The fashion industry is undergoing a significant transformation, with brands increasingly recognizing the value and role of resale in their business strategies. Companies like M.M.LaFleur and Faherty are at the forefront of this change, creating specialized teams to manage their resale initiatives. As this category matures, brands have become inventive in selecting the right talent to fuel their re-commerce divisions.
Grace Han’s recent appointment as the chief executive of resale at Faherty illustrates the emerging importance of resale leadership within fashion brands. Han’s professional past is diverse; prior to joining Faherty, she held roles in social impact and education. Her varied background exemplifies the cross-functional expertise necessary for overseeing a new business model that integrates sustainability with revenue generation. Faherty’s resale program, known as Second Wave, aims to extend the lifecycle of products while supporting the brand’s circularity mission—a concept that is gaining traction in the industry.
The growth and establishment of resale teams are evident across various sectors, from fast fashion giants like Shein to luxury players including Ulla Johnson. While secondhand sales currently contribute minimally to total revenues—around 1% in the case of Faherty—these programs are rapidly expanding. Han reported that Faherty’s resale initiative is already self-sustaining, highlighting the potential for profitability amid a growing consumer preference for sustainability.
However, staffing these teams is not without its challenges. The relatively nascent status of resale within fashion means that there is a limited pool of specialists to recruit from. The skills necessary for these roles can range widely, incorporating aspects of sustainable fashion, supply chain logistics, customer relationship management, and financial acumen. This eclectic mix creates a unique talent pool where professionals can engage in meaningful work that impacts both the brand’s bottom line and its sustainability goals.
Lauren Lotka, CEO of Lotka & Co., emphasizes that building a robust resale team can attract purpose-driven talent eager to solve complex issues. By positioning resale as a vital and impactful area within the company, brands can enhance their appeal to potential recruits. This focus on impact is crucial in today’s job market, where many professionals are motivated by more than just traditional profit metrics.
Selecting the right individual to lead resale initiatives is another critical decision for brands. While some companies manage their resale platforms in-house—like Urban Outfitters—most partner with specialized software providers such as Archive or Recurate to handle the underlying logistics. The leadership structure typically features a senior-level executive, often coming from marketing, operations, or social impact backgrounds. This executive functions as the key point of contact between the brand and external partners, ensuring that resale efforts align with both marketing strategies and operational capabilities.
Take M.M.LaFleur’s Second Act program, for example. Overseen by the director of operations, Kartinah Smith, this initiative reflects a deliberate approach to integrating resale into the existing business model. Brand founder Sarah LaFleur views resale as an essential aspect of the company’s identity. By emphasizing the reusability and longevity of their products, M.M.LaFleur not only meets consumer demand for sustainable options but also enhances its brand narrative.
Success in these roles is often a result of interdisciplinary collaboration. Resale chiefs require support teams from various functions like marketing, e-commerce, and logistics. Larger companies may maintain dedicated resale teams, while smaller organizations often integrate these responsibilities into existing roles on a case-by-case basis. Ryan Rowe, co-founder of Archive, notes that for smaller brands, resale can be a secondary commitment rather than a primary focus, which may initially limit growth potential.
Creating a culture that values resale can be challenging, particularly in organizations that view sustainability initiatives as peripheral. Rowe cautions that while advocating for resale, stakeholders must recognize its potential as a core revenue-generating function. For teams like those at Faherty and M.M.LaFleur, the balancing act between sustainability and financial performance remains paramount.
Both Faherty and M.M.LaFleur are reporting substantial growth in their resale initiatives. M.M.LaFleur specifically noted a 50% year-over-year revenue increase in its Second Act program—a growth trajectory attributed to heightened visibility and a dedicated focus on marketing previously owned items. As brands integrate resale into their core strategies, they begin to see substantial full-circle benefits in consumer engagement, sustainability, and profitability.
Today’s marketplace increasingly demands content that resonates with values of sustainability and reusability. For forward-thinking brands, establishing a resale team is not just an operational adjustment—it’s a strategic maneuver meant to align more closely with the evolving preferences of consumers. For professionals looking to make an impact in the fashion industry, involvement in resale programs presents a unique opportunity to shape the future of retail.
As brands continue to prioritize sustainability and consumer awareness, the increased professionalization of resale teams appears poised to become a norm rather than an exception. Engaging with this structure will likely serve as a defining factor for brands’ success in the coming years.
