Luxury fashion resale site Dora Maar launched in 2019. It was good timing, considering how resale has taken off since the start of the pandemic. “In 2020, we found our footing. And in 2021, we really blew it out,” said Lauren Wilson, founder and CEO of Dora Maar, on the latest Glossy Podcast. “Year over year, we grew 570%.”  Dora Maar’s differentiator among resale companies is that it spotlights its sellers on its site and marketing channels, labeling them as “Muses” and treating them as influencers. It also attributes each product it sells to one of their closets.   Wilson pointed to her previous job experience as the inspiration for the business model. “While working at Moda [Operandi] and, prior to that, at Christie's, we were always digging behind the story of the designer or the women who wore it or the people who owned it,” she said. “And I thought, ‘Why doesn't this exist in secondhand?’” “This is a new way of retail,” she added. Moving forward, along with bringing more Muses and also brand partners into the fold, Wilson plans to elevate Dora Maar’s automation and personalization capabilities. She’ll also continue to expand its product offerings to new categories – Dora Maar's already introduced home and beauty categories since its launch.  “2022 is really about scaling up, Wilson said.

According to its president and CEO, Drew Green, 7-year-old suit specialist Indochino is "the largest custom apparel company in the world," and growing. Indochino's set to eclipse 100 stores this year, opening eight in February alone, Green said on the latest Glossy Podcast. Its other plans for 2022 include expanding to women's suiting and increasing its wedding apparel business.  For several years already, the company's done nine figures in annual revenue. Secrets to its success include taking a diversified approach to marketing that includes "everything from podcasts to team sponsorships with the Yankees, the L.A. Rams and the Boston Red Sox," Green said.  The company's "showroom" store model, which necessitates minimal investment, and prioritization of the customer experience have also served it well.  "I like the Four Seasons model [of earning customer loyalty]," Green said. "I understand the benefits of actually having points or cashback and all the different mechanisms within a loyalty program. But where we've invested for loyalty is in the actual experience: making it fun, making it interesting and making it memorable. That's what the Four Seasons does. They don't have points, they don't have cashback, they just provide a world-class experience."