Fashion Retail Business

I started this business during the COVID period, while still an undergraduate student, after noticing consistent interest from classmates in the clothes I wore and where I sourced them.

What began as an informal response to that demand grew, over several years alongside my studies, into a full retail operation.

Started during COVID, while still in school.

As the business expanded, I began sourcing merchandise from multiple countries and hired additional staff to support the growing workload. My responsibilities expanded accordingly: purchasing decisions, inventory planning, supplier relationships, staff coordination and the daily operations of running a shop.

Every decision — what to stock, how much to order, how to price it — had a direct commercial consequence. If I misjudged demand or held too much of the wrong stock, the business absorbed that cost directly; there was no simulation layer between the decision and the result.

1. 01Product selection based on demand and trends
2. 02International sourcing and supplier relationships
3. 03Inventory and purchasing decisions
4. 04Pricing
5. 05Staff coordination
6. 06Sales and customer relationships

Returning customers became a meaningful part of the business. Alongside continuously finding new buyers, I maintained relationships with people who chose to buy from me again — practical, repeated experience in both customer acquisition and retention, not as separate skills but as two sides of the same ongoing relationship-building work.

When I moved to pursue my Master in Management, I handed the business over. By that point it had grown from an informal idea tested during my studies into an operation involving international sourcing, employees and a base of repeat customers.