Many people don't fully grasp what it means to be an international student searching for a job in the US. Imagine navigating one of the toughest job markets in years, while carrying an invisible hurdle that can end the conversation before it even begins: your visa status. They're competing for the same opportunities as everyone else, but they're also facing rejection after rejection from companies that won't consider sponsorship — often before they ever get the chance to tell their story.

I get reached out to by international students very often, asking for advice on how to break into the US job market.

As someone who works for an organization that rarely sponsors visas, I often wish I had better advice to give. But luckily, I know someone who does.

I connected with a friend from my graduate program at FIT, Smriti Gautam. She moved to New York with no US network, navigated the challenges of the international student job search firsthand, and is now a Senior Account Manager at WGSN. Her story — and her advice — is one I think every international student should hear.

Smriti Gautam, MPS is a Senior Account Manager at WGSN in New York City. Originally from India, she began her career in fashion technology, holding roles at Stylumia, a retail predictive analytics platform, and FlixStock, a fashion-tech company specializing in AI-powered model imaging solutions.

In 2023, Smriti relocated to New York City to pursue a master’s degree at the Fashion Institute of Technology (FIT). Since then, she has successfully navigated the US job market as an international student, leveraging a combination of an optimized resume, targeted applications, and strategic cold outreach to build her career in fashion technology in New York.

In this Q&A-style article, Smriti provides practical career advice for any international students trying to break into the US job market.

Q: First off, can you tell us a little bit about your background, and what kind of roles you were looking for in the US?

When I started my job search in the U.S., I was primarily focused on client-facing roles within the fashion-tech ecosystem, including Account Management, Business Development, Partnerships, Customer Success, and Enterprise Sales. Having spent most of my career selling technology solutions, I was particularly interested in companies using AI, data, and digital innovation to transform the fashion and retail industry.

My goal was to combine my background in technology sales with the industry knowledge I gained through FIT. I was excited by the opportunity to work with products that help brands make smarter decisions around trend forecasting, merchandising, demand planning, digital content creation, and overall business growth. For me, fashion-tech was the perfect intersection of my professional experience and personal interests.

Q: Can you walk us through your job-search journey after moving to New York? How many positions did you apply for, and how many resulted in interviews?

Job hunting is a full-time job in itself, especially if you are an International student with a visa clock ticking. After graduation, I took about a week off to decompress, and then I treated my job search exactly like a full-time role. My days typically started around 9 a.m. and went until 6 or 7 p.m., with a few short breaks in between. I followed that routine consistently for about a month.

One thing I learned very quickly is that there isn’t a one-size-fits-all approach to finding a job. A lot of experts recommend bulk applying, but personally, I believe the process has to be tailored to your own strengths and style. For me, it was all about being intentional. Every morning, I would create a list of 5 to 6 companies where I felt I was genuinely a strong match for the role. I spent a significant amount of time customising my resume and cover letter for each position, often using AI tools to help refine and tailor my application. Once I applied, the work wasn’t over. I would identify people working in similar roles or teams within those companies, connect with them on LinkedIn, find their email addresses, and send personalised outreach messages. On average, I was reaching out to 15 to 20 professionals for every role I applied to. That process alone took most of my day, but I truly believe networking was just as important as submitting the application itself.

Outside of those targeted applications, LinkedIn became my version of TikTok. I was constantly checking for new opportunities, industry updates, and networking conversations. If I had extra time, I would submit Easy Apply applications to roles that had been posted within the last 24 hours, but I never relied heavily on that strategy because it wasn’t where I saw the best results. Over the course of about a month, I applied to roughly 150 positions. That led to around 8 to 10 interview processes and ultimately resulted in 2 job offers. Looking back, the biggest lesson for me was that consistency and a structured process mattered far more than the number of applications I submitted.

Q: What would you say was the key to your success in converting your applications to interviews?

I truly believe the biggest factors were targeted applications, networking, and having a very clear understanding of what I wanted. One advantage I had was that I wasn't trying to completely reinvent myself. Before coming to the U.S., I already had experience working in fashion-tech and enterprise sales in India, and I knew I wanted to continue building my career in that space. Because of that, most of the roles I applied for were very closely aligned with what I had done in the past.

When I got into interviews, I wasn't trying to convince someone that I could do the job. I could speak confidently about real projects, real clients, and real results from my previous experience. I think that's an important lesson for job seekers. Sometimes we get excited and apply to everything, but I found much better results when I focused on roles where I was genuinely a strong match. Quality over quantity worked much better for me.

Networking also played a huge role in my success. Some of my interviews came from conversations I initiated myself. I reached out to people across different levels within organizations, and I was pleasantly surprised by how willing people were to help. I had hiring managers, senior leaders, and even CEOs respond to my messages and offer advice, introductions, or interview opportunities.

Q: Did you customize your resume and cover letter for each application, or did you use a different strategy?

Yes, absolutely. I customized my resume for every role I was genuinely interested in. I wasn't rewriting it from scratch each time, but I would tailor the summary, keywords, and highlight the most relevant experience based on the job description. I also used AI tools extensively to help optimize my resume and draft personalized cover letters. For me, the goal wasn't just to get past the ATS, but to make it immediately clear to a recruiter or hiring manager why I was a strong fit for that specific role. It definitely took more time than sending out generic applications, but I believe it significantly improved my interview conversion rate.

Q: Were there any tools, resources, or AI platforms that you found particularly helpful?

Absolutely — AI became a huge part of my job search process. I used tools like ChatGPT, Claude, Rezi, Kickresume, and Resume.io to tailor my resume and generate customized cover letters for specific roles. They helped me identify relevant keywords, improve ATS compatibility, and save a tremendous amount of time.

For networking and outreach, LinkedIn Sales Navigator was probably the most valuable tool I used. It helped me identify the right people within organizations and build targeted outreach lists. I also used Apollo and Hunter.io to find professional email addresses for cold outreach.

Beyond AI, LinkedIn itself was my most important resource. I treated it less like a job board and more like a networking platform. Between job alerts, industry content, recruiter posts, and direct messaging, a significant portion of my interviews came from connections and conversations I initiated there rather than from simply submitting an application.

Q: Do you recommend primarily looking on LinkedIn for jobs? Where else?

Absolutely, I recommend using LinkedIn, but I wouldn't rely on it as just a job board. For me, LinkedIn was valuable because it combined job postings, networking, recruiter outreach, and industry insights all in one place. I would set up job alerts, prioritize roles posted within the last 24 hours, follow recruiters and hiring managers, and actively engage with content.

That said, I found some of the best opportunities by applying directly on company websites rather than through Easy Apply. Beyond LinkedIn, I regularly used the FIT Career Portal, Indeed, ZipRecruiter, BoF Careers for fashion-specific roles, Ashby for startup opportunities, and Crunchbase to identify growing companies. I also tracked venture capital firms like Y Combinator, Andreessen Horowitz, and Sequoia because they often showcase portfolio companies that are actively hiring.

My advice is to diversify your search and not depend on a single platform. Different companies recruit in different ways, and sometimes the best opportunities are the ones you find before everyone else does.

Q: What other strategies were you using other than passive applications?

Honestly, I spent most of my time on cold outreach and targeted applications. That was the strategy that worked best for me, so I doubled down on it. I did attend a few networking events and job fairs, but they didn't personally lead to any opportunities. That said, I know several friends who landed amazing roles through networking events, so I definitely wouldn't discourage people from attending them.

For me, as an international student, there was always a visa clock ticking in the background, which meant I had to be very intentional about where I invested my time. I decided to focus on identifying roles that were a strong fit, reaching out directly to people at those companies, and building relationships one-on-one. If you have more flexibility in your timeline, networking events and job fairs can absolutely be valuable, but given my circumstances, I found direct outreach to be a much more effective use of my time.

Networking was a very important part of my job-search strategy, but it was highly targeted networking. I wasn't reaching out to random people in the industry just to expand my network. That's valuable too, but when you're an international student with limited time and a visa timeline, you have to be very intentional. Most of my networking efforts were focused on people who were already working in the exact roles I wanted or on teams I was applying to join.

Before every application, I would identify relevant employees, connect with them, learn more about the role, and seek advice on the hiring process. My goal wasn't to collect connections, it was to build meaningful conversations with people who could provide insights and help me better understand the opportunity. I found that this focused approach was much more effective than broad networking, especially when time was a critical factor.

Q: Do you have any tips for how an international student can stand out in an interview?

One of the biggest pieces of advice I would give international students is to be open, honest, and transparent about your visa situation. Don't try to avoid the conversation or hope it won't come up. In my experience, employers appreciate clarity, and it shows that you've thought through your career path and have a plan.

This was actually something I learned the hard way. Early in my job search, a few interviews fell apart because I didn't have a well-structured answer when employers asked about my work authorization and long-term plans. I knew my situation, but I wasn't communicating it confidently or clearly. Over time, I learned from those experiences and developed a concise, well-thought-out explanation of my visa status, timelines, and future options. Once I was able to explain my situation with confidence, those conversations became much easier.

Beyond the visa discussion, I would encourage international students to focus on the unique value they bring. You have a global perspective, adaptability, and the courage to move to a new country and build a career from scratch. Those are strengths, not weaknesses. The more confidently you can connect your past experiences to the role you're interviewing for, the easier it becomes for employers to see the value you bring to the table.

Q: Many international students worry that requiring sponsorship will limit their opportunities. How did you approach that challenge during your job search?

It is true, absolutely, and I'm not going to sugarcoat it. Being an international student makes the job search at least 10x more difficult. There are fewer opportunities available to you, visa conversations can be challenging, and you'll face rejections that have nothing to do with your qualifications or abilities.

But the mindset that helped me get through it was this: all you need is one yes. Just one. You don't need every company to sponsor you. You don't need every recruiter to call you back. You don't need every interview to turn into an offer. You need one company to believe in you and one opportunity to work out. I approached the challenge by accepting that sponsorship would limit some opportunities, but I refused to let that stop me from applying to roles where I was genuinely qualified. Instead of focusing on the hundreds of companies that might say no, I focused on finding the few that might say yes. Every rejection simply brought me one step closer to that opportunity.

There were definitely moments when the process felt discouraging, but if there's one thing I want international students to remember, it's this: don't reject yourself before the company rejects you. Apply anyway. Reach out anyway. Have the conversation anyway. The process is hard, but it only takes one yes to change everything. So keep going.

Q: Looking back, what is one mistake you made during your job search that you would avoid if you were starting over?

Looking back, one mistake I made was using the same resume for multiple applications without tailoring it to the specific role. I wasn't paying enough attention to the keywords in the job description or clearly connecting my past experience to what the employer was looking for. The reality is that most companies today use AI and Applicant Tracking Systems (ATS) to screen resumes before a human ever sees them. If your resume doesn't reflect the right skills and keywords, it may never make it to the hiring manager.

The lesson I learned is that the only way to beat AI is by using AI. Take the time to customize your resume, incorporate relevant keywords from the job description, and use ATS-scoring tools to evaluate your resume before applying. It takes more effort, but it can make a huge difference in whether your application gets noticed.

Q: Was there anything about the U.S. hiring process that surprised you compared to India?

One thing that surprised me about the U.S. hiring process compared to India was how much emphasis is placed on cultural fit and relationship-building. In India, especially in the industries I worked in, the process tends to be much more direct and performance-driven. If you're good at what you do and can demonstrate results, that's often enough to get the job.

In the U.S., technical skills and experience are still extremely important, but they're only one part of the equation. Employers also want to understand how you collaborate, communicate, and work with people from different backgrounds and perspectives. Throughout my interviews, I noticed a lot more emphasis on team dynamics, cross-functional collaboration, and values alignment. As an international student, I had to learn how to talk not just about what I had accomplished, but also about how I worked with others and adapted to diverse environments. That was definitely a learning curve, but also a valuable one.

Q: Do you think being enrolled in a master's program gave you an advantage in the job market? Why or why not?

Yes, I do think pursuing a master's degree gave me an advantage, but probably not in the way most people think. A master's program is a great way to come to the U.S., build a network, gain local experience, understand the market, and create opportunities for yourself. However, when it comes to actually landing a job, you're largely on your own. No degree, university, or career center can get you a job if you're not actively seeking help and putting yourself out there. Nobody is going to go out of their way to build your career for you. You have to take ownership of the process, leverage every resource available to you, reach out to people, attend events, ask for referrals, and stay persistent. The university can open doors, but it's up to you to walk through them.

Q: Job searching can be discouraging, especially for international students. How did you stay motivated through rejections and periods of uncertainty?

Honestly, I don't think anyone stays motivated throughout the entire job search process, and I certainly didn't. There were mornings when I would wake up to 5 or 6 rejection emails, and it would completely shake my confidence. There were also a few roles where I made it to the final round and genuinely thought I was going to get the offer, only to be rejected in the end. Those were probably the hardest moments.

I would be lying if I said I bounced back immediately every time. There were days when I wasn't as productive as I should have been, and after some of those final-round rejections, I took a day or two off just to reset. The job search is not an easy ride — it's a roller coaster. One day you're excited about an interview, and the next day you're back to square one.

Over time, I realized that there was so much I couldn't control, so I focused on what I could control: the applications I sent, the people I reached out to, and the effort I put in every day. It's hard to keep starting over after every rejection, and I do think the process can take a toll on your mental health if you're not careful. One thing I was very intentional about was protecting my mental health throughout the process. I stayed consistent with the gym because working out has always helped me manage stress. I spent time with friends, continued doing things I enjoyed, and made sure my entire life didn't revolve around job searching. I still went out on weekends, took breaks when I needed them, and tried to maintain a sense of normalcy. The process can be overwhelming, but at the end of the day, all you can do is keep showing up, take care of yourself, and trust that your opportunity will come.

Q: What is one piece of advice you would give to international students trying to make a career in the US?

My biggest piece of advice is to be persistent and don't reject yourself before a company rejects you. As an international student, it's easy to assume that companies won't hire you because of sponsorship or work authorization concerns, but let them make that decision, not you. Apply for roles you're qualified for, network intentionally, stay consistent, and remember that you don't need everyone to say yes. You only need one yes to change your life.

You may also like —

It’s not sketching, sewing, or even trend forecasting.

It’s just paying attention.

The most successful people in fashion understand that staying informed isn’t just a good habit — it’s part of the job. The more aware you are of what’s happening in the industry and the world around it, the better equipped you’ll be to understand consumers, contribute ideas, and make informed decisions.

Geopolitical conflicts disrupt manufacturing and supply chains. Economic uncertainty changes consumer spending habits. A new CEO, Creative Director, or Head Designer can completely alter a brand’s direction and performance. A viral TikTok can create a new trend overnight. Everything is connected.

In short: to understand fashion, you first need to understand what’s going on in the world influencing it.

Staying informed is how you demonstrate genuine passion for the fashion industry.

When you’re competing with thousands of other candidates for the same opportunities, simply saying you're passionate about fashion isn't enough. Everyone is passionate. What sets people apart is how engaged they are with the industry.

Passion without industry awareness makes you seem junior. The people who stand out are the ones who know actually know what’s happening in the industry. They know which brands are growing, which companies are struggling, who was recently appointed Creative Director of what brand, what’s trending, and what challenges the industry is facing.

Industry awareness shows real investment in the career. It demonstrates curiosity, initiative, and a deeper understanding of the field you want to be part of.

This isn’t just about getting a job. The more context you have about the industry, the better equipped you’ll be to understand consumers, contribute ideas, identify opportunities, and make informed decisions. In an industry that changes as quickly as trends themselves, staying informed isn’t just a way to get hired — it’s a way to become better at your job.

But how does one stay informed? A few minutes of intentional reading each day can go a long way. Here are some sources worth adding to your morning routine:

Women’s Wear Daily (WWD)

Think of WWD as the fashion industry's newspaper. It's one of the best places to stay up to date on business news, executive moves, retail performance, brand strategy, acquisitions, and other major industry developments.

Business of Fashion (BoF)

BoF is analytical and well-rounded. It covers topics like luxury, consumer behavior, technology, sustainability, careers, and global market shifts.

The Fashion Law

Many people overlook the legal side of fashion, but it's incredibly important. TFL covers trademark disputes, copyright cases, counterfeiting, intellectual property, and major lawsuits affecting brands and retailers.

Vogue Business

Similar to BoF, Vogue Business focuses on the business side of fashion and luxury. It's a great source for consumer insights, market analysis, technology, sustainability, and luxury strategy.

If you’re a fashion student, you probably get free subscriptions to many of these publications. be sure to take advantage!

Social Media

Let’s be honest, you’re probably scrolling anyway.

Use social media intentionally by following industry publications, brands, designers, executives, retailers, and fashion journalists. Even if you don’t subscribe to every publication, regularly seeing headlines in your feed can help you stay aware of what’s happening across the industry.

Runway & Awards Shows

Pay attention to fashion weeks, runway collections, and major awards shows. These events often shape future trends and provide insight into where brands and designers are headed creatively.

Popular Movies & Shows

Pay attention to what people are watching.

Fashion trends are often influenced by the movies and television shows that capture the cultural zeitgeist. Think about the impact Euphoria had on beauty and fashion in the early 2020s, or the way Love Story recently brought back Calvin Klein and 90s minimalism.

You don’t need to watch every trending show, but having a general awareness of the cultural moments everyone is talking about can point you towards new trends.

General News Outlets

The fashion industry is influenced by economic conditions, politics, technology, and global events. Make a habit of reading broader news sources like The New York Times or The Wall Street Journal to understand the larger forces impacting fashion and consumer behavior.

Honorable Mentions

Harper’s Bazaar, Elle, Vogue, Sourcing Journal, WGSN, and Retail Dive are all excellent sources depending on your area of interest.

Remember: the goal isn’t to read everything. The goal is to build a habit of paying attention. Even 10–15 minutes a day can help you develop the industry awareness that sets great fashion professionals apart.

The fashion industry moves quickly, and the people who succeed in it make an effort to keep up.

Staying informed is about understanding the industry, the consumers it serves, and the cultural and economic forces that influence it. The more context you have, the better equipped you’ll be to contribute ideas, spot opportunities, and make informed decisions.

Most importantly, staying informed isn’t just something that helps you get a job — it’s part of the job. No matter where you are in your career, paying attention to what’s happening around you will make you more knowledgeable, more valuable, and better at what you do.

You may also like -

I worked in retail for a few years, and found it very draining. But it was also one of the most strategic moves I made in my career.

During my junior year of undergrad, I went on a school trip to New York City and we visited the headquarters of Ann Inc. (parent company of Ann Taylor, LOFT, and Lou & Grey), among other companies. I really enjoyed that visit and became obsessed with the idea of working there, specifically in Merchandising.

But when I interviewed for the Merchandising internship, I didn’t get it. I was fortunate enough to land a Buying internship at Belk in Charlotte, NC instead, but I never took my eyes off the prize.

When I got back to campus for my senior year, I went to the nearest LOFT store and got a job. It was a 30-minute drive there and back almost every day — not exactly ideal while balancing classes. But it was 100% worth it.

Working there gave me a behind-the-scenes look at how a fashion brand actually operates. I watched product move from shipment, to stockroom, to sales floor. I learned how floorsets were executed, what visual merchandising directives from corporate looked like, and how stores translated brand strategy into a customer experience. Most importantly, I learned the LOFT customer inside and out — what she gravitated toward, what complaints came up constantly, and what actually drove sales.

When a Sales Lead position opened up, I immediately went for it. The role gave me experience managing a team, interpreting sales reports, and making decisions based on performance data — including which products we prioritized on mannequins and displays. For the first time, I wasn’t just selling clothes; I was starting to understand the business behind them.

So when I interviewed for an Assistant Merchandiser role at LOFT later on, I was a much stronger candidate. I understood the product, the customer, and the sales floor from firsthand experience. I could talk about the brand in a practical way because I had lived it. And it worked: I got the job!

Retail is one of the smartest entry points into the fashion industry — especially for people who want to work in Merchandising, Design, Planning, or anything working with product.

And there are many reasons why.

1. You learn the product and customer firsthand.

As you learned in my anecdote: when you’ve actually sold the product, spoken to customers all day, and watched what people gravitate toward in real time, you develop an understanding that’s impossible to fake in an interview. You’re no longer speaking theoretically about the brand’s customer — you’ve met them.

That experience is incredibly valuable in corporate fashion roles. Strong Merchandisers and Designers need a deep understanding of both the product and the customer, and retail gives you direct exposure to both every single day.

This strategy works the best when applying to corporate roles for the same brand (as I did), but a close competitor works too.

2. It shows genuine commitment to the brand.

Starting in a brand’s retail store shows a level of investment that goes beyond simply liking the clothes. You’re representing the brand directly to customers every day — and to do that well, you have to genuinely understand and believe in the product.

This is especially valuable for Marketing roles, but it also applies to Merchandising, Design, and other product-focused positions.

3. You learn the business at the micro-level.

As I said in another article, How to Break Into Fashion With No Experience:

Retail employees understand the business at the micro-level. You know how product moves from shipment to floor. You understand how corporate directives become visual merchandising in-store. Depending on your role, you may review sales reports, track what’s selling, and notice patterns in customer behavior.

The stores are ultimately the most important part of the business — they’re where customers interact with the brand firsthand, and where the company actually makes money.

Because of that, understanding how stores operate is incredibly valuable in corporate fashion roles. Teams like Merchandising, Planning, Allocation, and Visual Merchandising all make decisions that directly impact the sales floor, so having firsthand retail experience gives you a much stronger foundation.

4. It provides networking opportunities.

Once you’ve built trust with your Store Manager, be vocal about your interest in moving into corporate. They may not work there themselves, but they often know people who do. And if you have a good rapport with them, they’ll advocate for you.

My SM served as a reference for me and even let me apply to the job posting while I was on the clock.

District and Regional Managers can also be incredibly valuable connections because they communicate directly with corporate teams. I’ve personally received referrals for internships and full-time roles from DMs and RVPs, and I’ve seen those connections lead to real opportunities.

Corporate teams also occasionally visit stores — especially in NYC locations — which can be a great chance to introduce yourself, make an impression, and start building relationships early.

5. You get access to internal job opportunities.

When you work in a brand’s retail store, you’re no longer an external applicant — you’re an internal employee, just like corporate staff. That usually means access to the company intranet and internal job postings that aren’t always visible to the public.

Internal candidates often get their applications reviewed first. That alone can make a meaningful difference in an industry this competitive.

Some brands also have formal development or “retail-to-corporate” pathways that help store employees transition into headquarters roles. For example, Gap Inc. has structured programs designed to support that progression, and other large retailers offer similar initiatives.

Working in a store is an entry point into the company itself — it’s a real foot in the door.

6. You can work your way up.

Worst comes to worse, you can always work your way up into a corporate position through retail management. Many people work their way up from Sales Associate to Store Manager, then eventually into District or Regional leadership roles.

Senior retail leaders are often well-paid, travel between stores, and work closely with corporate teams. They regularly attend leadership meetings at corporate and play a major role in shaping store performance and strategy.

Your path also doesn’t have to be linear — you could move into other areas like Store Development or Store Communications from retail leadership.

And if your dream isn’t to work in a corporate office, that’s okay too. Fashion careers don’t only exist at headquarters — retail leadership can be a successful, lucrative, and genuinely rewarding path on its own.

But if corporate is the goal, retail is one of the most underrated ways to get there. It gives you firsthand experience with the product, the customer, and the business itself — all things that are difficult to teach in a classroom or internship alone.

When I review a resume, retail experience is always a green flag to me. Don’t underestimate the value of starting on the sales floor! Many great careers in fashion have started there.

You may also like -

But with it comes some trade-offs; what makes big brands attractive can also make them limiting.

Depth in one function often comes at the expense of breadth everywhere else. You become highly skilled at a specific piece of the business, but don’t really see how the whole thing operates together. Over time, that specialization can become a trap: the better you get at one thing, the more likely you are to stay there. Once you’ve mastered your role, growth can plateau, and changing directions later in your career becomes harder than you expected.

Your impact can feel diluted. You’re contributing to something large, but your individual work can feel far removed from the outcome — both to leadership and to yourself.

Decision-making is also slower and more layered. Even small decisions often have to be signed off on by multiple people or teams. Everything moves slower, and simple questions can take days to answer. Only after you work your way up to the top of the corporate ladder do you really feel like you have ownership over your part of the business. In large organizations, collaboration is essential, but it can also feel like there are too many cooks in the kitchen.

Not knocking the big brands — it can be a great career for some.

But don’t sleep on small brands.

Working for a smaller brand, especially early in your career, can be a very strategic career move. You get a lot of experience, fast. Unlike at larger companies, your role often isn’t super clearly defined. While that can feel overwhelming to some people, it can actually be incredibly helpful when you’re still figuring out what you enjoy and what you’re good at.

At a smaller brand, you’ll probably wear a lot of hats. If you work in Design, you’re likely not just designing bodies — you may also work on prints, help with fittings, and support the sampling process. You also tend to be much more hands-on. Instead of only producing CADs, you might actually be draping garments or physically working with samples.

The same goes for Marketing; your role will probably touch multiple channels. One day you may be posting on the brand’s social media, and the next you could be designing signage for a store or helping with an event.

Smaller brands usually have leaner teams. Leaner teams mean more responsibility — and more responsibility means more learning.

Because the teams are smaller, you also tend to get more direct access to leadership. Depending on the size of the company, you may report directly to a Director, VP, or even the Founder. That gives you more visibility, recognition, and potential mentorship opportunities. You also get to see how decisions are made and how the business operates at a higher level.

If you perform well in this kind of environment, you can also grow faster. Promotions at larger corporate companies are often more structured and even political. Even if you’re ready for more responsibility, there are usually rules around timing, hierarchy, budgets, and title progression.

Meaning: you can’t skip a level, you can’t be promoted too quickly or too often, and your pay can’t exceed that of others at your level (too much).

Smaller brands are often less rigid. They promote based on necessity and trust. And even if your title doesn’t immediately change, you may start taking on responsibilities far above your level — experience that becomes extremely valuable later in your career.

Another major advantage is the opportunity to have real creative influence. You might pitch a marketing campaign idea, contribute to branding decisions, or help shape the overall direction of the company.

You also get a behind-the-scenes understanding of how a fashion business actually runs — including how teams solve problems, adapt quickly, and operate with limited resources.

And because the teams are smaller, the culture can become very close-knit. Those relationships often turn into a strong professional network that follows you throughout your career.

These careers can be great, but they aren’t perfect. For one, “lean teams” and “wearing a lot of hats” is often code for “overworked”. You might have long hours, unclear boundaries, and less structure. Your pay and benefits might be less than what your friends are making at bigger brands. And having a bad Founder can ruin the entire experience — the fashion industry has its fair share of divas. Believe me, I’ve met a few.

The best work environments (in my opinion) are bigger brands that operate more like smaller brands, if you can find them.

I’m in a really unique position with Catalyst Brands right now. We’re a retail conglomerate that owns Aéropostale, Brooks Brothers, Lucky Brand, Nautica, and JCPenney, so we’re a very large company with hundreds of stores and multiple offices.

But because we’re a recent merger — JCPenney was previously separate from the rest of the portfolio — there are still areas of the business that feel almost startupy.

That means I get a lot of the perks that come with working for a large company: recognizable brand names on my resume, flexible PTO, a hybrid work schedule, a corporate card, sample sales, and strong benefits. But when it comes to the actual work, there are still moments where I have to get scrappy and build things from the ground up.

For example, I have a lot of autonomy when it comes to running my internship program. I’m given overall direction, but I have the freedom to shape the experience and make decisions. I also lead a corporate onboarding initiative where I’m helping build a brand-new process alongside a team. My work has real visibility and real impact.

If you can find that balance — the resources of a large company with the structure of a smaller one — take advantage of it and learn as much as you can.

And if you can’t, don’t overlook smaller brands! Early in your career especially, they give you the opportunity to learn quickly, take on meaningful responsibility, and make a real impact.

You may also like —

I’ve talked about email extensively in some of my other articles. The way you email shapes people’s perceptions of you; it can signal how experienced, confident, strategic, and polished you are.

But how you present yourself extends far beyond email. It includes your communication in general, the way you share information, and the way you carry yourself.

In the corporate world, we call this executive presence.

Executive presence is the ability to project confidence, credibility, and authority in a professional setting — especially in leadership roles. It’s not just about how you look or speak; it’s about how others experience you.

Think of it as the quality that makes people trust you, listen to you, and feel confident in your leadership.

Executive presence isn’t one single trait; it’s a combination of how you communicate, carry yourself, build trust, and navigate the workplace.

To build it, you need:

• Polished and confident communication

• Strong presentation and public speaking skills

• Professionalism and polish

• Credibility and follow-through

• Institutional and business knowledge

• Strategic thinking

• And emotional intelligence

And in this piece, I’ll break down each of them and provide ways to develop them.

Well all except email — I’ve already covered that extensively. If you missed it, here’s your next read:

A general rule of thumb when it comes to recruiting and hiring: people want to hire people who can prove that they can do the job already.

That means you should start developing executive presence before you step into a management position. The people who stand out for promotions are often the ones already communicating, presenting themselves, and operating like leaders.

Developing these skills will differentiate you from other candidates and help decision-makers begin to see you not just as a strong individual contributor, but as someone capable of leading others.

Now, let’s break down each trait of someone with strong executive presence.

1. Polished and confident communication

This is a no-brainer: leaders need to communicate with clarity and confidence, whether speaking or writing, to effectively convey ideas and inspire their teams. If you are confident, and are able to convey that to others, they will listen to what you have to say.

Clarity builds credibility. When your message is structured and concise, your thinking is perceived the same way, while rambling can make even strong ideas sound uncertain.

Confidence signals authority. This is about ownership — people believe you when you sound like you believe yourself.

Leaders are often responsible for aligning teams and moving things forward. Clear, composed communication helps eliminate ambiguity, making it easier for others to act quickly and with confidence.

Polished communication is also especially important when under pressure. Executive presence shows up most in high-stakes moments — presentations, tough conversations, or crises.

How to develop: Start with emails — focusing on tightening them to be concise and to the point. Try to structure your thoughts before speaking or writing.

2. Strong presentation and public speaking skills

This goes beyond simply sounding polished and confident — though that’s half the battle. It’s about how effectively you deliver and land your message.

Strong delivery is clear, concise, and actionable. Avoid sounding scripted; instead, communicate like a person. Use storytelling to make your message relatable and memorable, and be explicit about why it matters — people are far more engaged when they understand the “why.”

How you present information is just as important as what information is being presented. Your deck should be clean, organized, and visually intentional. Avoid overcrowding slides with text or reading from them verbatim — your slides should support your message, not replace you.

Above all, know your material. Notes are fine for reference, but effective speakers rely on their understanding, not scripts. That confidence allows you to connect better with your audience, and stay flexible if you need to pivot.

How to develop: Rehearse key points, not a script. Your notes should always be a bulleted list rather than paragraphs of text. This way, your communication sounds much more natural and you don’t have to worry about memorizing anything.

Read more

Fashion school teaches you the fundamentals, but you only learn how the industry actually operates by being in it (or by reading this Substack ;)). What you learn in school vs. what happens on the job are two completely different realities — and some of it might catch you off guard.

Here are more truths about working in fashion.

If you’re new here, catch up below 👇

1. Professionalism is a skill, and it’s learned.

I’ve noticed that a lot of people in this industry underestimate the importance of professionalism.

Professionalism isn’t just about being “nice” — it’s knowing how to write a clear email, present your ideas with confidence, and communicate in a way that makes people listen to you and trust you. These are learned skills, not personality traits.

I studied business as an undergrad, where these things were emphasized constantly. But when I got to fashion school for my Master’s, I realized not everyone had that same foundation, and that many fashion programs don’t prioritize it the way they prioritize creativity.

But the reality is: your work loses impact if it isn’t communicated well.

How you present yourself over email is much more important than most people think. More tips on how to master your email skills here:

Professionalism is also about accountability — producing high-quality work, consistently, and on time. You can practice this with deadlines in school, but it’s a discipline that’s refined in the workplace.

Lastly, professionalism is about how you treat others. Fashion is a relationship-based industry, and above almost everything else, it is important that people like you.

Be clear, be reliable, be kind. People want to work with people they like — and that will take you further than you think.

2. Most roles aren’t creative all day, and that’s normal.

Even in highly creative roles like Design and Marketing, a significant part of the job is administrative and analytical.

A lot of your day will be spent in email: following up with cross-functional partners, requesting information, aligning on decisions, and getting work approved. Fashion is incredibly collaborative, and that coordination with your cross-functional partners is a core part of the role.

Even Design isn’t purely creative. Designers work closely with Merchandising to understand what’s actually selling — and use that data to inform future collections. Designers need to be able to wear an analytical hat as well as a creative one.

Don’t worry — you’ll still get to sketch and put together mood boards! But in reality, the role is much more than that.

3. Speed and accuracy matter more than perfection.

This is not me telling you to turn in sloppy work. But fashion is fast-paced, and you must be able to meet deadlines. The people who succeed aren’t the ones chasing perfection — they’re the ones who consistently deliver strong work, on time.

A lot of people can’t keep up with both speed and quality. If you can execute quickly without sacrificing the work, you’ll stand out.

That level of reliability is rare, and it’s what makes people indispensable.

4. Say thank you — gratitude goes a long way.

I can’t overstate how important it is to be likable in this industry. Fashion has its fair share of egos — The Devil Wears Prada isn’t that far off.

That’s exactly why courtesy stands out.

If someone helps you, thank them. If someone gives you their time, acknowledge it. If you’re asking for something, show appreciation — before and after.

And just as importantly, make sure you give as much as you take. If someone does you a favor, look for ways to return it when you can. Relationships in this industry are built on mutual support, not constant one-sided asks.

People are busy, and they remember how you make them feel. The ones who are genuinely appreciative, and generous in return, are the ones people actually want to help.

Gratitude won’t just make you more likable — it will open more doors than you expect.

Thanks for tuning into part 4 of this series! :)

You may also like —

But it’s also widely misunderstood.

Many people first hear about it through Legally Blonde, where Elle Woods studies fashion merchandising at fictional CULA, and think of “the history of polka dots”. Or they confuse it with Buying, and picture lots of glamour like travel, showroom visits, and shopping.

What they often don’t realize is how analytical the role actually is, or how much strategy sits behind the product decisions they see in stores.

So let’s break down what this career path actually entails.

This post was inspired by something that happened at work recently.

I haven’t recruited full-time in over two years, but I recently had to hire for a merchandising internship. Even with a merchandising background myself, I found it surprisingly difficult to clearly explain the day-to-day of the role to candidates.

That was a bit of a wake-up call — I realized I could use a refresher, and figured it might be helpful to share one with the rest of you.

A lot goes into getting a product to market. Products don’t magically appear in stores — they pass through many hands along the way, and Merchandising sits at the center of it all.

Think of the product team like a wheel: Merchandising is the hub, with spokes extending to cross-functional partners like Planning, Allocation, Production, Product Development, Technical Design, Design, Marketing, and Wholesale.

Merchandisers connect all the dots — aligning teams, facilitating communication, and ultimately bringing the product vision to life.

Merchandisers are ultimately responsible for deciding what product gets made and how much of it, and for how it performs in the market.

It sits at the intersection of creative and commercial decision-making. Merchandisers find a middle ground between Design (their most creative partner), and Planning (their analytical partner), to form a collection that looks great, but also sells well, and ultimately makes the company money.

They’re responsible for:

• Determining the product assortment (categories, styles, pricing, depth)

• Partnering cross-functionally to bring products to life

• Tracking sales performance and making adjustments throughout the season

Put simply: Design dreams it, Merchandising edits and plans it, and the stores sell it.

Because Merchandising liaises with so many different partners, no day is ever the same. Mondays are often dedicated to reporting, where Merchandisers review the prior week’s performance and track key KPIs like sales, margin, sell-through, and turnover. From there, they assess what’s working and what isn’t, and then refine their strategy accordingly.

Product teams are often working on multiple seasons at once. They start planning about a year out, so a Merchandiser might be discussing next spring’s collection with Design, finalizing Holiday with Production, and aligning with Marketing on next month’s product drop — all in the same week.

Some weeks lean more creatively focused, while others are driven by deep analytical work, like Investment Review (IR), which are often long meetings, over the span of a few days, where Merchandising and Planning present and defend assortment and buying decisions to leadership using detailed financial data.

Starting as an Assistant Merchandiser or Merchandising Coordinator isn’t particularly glamourous. A lot of the role is operational and detail-heavy —managing purchase orders (POs), maintaining spreadsheets and presentation decks, and tracking samples. When I was an Assistant Merchandiser, most of my time was spent cross-referencing multiple sheets of data, making sure the information was consistent throughout, and also constantly updated when we made changes — which was very often.

Once you’ve built trust at that level, you begin to take on more creative and strategic responsibilities. That can include pulling trend inspiration, contributing to color direction, and supporting assortment development. Assorting is taking what Design has created and shaping it into a cohesive, sellable collection that tells a clear story.

At the Associate level, you’re often given ownership of a specific category within the department. For example: if you work on the Non-Apparel team, you might be given Eyewear and Footwear. You manage that area under the guidance of a Merchandiser or Senior Merchandiser.

Merchandisers and Senior Merchandisers typically lead a category, such as Women’s Wovens or Knits, and are usually overseen by a Director who may be responsible for an entire division, like Women’s. As you progress, your scope expands from executing tasks to owning larger pieces of the business and driving category strategy.

Since Merchandisers sit at the intersection of creative and analytical thinking, they must be able to move fluidly between both — often within the same conversation. You have to understand fashion trends and know what looks good, while staying within the financial parameters given to you by Planning. At the same time, you’re partnering with Production to ensure that Design’s creative direction doesn’t unintentionally drive costs beyond what the business can support.

Merchandisers must be objective and not rely too much on their personal feelings and opinions. You are not shopping for yourself — the job is about deeply understanding the customer and consistently choosing products that will resonate with them and ultimately drive revenue for the business.

Since you are handling large amounts of data, you must have strong attention to detail. One extra 0 added to a PO, and you’ve just accidentally bought way too much inventory.

Because you’re working on multiple seasons at a time, while developing multiple categories, and managing multiple cross-functional partners at once, strong communication, organization, and the ability to juggle competing priorities is essential.

Above all else, you have to really love it. Those are the people who thrive in the merchandising role.

Any particular job you want a deep dive into next? Let me know in the comments. :)

You may also like -

Learning how to manage my email was surprisingly a significant learning curve — prioritizing incoming messages, using folders to stay organized, improving and maintaining my response time, and multitasking alongside meetings and other projects.

Like I said in my latest installment of the What They Don’t Teach You in Fashion School series:

Most people in corporate roles spend more than half their day in email. And yes, this includes creative roles like Design and Marketing. Whether it’s requesting information, sharing updates, setting up meetings, delivering work, or following up, email is the connective tissue of almost every job.

Which is why knowing how to write a good email is non-negotiable.

But what is a “good” email? Let’s break it down.

Most people think a “good” email just means polite and clear.

But in corporate environments, your emails are doing something more subtle.

They can signal how experienced, confident, and strategic you are. How you write emails can make the difference in whether or not you get the results you want.

Two people can say the exact same thing in an email — and one sounds junior, while the other sounds trusted and senior.

The difference isn’t intelligence, it’s just formatting and phrasing.

In this article, I will teach you:

• the essentials that every solid email needs

• phrases that lower your authority (and what to use instead)

• small habits that can stall your career without you realizing it

Consider this your personal guide to emailing at work.

Before we get into some nuance, I want to recap some basics.

The same rules about emailing from my other piece, Your Emails Are Being Judged More Than You Think, still apply even once you are inside an organization. Your communication shouldn’t turn sloppy once you get the job.

Make sure your emails are free of punctuation, spelling, and grammatical errors. In fashion, attention to detail is currency. Take an extra second to skim your email for any errors before hitting “send”.

Every email should clearly answer these three things:

• Why am I emailing?

• What do I need from the other person?

• What happens next?

If someone skims your message (and they will), they should immediately understand what you want and what action is required on their end.

Clarity signals competence, while confusion signals junior. We’ll look at some examples later.

Use your judgment on email length. Too short and vague, and you risk sounding inexperienced or careless. Too long, and you lose authority — and the reader.

Say what needs to be said, and then stop.

Your subject line should always be clear. What are you emailing about?

Avoid:

• “Hi”

• “Quick question”

• One vague word like “Interns”

• THE WORST: “<no subject>”

Instead, use a concise, specific phrase:

Weak: Question
Strong: Question Regarding 2026 Intern Program

Weak: interns
Strong: AI Training for 2026 Intern Program

Being specific makes you look competent and organized, while being vague makes you look careless, flippant, and junior.

These are the essentials for a good email. Now, more specifics pertaining to emailing within an organization.

Read more

Every unanswered message makes me feel a little guilty, yet there simply aren’t enough hours in the day.

I get so overwhelmed that I sometimes avoid my LinkedIn messages altogether.

Because I only recruit summer interns, this is how I feel from February through April — but for many recruiters, this is the reality year-round. Talent Acquisition can be an overwhelming job, and it demands constant organization.

Following up is helpful for both of us. It keeps you top of mind and — when I’m not perfectly organized — reminds me that you exist and are waiting on an update.

But there are tasteful ways to follow up, and there are ways that miss the mark. Before getting into the difference, a few harsh realities:

1. Recruiters are human, and they are busy.

We make mistakes, we mess up, and we can’t always be as organized as we’d like. Our inboxes are constantly overwhelming. We usually don’t mean to ghost, but sometimes it accidentally happens and it’s rarely personal.

Sending rejection emails is the hardest part of my job. Knowing you are going to hurt someone’s feelings or make someone feel bad is not an easy thing to do — it requires a lot of emotional energy, and we have to do it over and over again.

I know it’s hard to receive a rejection email, but it’s hard to send one too. Please give us grace.

2. Candidates: there are simply too many of you.

I have to literally keep a spreadsheet during intern season to keep track of everyone I spoke with, and even then, people will still slip through the cracks.

Every year I’m overwhelmed by how many people reach out. I’m genuinely grateful for all the interest — it makes my job much easier — and I look forward to meeting new people, but it can be a lot. I’m not saying don’t reach out, just understand that it’s not personal if I don’t respond.

3. We don’t always owe you a response.

Responding is the nice thing to do, yes. But it isn’t something you’re inherently owed.

I try really hard to get back to everyone, and I never want to ghost. But there’s a point in recruitment season where I simply stop responding to new incoming messages. I no longer have the energy to keep up.

4. Our job is to fill our roles — not to find you one.

Most recruiters genuinely want to help. If I could snap my fingers and place every great candidate I speak with, I would.

But I can’t. And more importantly, it’s not actually my job. I’m paid to fill specific roles for my hiring managers or clients, and that’s where my energy has to go.

Now, for some common faux pas.

A student recently asked me what the “right” follow-up cadence is. The truth is, there isn’t one.

I wish there were a universal template I could share, but it varies depending on the situation and the relationship between the candidate and the recruiter.

That’s why I called this article Following Up Faux Pas rather than The Art of Following Up. Because there isn’t a perfect formula — just common mistakes to avoid.

Let’s get into it.

Faux Pas #1: Sloppy Communication

The rules of a good email still apply, even if we have spoken before. Your email should be coherent, concise, friendly, and free of grammatical and punctuation errors. It should also always contain a subject line.

Following up doesn’t mean you can be casual to the point of careless. A rushed, sloppy message can undermine an otherwise strong impression. It can also impact whether or not you get a response.

For a refresher on email basics, read this:

Faux Pas #2: Pestering

There is a point where following up becomes pestering. If you have followed up more than once without a response, take the L.

I always appreciate one follow-up — it shows interest and can serve as a helpful reminder if I’ve lost track. By the second follow-up, I start to feel annoyed. The kind thing for me to do if I don’t have an update yet, is to tell you that — but sometimes emails slip through the cracks or time gets away from me.

I’m also not a fan of being followed up with across multiple platforms. Being emailed, called, and messaged on LinkedIn isn’t helpful — it comes across as desperate and overwhelming.

Always remember: if a recruiter has an update for you, they will share it.

Faux Pas #3: Calling or Texting

This may vary from recruiter to recruiter, but I personally dislike being contacted through personal channels. I’ve had candidates track down my personal email, and others call or text my phone (the latter I sometimes understand, especially if we’ve spoken and you already have my number).

But as a rule of thumb, stick to professional/work email. Most recruiters prefer to keep communication in one place, and most of us don’t want work bleeding into our personal lives.

Faux Pas #4: Following Up Too Soon

Following up the next day (or same day) can come across as anxious or impatient.

Recruiting timelines often move slowly. Hiring managers are busy. Interview feedback can take days — sometimes weeks.

Following up too quickly signals impatience and lack of awareness of hiring timelines, and also puts pressure on the recruiter.

Waiting about a week is usually the safest move, unless they gave you a specific timeline.

Faux Pas #5: Guilt Tripping

This one is probably the biggest red flag for me personally.

Guilt-tripping is following up in a way that tries to make the recruiter feel bad.

Things like:

“Just checking again since I haven’t heard back…”

“I’ve followed up a few times and still haven’t received a response…”

“I know you’re busy but…”

These don’t come across as polite — they come across as passive-aggressive. They also put the recruiter on the defensive, which makes us uncomfortable and creates an awkward relationship.

A follow-up should feel neutral and professional, not emotionally loaded.

Faux Pas #6: The “Any Updates?” Message

Many candidates will send messages like these, without any other context:

“Hi, any updates?”

“Just following up.”

“Checking in.”

This comes across as lazy, ingenuine, and a little rude. It can also feel entitled — like I owe you an update. Like you are a debt collector and you’ve just come to collect.

These also create work for the recruiter because now they have to remember who you are, what role you applied to, when we last spoke, and where you’re at in the process.

Always include context. Make it easy for someone to help you.

With follow-ups, you never want to come across as annoying or desperate. I get it — we all want answers. You may have other interviews, potential offers, and timelines to manage. Everyone wants a job, and we usually want one now.

But remember: recruiters are busy, we’re overwhelmed, and we’re human. Follow up — just be thoughtful about how you do it.

You may also like —

Meanwhile, you have nothing. Panic starts to set in.

You notice the reactions when you tell people you’re still looking. It’s already April. The question, “So, what are you doing after graduation?” becomes something you start to dread. You feel embarrassed and behind. Like you somehow missed the window everyone else caught.

I’ve been there. And I want to tell you: there’s no need to worry!

I went to a top midwestern business school, was in a business fraternity, and was constantly surrounded by overachievers. I was one of the only people in my friend group who was trying to work in fashion — and was also one of the only people I knew without a job offer lined up.

My friends had spent the previous summer in internships that converted into full-time offers with delayed start dates. They were signing with companies like EY, Nielsen, West Monroe, and KPMG. Most of them already had plans to move to Chicago and were picking out apartments together. Their salaries were enough to comfortably cover rent, bills, and still have money left over.

And then there was me.

But the fashion industry doesn’t hire this way. There are exceptions — if you intern at a large retailer, you might get lucky and receive a return offer with a delayed start date. But more often than not, fashion doesn’t hire in advance. When we need someone, we need them now.

I have seniors reach out to me a lot in the fall about Merchandising Coordinator or Assistant Designer roles we have posted, and my response is usually the same: we’re looking for someone who can start immediately. Reach out again closer to graduation.

Fashion hires in real time. Teams can’t always anticipate openings months ahead, and hiring is dependent on budgets, business performance, and shifting priorities from leadership. Roles open when the work appears — when someone leaves, when a category grows, when a team suddenly needs support. There’s rarely a long runway.

That often means fashion students graduate without a job already secured. It feels scary, but it’s completely normal — and totally okay.

And when you do land that first full-time offer, it probably won’t look like your friends’ consulting salaries. It will likely be much lower.

When you feel like you’re in the space between stories, it’s important to always be doing something. Keep yourself busy, learn a new skill, and continue to build experience for your resume.

A fashion degree isn’t enough to prove that you belong here. Experience proves that you can do the job, so go out and get it however you can.

If you do graduate without a job, here are a few things you can do to get more experience (while aggressively job-searching and networking for full-time):

1. Get a job in retail at a brand you love.

I cannot emphasize the importance of starting in retail!

Brands love to see that you have experience in their stores. It shows that you understand the product and the customer, and that you’re committed to representing their brand.

Not only does it look good on a resume, but there are a lot of ways to get to corporate from retail. Many companies have an internal job portal where you can apply to open positions, and some brands even have a retail to corporate pathways program.

If you’re working in an NYC store, the chances of getting visited by corporate is also pretty high, which gives you networking opportunities.

Retail experience is still valuable even if you are applying to different brands than the one you’re working for. It shows that you understand the business at the micro-level: how product moves from shipment to floor, how corporate directives become visual merchandising in-store, etc. Depending on your role, you may also review sales reports and be able to notice patterns in customer behavior.

As a recruiter, I love seeing retail experience on a resume. Don’t sleep on stores!

2. Work a few temp jobs or another internship.

Freelance work is one of the fastest ways to get real fashion experience, especially early in your career.

When I worked for Fourth Floor, our temp team would get in tons of cool roles with major brands: Loro Piana, Marc Jacobs, Dior, etc, who needed temp support with sample sales, market weeks, and other upcoming projects.

While freelance is often short-term, sometimes it can turn into a full-time job. And even if it doesn’t, this is still real experience you can use to build up your resume and speak to in an interview.

Freelance is also great for recent grads who aren’t quite sure what they want to do yet - it gives them the chance to try something out for a few months before committing to it as your career.

Same goes for internships; there is nothing wrong with doing another internship after graduation. Internships give you more experience, networking opportunities within organizations, and can even lead to full-time offers upon completion.

So stay open to internships in your job search, and consider reaching out to a recruiter at a fashion-focused employment agency like Fourth Floor, 24 Seven, Solomon Page, or Atrium to ask about freelance opportunities.

3. Find a project to work on.

If you can’t land a full-time role right away, create your own experience. Know someone starting a brand? Offer to help them out pro bono. Ask professors if they have side projects you can support. Volunteer at New York Fashion Week. Look for small ways to stay involved and keep building skills.

You can also start something of your own. If you’re into social media, try working with small brands. Open an Etsy or Depop shop. Make art and sell it. Start a Substack newsletter.

The goal isn’t perfection here, it’s momentum. Any kind of experience is good experience.

4. If all else fails, seek more education.

Tried all of this already and still can’t get a full-time job? Try getting a certification, or maybe even another degree.

This isn’t just to continue learning and developing your skills, but also to keep networking.

A few years ago, I went back to school to get a Master’s in Global Fashion Management at FIT. The coursework and experiences were incredibly valuable — but the real return on investment was the people I met.

My cohort included corporate brand employees, retail professionals, founders, and even executives — a mix that created real opportunity. Even within that small group, classmates were already hiring each other, making introductions, and opening doors.

And the network extended far beyond the classroom. Professors were industry veterans, alumni actively mentored and connected students, and relationships stretched across other cohorts and sister campuses in Paris, Hong Kong, and Mexico City. The result was a fashion network that was not only large, but truly global.

The people you meet can shape your entire career. That’s the real value of school.

Being in business school comes with a certain level of pressure. You feel it from classmates, professors, and maybe from your parents and friends too. When everyone around you seems to have something lined up, not having a job yet can feel like you’ve fallen behind.

But if you’re approaching graduation and still don’t have an offer, please know: this is completely normal in the fashion industry.

You’re not behind, you’re exactly where you should be. <3

You may also like —

You have a solid resume, have been practicing your interviewing skills, and understand the importance of networking. You’ve even started doing cold outreach with thoughtful, well-written emails. You have a clear job search plan — you know the path you’re working toward — and you’ve been actively putting these strategies into practice.

Some of you may be wondering: why can I still not get a job?

We still have another very important fundamental to cover: your mindset and habits.

You have probably heard people talk about manifesting and kind of know what it means. Set intentions. Write affirmations. Hang them on your wall. Say them out loud. Do rituals.

Some of you may be into it. And some of you may think it’s a bunch of BS.

But there is some truth to it. Those practices themselves aren’t manifestation — but they support it.

And if you have any hesitations about manifesting, let me clear something up: manifestation isn’t magic. It’s neuroscience.

Your thoughts form beliefs.
Your beliefs shape expectations.
Your expectations influence behavior.
Your behavior drives results.

It becomes a self-fulfilling prophecy. When you believe something is possible, you’re more likely to notice opportunities, take action, and follow through.

I’ve put many of these principles into practice throughout my own career, and they’ve made a real difference.

Here are some steps you can take to reframe your mindset and build habits that move you closer to where you want to be, every day.

1. Think about it at least once a day.

If working in fashion is something you really want to do, you have to put your mind to it. Think about it at least once a day. Because thoughts are energy: the more you think about something, the more energy you are putting into it. And when you put enough energy into something, it will come to fruition.

The more consistently you focus on something, the more your brain starts to prioritize it — noticing opportunities, making connections, and guiding your decisions toward that goal.

One simple way I do this is with my passwords. Instead of making your computer password something silly or random, why not make it your dream job title, with the numbers being the year you want it to happen?

It’s something you type every single day. And every time you do, you’re reinforcing your goal and reminding yourself what you’re working toward.

2. Visualize it.

Spend time visualizing what your life will look like once you’ve achieved your goal. What does your day-to-day look like? Who are you working with? How do you feel?

In my downtime, I am always wishing. Picturing what my life will look like once I’ve achieved my goal. How I feel once it’s been achieved.

One time, I asked ChatGPT to describe a day in my life once I make it to Manager-level at work, have a comfortable salary, and a stable life that comes with it. Let’s just say, it was beautiful..and I won’t stop until I get there!

Visualization builds emotional connection. And the more connected you feel to a goal, the more motivated you are to change your behavior to align with it. When you can clearly see it, you’re more likely to go after it.

3. Write it down, and be specific.

When you take thoughts and put them on paper, you are literally making your dreams a reality. Something intangible becomes tangible, physical.

Something vague becomes clear. Something abstract becomes defined.

When manifesting, it’s important to be specific about what you want. What job title? What kind of company? What kind of responsibilities? What does success actually look like for you?

Writing it down forces you to think more deeply. How many times have you started writing something, only to realize what you actually felt along the way? The act of writing creates clarity — and clarity makes your goals easier to pursue.

4. Speak it out loud.

The same thing happens when you say something out loud. How often have you started explaining something to someone else, only to have the answer click mid-sentence?

This is what people mean by, “speak it into existence.”

Verbalizing your goals helps solidify them. It turns a private thought into something more concrete and real. It also builds confidence — the more you say it, the more natural and believable it becomes.

Speaking it out loud doesn’t just clarify what you want — it reinforces that you’re serious about going after it.

And when you speak your goals out loud to others, it can create opportunities.

This is what people mean by, “put it out into the universe.”

Like I said in If You’re Only Using LinkedIn, You’re Missing Fashion Jobs:

Be vocal about what kind of jobs you’re looking for and what kind of skills you have, so that when people hear of something, you’re the first person they think of.

Referrals are one of the most effective ways to get a job in fashion. More than half of my interns last year came to me through a referral.

Referrals come from being vocal about your goals. Don’t underestimate the power of verbalization!

5. Tailor your habits.

Now it’s time to put your money where your mouth is. Walk the talk. Align your actions with your goals.

There can’t be a disconnect between what you say you want and what you actually do. Your daily habits should be moving you closer — not keeping you in place.

Start asking yourself: Is this helping me get closer to a job in fashion?

Are you making time to learn the industry? Watching runway shows? Reading publications like WWD and BoF?

Are you going out drinking the night before an interview — or preparing?

Are you proactively reaching out to people and building your network?

Are you prioritizing friendships that move you closer to your goals — or ones that pull you away from them?

If you want to be serious about your goal, you need to put it first always.

You don’t have to be perfect. But the more your habits reflect your goal, the faster you’ll move toward it. Small decisions, made consistently, create real momentum.

You don’t have to be spiritual for this to work!

If you’re rolling your eyes at the word manifesting, you’re not alone — and you don’t have to be a spiritual person for this to be effective. This isn’t about rituals, crystals, or magical thinking.

It’s about focus. Repetition. And intentionally shaping your thoughts so they influence your behavior.

When you consistently think about a goal, define it clearly, and reinforce it daily, your brain starts to prioritize it. You notice more opportunities, take more aligned action, and make decisions that move you closer to it.

That’s not magic — it’s just being intentional.

If you want to work in fashion, you have to really want it. It’s a highly competitive industry, and there are a million other people with similar backgrounds as you chasing the same roles you are.

But very few people are willing to put in the extra effort. To go the extra mile. To put themselves in uncomfortable situations in order to go after what they want.

What sets people apart isn’t just talent — it’s consistency and action.

Put real energy behind your goal — and back it up with action. That’s what ultimately brings it to fruition. ✨

You may also like —

I used to feel the same way. With lots of practice, it got a bit easier.

But working on the other side of the hiring process and seeing thousands of interviews from behind the curtain changed my perspective on interviewing. Especially the conversations between hiring managers and candidates at the manager level and above.

Some of these candidates carried a confidence I hadn’t seen before. Their attitude toward the interview was completely different.

In many cases, the dynamic almost felt reversed — like they were interviewing me. They weren’t just trying to prove they were right for the job, they were trying to decide if the job was right for them.

Some of them would practically grill me — on the scope of the role, why the position was open, the team structure, the company culture, overall company performance, bonus structure, etc.

The power dynamic had shifted; the candidate was in control.

When I met a candidate that asked good questions, I thought wow, this person is good. They’ve seen it all, and know what they want.

This taught me one of the most important things I’ve learned about the job-search: you are interviewing them just as much as they are interviewing you.

Sure, many of these candidates were already in comfortable roles and had no reason to leave unless the opportunity offered real incentive. But others just knew their worth.

And I understand that recognizing your value often comes with experience.

But what if every candidate — even entry-level ones — adopted this mindset when it comes to interviews?

It’s time to reframe the way you think about interviews: an interview is really just a conversation.

A conversation for YOU to learn more about the role and the company. For you to explore a potential opportunity. To get to know the person you might be working for. To decide if the work environment, the culture, and the compensation are a good fit for you.

You’re not just there to answer questions. You’re there to gather information and decide for yourself: does this opportunity meet my expectations?

I’m not telling you to be delusional.

I’m telling you to know your worth.

I get that being entry-level, especially in this current job market, you just want ANY job. You feel lucky to find something at all, let alone a position that checks all your boxes.

But there’s something about a confident candidate who knows what they want — and what questions to ask — that just hits different.

Not cocky. Confident.

Here are some questions you should always be asking in an interview.

Ask questions around the scope of a role.

• How big is the team? What’s the structure?

• Who does this role report into? How many other people report into them?

• Does this position manage anyone? If so, how many people?

• How large is the office or overall team?

Understanding the scope of the work helps you understand what you are potentially getting yourself into. Reporting to a VP is very different from reporting to a Manager, and team structure can tell you a lot about how strategic versus executional the role will be.

It can also help you determine if the compensation is fair.

For example, imagine I’m a Designer reporting to a Director with two direct reports, overseeing women’s wovens at a larger brand.

Then I interview for a Senior Designer role somewhere else with a $10k salary increase. The role looks great on paper. But during the interview, I learn the company is much smaller. I would report directly to a VP and have no direct reports, meaning I’m responsible for both strategy and execution for the entire category.

Suddenly that $10k increase may not feel quite as generous.

Understand why the role is open.

• Why is this position open?

• Is this a newly created role, or did someone leave?

If the role is newly created, keep in mind that responsibilities may not be clearly defined yet — and they will likely evolve as the company figures out what they need.

If someone left, try to understand what happened. Did they get promoted or move internally? If so, that’s a green flag. It suggests the company develops its people and supports growth.

Meet the person you’ll report to.

It’s very important during the interview process to meet the person you’ll actually be reporting to. Often this happens naturally during the interview process, but not always.

I did not meet my first boss during the interview process, and ended up paying for it later. If you aren’t scheduled to meet them, ask.

When you do, consider asking questions like:

• What would success look like in this role after the first 6–12 months?

• What are the biggest priorities for the person stepping into this role right now?

• What challenges has the team been facing that you’re hoping this role will help solve?

These help determine if they have realistic expectations.

Understand how they manage people.

• How would you describe your management style?

• How do you usually give feedback to your team?

• How often do you check in with direct reports?

• Can you share an example of how you’ve helped someone on your team grow?

• What makes someone thrive on your team?

These questions can give you insight into whether the manager is highly hands-on, more independent, or someone who actively supports development.

Learn about the company culture.

Lastly, ask questions about the overall company environment and culture, such as:

• What excites you most about the company right now?

• What challenges is the team or company currently navigating?

• How has the team evolved over the last year?

• How would you describe the company culture?

• In what ways does the company champion Inclusion & Diversity?

These questions help you understand not just the role, but the environment you’d be stepping into.

The goal of an interview isn’t just to convince someone to hire you.

It’s to gather enough information to decide whether this opportunity truly makes sense for you — your career, your growth, and your day-to-day work.

The more thoughtful questions you ask, the clearer that picture becomes.

Interviews are for you just as much as it is for the hiring manager. So remember to always look out for yourself, and know your worth!

You may also like -

The idea of a formal “networking event” alone is enough to make most people nervous. They know they should go, but they dread it. Starting conversations with strangers, selling themselves, and trying to make a good impression feels intimidating.

And yet, many of those same people happily go to dinners, parties, and other social events where they’re essentially doing the same thing: meeting new people, having conversations, and building connections. The only difference is that there’s no pressure or expectations attached.

So why does the word “networking” carry so much stigma?

Hearing that word causes psychological triggers. It feels transactional and inauthentic, the idea of promoting yourself is uncomfortable, and the setting has too much pressure. People fear awkwardness, or worse, rejection.

But the truth is, networking isn’t confined to pushy LinkedIn messages or stuffy events with the word “networking” in the title.

Networking happens everywhere — at dinners, through friends, in casual conversations, and in everyday interactions. It even happens here on Substack!

Any setting can create networking opportunities if you let it.

When I first moved to NYC and wasn’t sure what I wanted to do, I considered doing some modeling. I knew a photographer who was organizing a meetup for photographers and models to come together and shoot so each could build their portfolio. I went alone, just for fun.

While I was there, one of the other models stood out to me. Most of the girls were wearing black, but she had brought colorful, fun pieces that felt completely different from everyone else.

Later, I saw her again on the subway home. We recognized each other and got to talking. I learned that she was a Copywriter in a totally different industry, but even then, in the back of my mind, I knew that writing was something I might want to pursue someday.

We followed each other on Instagram and eventually became friends.

That girl was Brianna Price of Fashion Theory Magazine — back when she wasn’t writing there yet. And some of you might remember that I recently collaborated with Fashion Theory, an opportunity I only got because I knew Brianna.

Check it out here if you haven’t already:

Fashion Theory Magazine

A Fashion Recruiter's Words of Advice

Network more. Just be yourself. Show up at the right place at the right time…

Read more

5 months ago · 336 likes · 21 comments · Brianna Price, Fashion Theory, and Erin Moronell, MPS

A chance conversation on the subway ended up becoming a professional connection years later.

Brianna also introduced me to one of her friends, who has since become one of my close friends, and she and I have worked together on some freelance event planning projects.

Connections can come from anywhere, even the subway. Networking doesn’t have to come from a setting that feels contrived. All you really have to do is always be warm, and open to making connections anywhere.

And when it boils down to it, networking is really just making friends.

Most of my current professional network is made up of people I’ve worked with or people I went to school with. They’re not just “contacts”, they’re people I genuinely consider friends.

Our relationships aren’t transactional. They’re authentic and built on mutual respect and real interest in each other’s lives. My coworkers and I grab lunch, coffee, or happy hour together. I also make an effort to get lunch or dinner with my friends from my Master’s program at FIT once a month. To keep up our relationships, but also because I miss them!

They’re all people I genuinely enjoy spending time with outside of work — and I know that wherever they go, they’d happily serve as a reference for me.

In my last piece, How to Pivot Within the Fashion Industry, I said:

Even if you are not looking to pivot, you should always be networking within your organization. Try to make at least one friend in each department.

Building relationships at work is really important, and not just for pivoting. Fashion is an incestuous industry - everyone knows everyone, and people frequently hop between different brands.

You never know where someone else could end up. Always be warm, friendly, and nice to everyone. Build relationships in other departments outside your own. You never know how a connection may serve you.

And, you’ll meet some really cool people!

And as you now know from my example with Brianna: networking doesn’t have to happen at work. Networking can happen anywhere.

A few years ago (before I landed at SPARC Group/Catalyst Brands), I was obsessed with the idea of working for Capri Holdings, which at the time was the parent company of Versace, Jimmy Choo, and Michael Kors.

I was putting so much energy into the universe about it. At one point I saw a girl on the subway with a Capri Holdings bag - the kind people only get if they work there. I really should have gone up to her and introduced myself, but I was too nervous. I missed my opportunity.

But about a month later, I went to a party at a friend’s apartment and ended up talking to a girl who coincidentally worked for Michael Kors.

We exchanged contact information, and I’m pretty sure she referred me to a role at one point.

Networking doesn’t have to come with pressure or expectations. Just get to know people the same way you would get to know a potential friend.

When you approach it that way, the connections you make are far more genuine — and those are the ones that can actually help you.

You may also like -

I was so excited when she invited me to contribute to her Experts section. I’ve been an avid reader of Worn Out for a while — and, lowkey had already been thinking about what a collab between us could look like. Just one example of us being completely in sync!

Given her themes, I knew I wanted to write about burnout culture in fashion — particularly how it impacts women. Before Erin Louise had even seen my draft, she published Choosing the ‘Comfort Career’, her personal story about burnout in the industry that explored strikingly similar ideas. Once again, perfectly in sync.

While still grounded in insight, this piece is more personal than anything I’ve written for Substack before. I share the story of my career journey — some of the most difficult times in my adult life, and the turning points that told me it was time to walk away.

I also break down the universal signs that can help anyone recognize when a role, company, or even an industry, is no longer aligned.

You can read the full essay here:

WORN OUT

Success Isn’t Supposed to Exhaust You

Hustle and grind…

Read more

3 months ago · 12 likes · 5 comments · Erin Moronell, MPS

I hope you enjoy this personal piece. If you’ve been feeling like it might be time to make a move, let this be your sign to listen to yourself and chase what lights you up.

I have already pivoted a couple times myself, and it was never an easy feat. When I left my Assistant Merchandiser role, I applied to lots of other jobs in marketing, sample coordination, and HR before I found my recruiting role at Fourth Floor.

Pivoting from recruiting to HR was even harder. You would think that because TA and HR are so closely linked, that move would have been easy — but it was anything but. I made it to final rounds for multiple roles, only to be ultimately beaten out by other candidates who had direct HR experience already.

It was because of a networking opportunity, a personal connection, and sheer luck that I landed my HR role at SPARC Group.

Elle Woods is the definition of someone who pivoted in one of the most drastic ways possible: from Fashion Merchandising to Harvard Law.

But yes, pivoting is hard, Elle. It can feel nearly impossible when you’re competing with hundreds of candidates who have direct experience already.

Even if you have comparable experience and transferable skills, you will still get told over and over that you have to start back from the bottom. That you have to drop down to an assistant-level role when you are a manager currently, and take a huge pay cut along with it.

That’s one way to do it, but it’s anything but ideal. And I’ve seen people pivot successfully using a few other methods more than a few times.

So, here’s how to pivot to a different job function within the fashion industry once you’re already in.

Read more

In case you missed part 1, catch up here:

I want to help you find the right role in fashion — not just the obvious ones everyone talks about. Your next dream job might not be in Design or Merchandising… it might be on this list!

Visual Merchandising Coordinator

Visual Merchandising is different than traditional merchandising — it’s about the physical storytelling and how the product comes to life in-store.

The stores execute floorsets and displays following direction from corporate, and the Visual Merchandising Coordinator is part of the team that creates those directives.

What they do: Create and update planograms for store floorsets, partner with merchandising team to understand product priorities, build visual guidelines and toolkits for retail teams, support store window concepts, unpack samples and build fixtures in mock stores

Who this role is for: Someone highly visual who still enjoys structure and process, loves branding and storytelling, detail-oriented and can work within guidelines, doesn’t mind some physical labor

Must know: Adobe Creative Suite (InDesign, Illustrator)

Graphic Designer – Marketing

Graphic Design for marketing is different than for Graphic Design for product — it’s about creating visuals for social media and other campaigns.

What they do: Design visuals for social media, email campaigns, digital ads, and print collateral, create marketing assets that align with brand guidelines, collaborate with marketing and creative teams to align on strategy

Who this role is for: Someone who wants to work on the creative side of marketing, designers who enjoy translating marketing strategy into engaging visuals, detail-oriented individuals who can maintain brand consistency across channels

Must know: Adobe Creative Suite (Photoshop, Illustrator, InDesign, After Effects), Canva

Trend Consultant

I have a friend who works for a big trend forecasting firm as a Trend Consultant. Their job is to stay ahead of cultural shifts — tracking runway shows, social media, consumer behavior, and macro trends — and turn all of that into clear, digestible recommendations for major brand clients.

What they do: Present trends to clients, manage brand accounts, educate clients on how to use the trend forecasting tools, assisting with account set up and login troubleshooting

Who this role is for: People who are trend-obsessed, strong communicators and comfortable delivering presentations, don’t mind a lot of meetings versus working independently, enjoys relationship management

Must know: WGSN (or other trend forecasting tools), Pantone, PowerPoint or Canva

Product Photographer

Product Photography - as opposed to editorial or fashion photography — is about capturing products in a way that makes them look appealing, on-brand, and ready for marketing or e-commerce. These images are usually simple, like ones you see on a brand’s website.

What they do: Shoot product images for e-commerce, social, and marketing campaigns, style products for shoots, edit and retouch photos, collaborate with creative, marketing, and merchandising teams, maintain organized photo libraries

Who this role is for: People with a strong eye for detail and composition, technically skilled with cameras and lighting, organized and able to manage multiple shoots and deadlines

Must know: Cameras and studio lighting equipment, Adobe Photoshop, Adobe Lightroom

Print Production Coordinator

Print Production is about turning creative concepts into physical marketing materials - lookbooks, posters, packaging inserts, and event collateral - while making sure everything meets brand standards, deadlines, and budgets.

What they do: Source and manage print vendors, track production timelines, review proofs and samples for accuracy and quality, ensure brand specifications are met, coordinate deliveries, troubleshoot production issues

Who this role is for: Highly organized multitaskers, detail-oriented problem-solvers, people who enjoy coordinating between creative teams and external vendors, comfortable managing deadlines

Must know: Adobe Creative Suite (Photoshop, Illustrator, InDesign), Microsoft Excel, project management tools (Asana, Monday.com, or similar)

Public Relations Coordinator

Fashion PR is about building relationships with the media, influencers, and industry partners to get your brand noticed and talked about.

What they do: Draft press releases, coordinate media outreach, manage influencer partnerships, coordinate influencer gifting, assist with events and press appointments, track coverage, maintain media lists, support campaigns and reporting

Who this role is for: People who enjoy building relationships and communicating professionally, strong communication skills, flexibility to sometimes work odd hours, adaptable and can work under tight deadlines

Must know: Email marketing platforms (Mailchimp, HubSpot), media database tools (Cision, Meltwater), Fashion GPS

Licensing Coordinator

Licensing is about managing brand partnerships and making sure licensed products meet the brand’s standards.

For example, if you work for a clothing brand but want to sell shoes, you might license the shoes to a company that specializes in footwear. They make the product for you, and you purchase it to sell under your brand.

What they do: Track and manage licensing agreements, coordinate with internal teams and external partners, ensure brand guidelines are followed, support product approvals, maintain schedules and reporting for licensing programs

Who this role is for: Organized multitaskers who enjoy managing processes, comfortable collaborating across teams, detail-oriented and cares about brand consistency and deadlines

Must know: Microsoft Excel

Merchandise Planner

Planners work closely with Merchandising — merch decides what to buy, but Planning focuses on the numbers behind it.

What they do: Analyze sales and inventory data, create seasonal and monthly plans, forecast demand, allocate product to stores or channels, monitor sell-through and stock levels, collaborate with buying and merchandising teams

Who this role is for: Analytical thinkers who enjoy working with data, people who like solving problems and spotting trends, detail-oriented candidates who can work with multiple teams and deadlines

Must know: Excel, SAP (or other ERP systems), retail planning software (like JDA or Blue Yonder), reporting and analytics tools

Allocation Analyst

Allocation is about making sure inventory is distributed efficiently across stores and channels so the right products are in the right place at the right time.

While buyers and planners decide what to sell, Allocation Analysts focus on the where and how much, using data to maximize sales and minimize stock issues.

What they do: Analyze inventory and sales data, create allocation plans for stores and online, adjust shipments based on performance, collaborate with Merchandising and Planning, monitor stock levels and transfers

Who this role is for: Analytical thinkers who enjoy working with numbers, detail-oriented problem-solvers, people who like making data-driven decisions

Must know: Excel, ERP systems (like SAP or Oracle), retail planning/allocation software (JDA, Blue Yonder, or similar)

Human Resources Coordinator

Fashion, just like any business, needs HR. They keep the people side of the business running smoothly and support employees across the company.

What they do: Assist with onboarding and offboarding, maintain employee records, support benefits administration, handle HR-related inquiries, prepare reports and documentation

Who this role is for: Highly organized multitaskers, people who like administrative work, people who enjoy helping others and managing processes, candidates comfortable handling confidential information

Must know: HRIS systems (like Workday), Microsoft Office, applicant tracking systems like iCims (optional, depending on company)

I hope this gives you an idea of the breadth of fashion industry jobs that are out there. If you found a new job here that may be right for you, let me know in the comments! :)

The best part is, there’s more I didn’t get to. Stay tuned for part 3!

You may also like —

An A+ candidate doesn’t just have relevant experience; they also have the soft skills and the kind of professionalism and self-awareness that make you trust them with bigger opportunities. These were the candidates we would send to our really good clients: Tapestry Inc, LVMH, Ralph Lauren, etc.

And this isn’t title-dependent. You can be entry-level, or an SVP and still be an A+. The common thread isn’t seniority — it’s caliber.

In this piece, I’m breaking down exactly what separates “qualified” from A+:

• The kind of professional foundation A+ candidates build

• The green flags they consistently signal (and red flags that take others out of the running)

• The communication habits, industry awareness, and behaviors that elevate them in interviews

• Why their references close the deal — and how to make sure yours do too

This isn’t theory, it’s what I saw firsthand recruiting in fashion.

Use this as a framework to assess where you stand, and where you need to tighten up. If you’re entry-level, let this be aspirational. If you’re mid-career, treat it as calibration.

Want to be considered A+? Here’s what you need to do.

Read more

In corporate fashion, people throw out terms and acronyms every day — CAD, margin, RTW, etc. — and just expect you to know what they are.

So, I took the ones I’ve seen most often and translated them for you. Consider this your personal Corporate Fashion Dictionary — all the jargon, acronyms, and insider speak, finally decoded!

Assortment

The lineup of products a brand chooses to sell — including style, color, size, and price mix.

Merchandising and Planning obsess over it because it drives sales, margin, and brand perception.

Used in a sentence: The assortment this season needs more neutrals and fewer novelty prints to balance the mix.

AUR (Average Unit Retail)

The average price at which your product is actually selling. It’s a metric that’s used as a good indicator of brand positioning and margin health.

This is mostly used by Merchants and Planners because it affects revenue, margin, and forecast accuracy.

Used in a sentence: Merchandising is reviewing last quarter’s AUR to see if the premium jackets are hitting the intended price point.

CAD (Computer-Aided Design)

Digital technical drawings, usually in Adobe Illustrator, used to communicate garment construction, details, and specs before sampling begins.

They are often the first visual of a garment that is created, and are constantly updated and distributed throughout the team.

Used in a sentence: The design team finalized the CADs so the factory can start sampling.

CFT (Cross-Functional Team)

The group that includes design, PD, merchandising, planning, sourcing, etc. Basically everyone who works together on an assortment.

It is very important to have good relationships and communication with them!

Used in a sentence: We have a CFT meeting at 10am to align on production timelines.

Deck

This is literally just a presentation, usually in PowerPoint or Google Slides.

The catch is they are not always intended to be “presented”, so they aren’t really designed that way — sometimes teams just use them to organize and share information.

Used in a sentence: I just updated the deck for next week’s meeting.

EOD (End of Day)

Usually used as a deadline. Your boss will say, “Can you get this back to me by EOD?”

Pro tip: EOD does not mean 5pm, they mean before 5pm. 4:30pm latest.

Used in a sentence: Please send me your updates by EOD so I can consolidate before the meeting.

HH (Happy Hour)

Social events that are essential to creating and maintaining a positive team culture.

While they are optional, they are strongly recommended for visibility and networking.

Used in a sentence: HH after work today? I’m in desperate need of a drink.

IMU (Initial Markup) %

How much you are marking up the price of an item, aka the difference between cost and initial retail price (expressed as a percentage).

Determines how much room you have for markdowns and margin protection. Used by Merchants and Planners.

Used in a sentence: The planner is calculating the IMU to see how much room we have for markdowns.

Linesheet

A doc that shows all the products in a collection, usually with images, sizes, colors, prices, and order information. It’s the tool sales teams use to present the collection to buyers and make purchasing decisions.

It’s basically a catalog for wholesale buyers — a “menu” of what they can order.

Used in a sentence: I spent the afternoon updating linesheets.

Margin

The difference between a product’s cost and its selling price, expressed as a percentage or in dollars.

Margin determines how much profit a company makes after covering production and operational expenses.

In a sentence: I love the design, but at that fabric cost the margin won’t be high enough.

Markdowns

Reductions in retail price used to drive sales and clear inventory.

While often strategic and planned, frequent or deep markdowns can impact margin, brand perception, and future buying decisions.

In a sentence: Sell-through was lower than expected, so the team decided to take early markdowns to protect inventory levels.

MOQ (Minimum Order Quantity)

The smallest production run a factory will accept for an item.

Can make or break a new style launch.

Used in a sentence: The MOQ for this new style is 500 units, so we need to make sure the order aligns with forecasted demand.

OOO (Out of Office)

An email status update that means you are offline. AKA - do not disturb!

Used in a sentence: She’s OOO this week, so copy me on any urgent emails.

OTB (Open To Buy)

A planning metric that determines how much inventory budget is available to spend.

The number that decides what gets funded — mostly used by merchants.

Used in a sentence: We still have some OTB for outerwear, so we can pick up a few additional key pieces.

P&L (Profit & Loss)

The financial statement that shows revenue, costs, and profit.

Ultimately, the document that justifies every creative decision.

Used in a sentence: The P&L shows that while sales were strong, high production costs hurt the quarter’s profit.

PD (Product Development)

The team responsible for turning design concepts into actual, producible garments.

Works closely with Design, Merchandising, and Production.

Used in a sentence: PD flagged an issue with the sleeve construction before we went into production.

PO (Purchase Order)

The order issued to a vendor or factory confirming the order quantity, cost, delivery terms, and production details.

Once a PO is issued, the order is officially authorized.

Used in a sentence: We can’t start bulk production until the PO is approved and sent to the factory.

QA (Quality Assurance)

The process-focused systems and standards put in place to prevent defects before production begins.

QA ensures consistency across design, materials, and manufacturing workflows.

Used in a sentence: QA implemented stricter fabric testing protocols this season to prevent recurring shrinkage issues.

QC (Quality Control)

The product-focused inspection process that identifies defects in garments before they ship to stores or customers.

QC is the final checkpoint to ensure items meet brand standards.

Used in a sentence: QC flagged a batch of blouses for uneven stitching before the bulk order was approved for shipment.

RTW (Ready to Wear)

Standard-sized apparel produced for retail sale, as opposed to custom or couture.

Used in a sentence: We love it for the runway, but for RTW we need to simplify the construction so we can scale production.

Sample

A physical prototype of a garment used to test design, fit, materials, construction, and costing before bulk production.

Samples go through multiple rounds of review and revision.

Used in a sentence: The sample came back from the factory, and tech design flagged fit issues before moving forward with production.

Sell-through

The percentage of inventory sold within a given time period. A key indicator of product performance.

Used in a sentence: We’re tracking sell-through weekly to see which styles need markdowns or restocks.

SKU (Stock-Keeping Unit)

A unique identifier for each individual product, including its size, color, and style. SKUs help merchandising, inventory, and sales teams track stock and performance.

You can find them printed on the product tag in the store.

In a sentence: We need to make sure the red size-6 boots SKU is in stock before the upcoming promotion.

T&A (Time & Action)

A calendar with a detailed production timeline outlining key milestones from development to delivery.

Used in a sentence: The T&A calendar keeps everyone aligned on sampling, fittings, and delivery dates.

TD (Technical Design)

The team responsible for garment fit, construction accuracy, and translating design intent into technical specifications.

TDs create and revise tech packs, lead fittings, and ensure the product can be produced correctly and consistently.

Used in a sentence: TD adjusted the sleeve cap and updated the specs after the fit sample came back too tight through the shoulders.

WIP (Work in Progress)

Items currently in development or production but not yet complete. Frequently referenced in status meetings.

Used in a sentence: Check the WIP list to see which garments are still in production and which are ready for inspection.

Of course, there are tons more terms — and which ones you hear most often depends on your role.

Want to see more like this? Let me know in the comments!

You may also like —

Fashion is a perceptive industry: detail and presentation matter. And whether we admit it or not, people are constantly forming opinions — about your taste, judgment, competence, and potential.

Your emails are often the first impression you make. If written poorly, they can quietly undermine your credibility, make you look inexperienced, and damage your professional reputation.

In my experience, candidate emails usually fall into one of four archetypes: The Bare Minimum Sender, The Over-Eager Enthusiast, The Over-Explainer, and The Confident Connector.

The last one, The Confident Connector, is what you want to be.

In this article, I break down:

• Real examples of emails I’ve received — and the mistakes that make me hit “delete”

• Subject lines that get faster, more positive responses

• Subtle signals that separate strong candidates from forgettable ones

If you’ve ever sent an email and then overanalyzed it for an hour, or wondered why someone else gets faster responses, this is for you.

Read more

Serendipitously, I found out my friend Brianna Price writes for my new favorite Substack too — I knew a collab was meant to be!

In this Q&A-style piece, I share my unfiltered advice on some of the most pressing questions in fashion careers, including:

• What actually makes a candidate stand out in the first 30 seconds

• Common career advice in fashion I don’t agree with

• Resume and portfolio mistakes I see over and over again

• The red flags that immediately raise concerns

• And much more

You can read the full article here:

Fashion Theory Magazine

A Fashion Recruiter's Words of Advice

Network more. Just be yourself. Show up at the right place at the right time…

Read more

5 months ago · 218 likes · 18 comments · Brianna Price, Fashion Theory, and Erin Moronell, MPS