The Laundress co-founder Lindsey Boyd discusses how she entered the luxury fashion industry at Chanel's Fifth Avenue office in New York City.
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“I found an ad in Women's Wear Daily. I think it's like one of the few times they put an ad in, and I read that that was my paper, and I didn't know anyone there. I just sent in my resume and called them and called them and called them, and then I got the job. As a junior account executive in Ready to Wear.”
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“So ultimately the chemicals in dry cleaning are not great for you, for the environment or for the clothing.
especially the clothing, it tent, it leaves it's not even really cleaning it.
It's a solution that will take care of stains and it cleans it, but it's …”
Boyd: The Laundress would have lost brand control taking early VC money
“We probably could have done a lot more at a faster pace. Not probably. We definitely could have. But we wouldn't have the same amount of control. Our brand would most likely look very different today.”
Boyd: Getting acquired does not instantly scale a brand overnight
“While scaling will happen, it's not, oh, you acquire, you get acquired and like, poof, you're an overnight sensation. Like it's not, it doesn't work that quickly.”
Boyd: The Laundress avoided contract manufacturers to control product formulations
“We wanted, we didn't want to go to a manufacturer and just say, make something for us. We wanted to know what we were making, and I think that's what's woven into the whole business, is that we wanted to make sure we were in control of what we were making.”
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