of necessity due to limited access to traditional infrastructure, capital and large-scale production. These designers are not only practicing sustainability but are actively shaping what it means. Yet, they remain largely excluded from the wider conversation, absent from conferences, award platforms and policy discussions that determine the future of fashion. While some established brands are stepping back from sustainability under economic pressure, these emerging designers are setting new standards. If the industry is serious about building a truly sustainable future, it must do more than acknowledge emerging leaders — it must invest in them. Why is sustainability a key criterion within the Raisefashion programme? Our mission is to empower designers to build businesses that reflect their identities and values — businesses designed for longevity, relevance and impact. The designers we support are thinking globally, not just locally, and their work carries both cultural depth and universal resonance. Sustainability is central to that vision. It's not just about environmental practices — it's about building ethical, emotionally grounded and financially sound businesses. At Raisefashion, we see sustainability as a holistic framework that includes environmental responsibility, transparent production and founder wellbeing. When done right, it becomes a growth strategy — and proof that values-driven brands can compete and lead on a global scale. What are the main challenges faced by designers in the programme? The consistent challenge we hear about is access — to capital, retail partnerships, operational expertise, marketing support and consumers who not only purchase but believe in the brand. But access isn't just about opportunity. It's also about proximity, trust and a clear path forward. For BIPOC and underrepresented founders, these barriers are deeper and more systemic, shaped by a lack of generational wealth, limited networks and historic exclusion. The issue isn't talent or vision — it is navigating an industry not built with them in mind, that too often expects legacy-brand performance without legacy-brand resources. If the industry is serious about building a truly sustainable future, it must do more than acknowledge emerging leaders — it must invest in them. Raisefashion exists to shift that dynamic. Our goal isn't just to open doors but to walk through them alongside our designers. Through strategic support, education, and community, we help them build the language, tools and systems needed to scale on their own terms. Equity isn't about offering a platform — it's about changing the conditions that determine who gets to stay on it. What industry changes could help create a more equitable and accessible environment for BIPOC creatives? Commitment to equity must go beyond language — it must live in budgets, infrastructure and long-term strategy. The industry is good at creating moments, but moments alone won't build futures. We need systems, from dedicated shelf space to long-term mentorships, operational support and sustained marketing investment. Community investment should be standard — not as charity, but as shared responsibility. Underrepresented designers should not only be included during cultural campaigns, awareness months, or when the industry deems it timely. They should be funded, supported and scaled because their businesses are viable and visionary. True equity means giving underrepresented creatives time, trust, education and the space to grow without the pressure to mirror legacy models. The industry must partner in a way that reflects accountability. We all need to ask, 'If it were me, what would I want?' From there, we should act accordingly. How are macro-economic pressures impacting emerging designers when scaling their businesses? Emerging designers are facing a perfect storm — rising production costs, supply chain disruptions, slower retail cycles, shifting consumer behaviours and extended net terms from retailers who once partnered with upfront deposits or Net 30. These compounding pressures make it increasingly difficult for independent brands to sustain growth and meet demand without compromising their creative integrity or financial stability. It's not just about business — it's the message we're sending to the next generation of talent. When we make it this hard to enter or survive in the industry, we risk discouraging brilliant creatives from believing there's a place for them in it. And the cost isn't just theirs — it's one the entire industry will pay. The future of fashion depends on it. At Raisefashion, we support designers to navigate these pressures strategically. Sometimes that means recalibrating go-to-market plans, adjusting wholesale terms, or finding creative ways to maintain visibility. We encourage strategic patience, not reactive decision-making. How is Raisefashion evolving to meet the needs of the next generation of designers? We are evolving in step with the designers, students and stakeholders we serve — listening deeply and responding intentionally. A major development has been the launch of our advisory platform — connecting brands to experts in finance, legal, operations, merchandising and more — offering targeted, real-time guidance. Across every touchpoint, we are building for long-term growth. We have expanded our Designer Production Fund, launched initiatives around mental health and investment readiness, and deepened our masterclass series through new partnerships. Our internship programme offers hands-on, purpose-driven experience, and our New York Fashion Week preview not only presents collections — it teaches designers to approach visibility through the lens of financial strategy. Commitment to equity must go beyond language — it must live in budgets, infrastructure and long-term strategy. Looking ahead, we are integrating digital tools, AI literacy and consumer insight into our programming to prepare our community for the future of commerce. We are building an ecosystem that centres creativity, community and sustainability — one that equips designers to lead with clarity and confidence. Why should retailers and investors better support the emerging talent working toward a sustainable agenda? Success can't be defined by scale alone. It must include cultural relevance, community trust and responsible practices. Conscious brands aren't just responding to trends — they are also building the future with new systems and deeper values. They bring innovation, identity and integrity but, without sustained support, many are stretched thin and pushed to tight margins. These designers aren't replicating legacy models, and they shouldn't. The most compelling aspect is that they are reaching audiences who are finally seeing themselves reflected in fashion. The question isn't what these designers need — we know what real support looks like. The question is, 'Are we willing to give it with intention and consistency?' Support must be structural, not symbolic. That means tailored investment, flexible wholesale terms, co-marketing partnerships and storytelling that reflects their full identities. If we can fund legacy brands through downturns, we can make space for emerging talent to thrive. How does Raisefashion integrate mental health support in its initiatives? Mental health is a foundational component within our work at Raisefashion. Founders — especially from underrepresented communities — often carry the emotional weight of visibility, expectation and exclusion, all while running the day-to-day of a growing business. It's an invisible labour that takes a toll. We have embedded mental wellness into our programmes through access to licensed therapists, peer-to-peer mentorship and workshops on boundaries, rest and resilience. Our approach is practical and compassionate. Founders can't build sustainable businesses if they are burning out behind the scenes. True sustainability includes the wellbeing of the people behind the brand. What role does community and mentorship play in sustaining designers through these challenges? The road to building a brand is long and often isolating. But when designers are surrounded by peers and mentors who understand the journey, that is when everything shifts. We are seeing a return to care and connection — a move away from individualism toward community as a foundation for longevity. I believe that community brings resilience and mentorship brings clarity. We have built a space where support is transformational, where no one has to carry the weight alone and we are working to ensure our designers are seen, supported and held through every stage of their growth. This is not an add-on — it's the core of what we do. We are building ecosystems rooted in belief, business and belonging. Behind every thriving brand is a community that believed in it first. This feature is part of a community partnership with Raisefashion.
