If you count its unintentional year in beta, The Yes is just eight months old. Retail veteran Julie Bornstein planned to launch the fashion e-commerce platform, which she describes as "a new way to shop," in March 2020 -- but then Covid-19 hit. So, she waited two months and introduced the company in May, just before George Floyd was killed and "the world got even more complicated." As with companies across categories, the plan- and priority-shifting news The Yes faced in the year, and the following year, didn't stop there. "We operated in what felt like a beta timeframe," Bornstein said on the latest Glossy Podcast. "We ended up using that year to just improve the experience, onboard more brands, learn [what] our users liked and improve so many things. We decided we needed to launch web, [in addition to an app], which we did." The Yes's big differentiator among fashion marketplaces is the personalized experience it provides shoppers, largely based on individual products they like or dislike via a voluntary click of "Yes" or "No." Bornstein realized the potential for such a platform while holding C-suite positions at Stitch Fix (COO) and Sephora (CMO and chief digital officer).  It's worth noting that The Yes rolled out a rewards program dubbed "Yes Funds" on Tuesday, which Bornstein teased during the mid-December podcast recording: "I helped launch Beauty Insider at Sephora, so I'm a big fan of interesting programs that reward your best customer," she said.

After becoming sold on accepting the CEO job at Aerosoles, Alison Bergen is hellbent on selling fashion fans on shopping the brand.  “I don’t think I ever thought I would end up at a comfort footwear brand. And I think [Aerosoles] offered me the job twice before I accepted it, because I had to get over my own snobbery,” Bergen said on the latest Glossy Podcast. Prior to Aerosoles, she held lead merchandising roles at Louis Vuitton, Michael Kors and Diane von Furstenberg.  “What finally attracted me to [Aerosoles] was the original story about the founder, Jules Schneider,” she said. “How and why he started the brand … felt like it was equally relevant today as it was revolutionary back in the late ’80s when he founded it… He thought, ‘Women shouldn't have to sacrifice comfort for style, or vice versa.’” Bergen joined the brand in 2018 with the goal of modernizing its approach to design and business — which has proven to be quite the feat.  “Taking a Titanic and trying to change the course doesn't happen by just hitting one button,” she said. “You’re really repositioning and realigning so many facets of the business. Whether it was distribution, product, branding, team structure -- all of those things were going to change, in order to push this brand into relevancy and a healthy future, from a profitability perspective.” Bergen also discussed the internal changes she’s made and the customer response to the brand's recent updates, including product pricing.