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Sarah Davis, founder of Fashionphile, talks new mega Los Angeles flagship opening

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November 1, 2025

On September 29, Fashionphile, an ultra-luxury re-commerce brand, announced the opening of a giant 32,330-square-foot flagship store at Row DTLA in Los Angeles. It’s is a major expansion for the brand, coupled with the recent acquisition of the UK-based Luxe Collective resale company. Sarah Davis, founder and president of Fashionphile, gives FashionNetwork.com details of her firm’s most recent opening and shares the brand’s ambitions for both the U.S. and international markets.

Sarah Davis, founder and President of Fashionphile – Fashionphile

FashionNetwork: Was Los Angeles a natural choice for your new flagship store?

Sarah Davis: Yes, Los Angeles was a natural choice for Fashionphile’s new flagship store. Our first mini flagship opened to the public in 2006 in a second-floor space in Beverly Hills off Rodeo Drive and Wilshire Blvd. I was born in South Pasadena. LA represents our roots and the heart of our largest U.S. customer base. It has a global reputation for luxury, trend setting and celebrity culture that aligns perfectly with us. Fashionphile’s focus on authenticated pre-owned designer goods and LA’s proximity to major fashion hubs, Hollywood/media influence, and an established luxury retail scene, including Beverly Hills and the Westside, made it a strategic and symbolic choice for the flagship.

FNW: You are expanding from 7,000 to 32,330 square feett at Row DTLA. How are you using this giant space?

S.D.: Since 2006, Fashionphile has pioneered a model unique in luxury resale: the ability for customers to walk into a full authentication center and shop directly from the complete online inventory stored onsite. No other player in our space offers this experience. We’re expanding from a 7,000-square-feet tech and digital office to a 32,330-square-feet multi-use flagship that will serve as a luxury retail designation, an event space, a state-of-the-art operations hub and a office and content creation studio for our LA based marketing, digital, data and tech teams. Behind the scenes, the expansion allows us to take care of back of house operations, offices, a studio for content creation, packing and shipping and training for Fashionphile university to develop the next generation of luxury authentication experts, all under one roof, bringing efficiency and transparency to every step of the resale process.

FNW: You are promoting a new immersive shopping experience. What exactly does that involve?

S.D.: The customer entry of the space is designed as a world class, luxury showroom where local clients can shop, sell, and experience the very best of Fashionphile. They can come in to sell their ultra luxury handbags and accessories and get paid on the spot. And they can also shop in person from up to 10,000 items available in our online inventory for everything from rare handbags to fine jewelry. This is a truly unique experience as there is no other resale or retail destination outside of Fashionphile that will allow a customer to bet paid up front and shop from such an extensive inventory. 

Fashionphile new flagship at Row DTLA, Los Angeles
Fashionphile new flagship at Row DTLA, Los Angeles – Fashionphile

FNW: Your sales grew strongly in 2024, with profits up 67%. Is the development of physical stores behind this success? Are there plans to open more physical stores?

S.D.: We’ve had flagship locations open since 2006. We opened in San Francisco in 2009, and then in San Diego in 2012. We opened a Salon off Madison Avenue in New York City in 2018 and a flagship there in 2022. We’re opening more stores to support our growth but our success is coming from pushing in every channel.

FNW: What is the outlook for growth in 2025?

S.D.: We’re looking to continue our revenue growth in 2025 and expect to beat our already aggressive growth plans.

FNW: In a highly competitive market, how do you explain your success? Does the increase in retail prices in the luxury sector encourage consumers to turn more to the resale market?

S.D.: Fashionphile was the first to bring data-driven pricing and scale to the secondary luxury market. Many competitors followed quickly to launch direct-to-consumer shops. But they missed what was always special and differentiating about Fashionphile. We’ve spent the last 25 years building a brand that our brand obsessed customers can be passionate about. We’ve built a reputation as the most trusted source for pre-owned ultra-luxury, offering the same standards and elevated experience that you’d expect from a first market boutique. That said, as retail prices for classic bags continue to rise, resale has become not just a smart alternative, but a smarter investment. Our growth comes from meeting that modern luxury customer exactly where they are. They want an elevated luxury experience, authenticity, and flexibility without compromise.

Fashionphile's flagship in Los Angeles
Fashionphile’s flagship in Los Angeles – Fashionphile

FNW: Which products are consumers particularly interested in today?

S.D.: It’s fascinating because while you can see some really great insights, and specific data around this, from our 2025 resale report, what stands out to me is how the iconic styles have so much sticking power. Our number one top-shopped bag was the Louis Vuitton Speedy. It’s been in the number 1 spot many of the last 40-plus years, which is why it was featured in our new book as one of the top 25 iconic bags.

FNW: You have been partnered with Neiman Marcus since 2019. How is this partnership going and what other developments would you like to pursue with them?

S.D.: Our partnership with Neiman Marcus has been incredibly successful and continues to evolve over time. Since 2019, we’ve created a seamless bridge between the primary and secondary luxury markets, offering Neiman Marcus clients an easy and trusted way to sell their luxury goods in store and online. It’s expanded our reach and given Neiman Marcus customers a full-circle luxury experience where they can sell to Fashionphile and then take that money and spend it at Neiman Marcus. Looking ahead, we’re excited to deepen that partnership in ways that make resale even more accessible to the Neiman Marcus customer. More to come!

FNW: You have just announced the acquisition of Luxe Collective in the UK. What are your ambitions in this market?

S.D.: Yes, we’re absolutely thrilled about our acquisition of Luxe Collective in the UK. The UK is one of the most sophisticated and fast-growing luxury resale markets in the world, but there is no one doing our brand of resale at scale. This move is an important step in Fashionphile’s international expansion plan. Our ambition is to bring the same level of trust, technology, and white-glove service that defines the Fashionphile brand here in the U.S. to customers around the globe. The Luxe Collective team has built an incredible social following, community and deep local expertise, and together we’re combining that with Fashionphile’s advanced authentication, data, and logistics capabilities to create a truly global resale platform.
 
FNW: What are your ambitions more generally on the international resale market?
 
S.D.: More broadly, we see a lot of opportunity in the international market. Demand for pre-owned luxury is accelerating everywhere, and consumers are increasingly embracing resale as both a sustainable choice and a smart financial decision. Our goal is to build a consistent, trusted experience for buyers and sellers worldwide.
 

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Bloomingdale’s names Russ Patrick GMM of home

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January 20, 2026

Bloomingdale’s has appointed Russ Patrick as its new general merchandise manager of home.

Bloomingdale’s names Russ Patrick GMM of home. – Bloomingdale’s

Patrick joins Bloomingdale’s after a 33-year career at Neiman Marcus, where he most recently served as senior vice president, general merchandise manager and head merchant of men’s, gifts, home and children’s. He departed the Dallas-based retailer in 2023, and has since acted as an industry consultant. 

“The strength of the team, the clarity of the vision and the opportunity ahead make Bloomingdale’s the destination,” Patrick said. “I’m energized to take on this next chapter as GMM of Home, contributing to the continued evolution of such an iconic company, and to do so in New York — the center of retail energy.”

In his new role, Patrick succeeds Dan Leppo, who transitioned last March to sister company Macy’s as senior vice president and general merchandise manager of men’s and kids’.

Copyright © 2026 FashionNetwork.com All rights reserved.



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Diversity, equity and inclusion under strain across global retail sector: IADS

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January 20, 2026

Long regarded as a core pillar of corporate strategy, DE&I (diversity, equity and inclusion) is now going through a turbulent period. Under intensifying political, economic and social pressures, it has reached a pivotal moment. The sixth White Paper from the International Association of Department Stores (IADS) examines whether inclusion remains a fundamental priority or risks being pushed into the background.

Inclusion in the United States is under strain amid pressure from the presidential administration – Shutterstock

The 2025 edition looks at DE&I at a time when commitments are being put to the test. The year 2024 saw heightened scrutiny of inclusion programmes. In January 2025, the signing of a controversial US presidential executive order entitled “Ending Radical and Costly Government Diversity, Equity and Inclusion Programs and Preferences” prompted immediate reactions from major North American companies fearing legal reprisals, according to IADS.

The myth that inclusion penalises businesses

The 2025 report draws on a set of concrete observations from an analysis of the practices of leading retailers worldwide. It highlights four dimensions in which DE&I, when embedded in day-to-day operations, serves as a measurable driver of performance. Firstly, organisations with diverse leadership teams report stronger decision-making and greater strategic agility.

Secondly, companies that value inclusion see improved employee retention, thereby reducing turnover costs in a historically volatile sector. Thirdly, inclusion fosters more effective communication within teams, which reduces operational errors and strengthens cohesion.

DE&I is a legacy of civil rights struggles

Finally, retailers note that some of the most relevant ideas come directly from frontline teams who, thanks to their diverse experiences, contribute significantly to innovation and to adapting to varied customer expectations. These findings show that DE&I is not only an ethical value, but also a concrete driver of organisational effectiveness.

Despite conservative rhetoric, inclusion and diversity are an asset for companies, says IADS
Despite conservative rhetoric, inclusion and diversity are an asset for companies, says IADS – Shutterstock

The report also notes that DE&I forms part of a longer legacy, rooted in the civil rights movement and in the historic demands of retail frontline teams for fair treatment and safer working conditions. However, contemporary expectations, often unclear or poorly defined, have given rise to what some stakeholders describe as “DE&I fatigue”, fuelled by doubts about the sincerity of commitments rather than by clear strategic thinking.

Inclusion, between intention and ‘strategic advantage’

The White Paper further points out that DE&I cannot be one-size-fits-all: priorities vary by region — from gender parity, ethnicity and disability to socio-economic background and national integration — and expectations regarding language and transparency differ considerably. For international groups, tailoring local approaches while upholding universal principles of equity is a major operational challenge.

Finally, IADS sets out the conditions that enable inclusion to take root for the long term: listening to employees, setting clear behavioural expectations, fostering collaboration between stores and headquarters, and ensuring fairness in recruitment and development processes. Beyond intention, these capabilities help retailers turn DE&I into a tangible strategic advantage, strengthening resilience, engagement and relevance in a constantly evolving environment.

Founded in 1928, IADS coordinates exchanges between department stores worldwide and publishes an annual White Paper on a key industry issue. Previous publications have focused on the Covid-19 pandemic, digital transformation, sustainability, retail media and the role of middle management.

This article is an automatic translation.

Copyright © 2026 FashionNetwork.com All rights reserved.



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Lululemon founder Chip Wilson seeks Advent’s ouster in proxy fight, Semafor reports

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January 20, 2026

Lululemon founder Chip Wilson is trying to excise private equity firm Advent from the apparel maker’s board as part of an ongoing proxy fight, Semafor reported on Monday, citing people familiar with ⁠the matter.

Lululemon

Wilson had launched a proxy fight in late December by nominating three independent ⁠directors to the company’s board.

Wilson is one of Lululemon’s largest independent shareholders, with a 4.27% stake as of ‍December 2025, ‌according to data compiled by LSEG.

While Wilson has ⁠said he does ‌not want a board seat, he is making ‌it clear that he will not consider any settlement with Lululemon unless two legacy directors, including chair David Mussafer, resign, Semafor reported.

The yogawear maker ‍founder’s frustrations have been compounded by Advent’s spotty record in the consumer space, according to the Semafor report.

Lululemon ‌also ⁠faces ​activist pressure from Elliott Management, which took ⁠a $1 ​billion stake in the company earlier in December and has been working closely with former Ralph Lauren ​executive Jane Nielsen for a potential CEO role.

Reuters could not immediately verify ⁠the report. Lululemon and Advent ⁠did not immediately respond to requests for comment. 

© Thomson Reuters 2026 All rights reserved.



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