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decoded fashion


Taking the Fashion-Tech Long View

Galileo showed the   Doge of Venice   how to use the telescope (Fresco by   Giuseppe Bertini  )

Galileo showed the Doge of Venice how to use the telescope (Fresco by Giuseppe Bertini)

Talking fashion technology has become a largely consumer oriented dialogue. Wearables, customer experience, personalization, are all buzzwords that come up across topics and up and down market. Fashion and Tech (from both sides) are wrapped up in being of-the-moment, which takes away from the efforts put towards long-term change and realignment. So many of the more deep-rooted operational issues remain un-discussed and unchanged while we endlessly discuss the newest round of wearable devices that will be abandoned in turn.

Deep change takes more capital risk, and more bottom-up operational auditing. But when presented with an opportunity like this moment of flux in the fashion industry, those are the changes that reap the most benefit. We should all take the long-view. 

So many of the press-oriented conversation pieces begin to feel like anecdotes for brands to become part of the discussion and to say they were among the first. The short-term gains experienced by certain brands are becoming too common for any brand to really stand out, but others are still wanting to participate for fear of being left behind. With all the transient and already outdated efforts we’ve seen in Fashion & Tech, it is that much more exciting when an idea or a project truly bringing us forward.

A couple of these bright moments occurred at the recent Decoded Fashion Summit in New York City, attended by an ever growing mix of fashion, business, and tech decision makers and innovators.

In a “fireside chat” with Symphony Commerce, a service for outsourcing certain infrastructure needs to get companies through their growing pains, the conversation shifted from product to back end. How can scaling business in fashion and retail make the leap in revenue growth without equally increasing their overhead? What does it look like when a five-person startup has the efficiency of a Yoox or an Amazon? These are the questions that lead to growth in an industry that needs to learn new ways of scaling while remaining agile.


Some examples of rock stars in the fashion and tech space growing their operations by scaling out their user experience are Rent the Runway and Rebecca Minkoff. Rent the Runway launched their subscription service which founder Jennifer Hoffman sees as her dream closet, constantly rotating. “Imagine there is a trap door in the back of your closet,” she suggested. “And it leads directly into the Rent The Runway warehouse.” The RTR philosophy of smarter consumption is also one of their great assets. It provides a compass for their business growth, and gives their customers a conscious alternative to fast fashion.


Image from the  WSJ 

Image from the WSJ 

Rebecca Minkoff’s new retail location might be brick and mortar, but there is so much embedded tech that the segue from online to off becomes seamless, to their benefit and the customer’s. They have the advantage of having participated, with great foresight, in the Fashion & Tech dialogue from the beginning, giving them the knowledge and the access to partnerships that made the dream of this store to a reality. Uri Minkoff, CEO, spoke passionately about the choices they made in building their brand’s retail embodiment. They key moments they looked at started with the moment of entry, through to discovery, the approach and interaction with the stylist, lighting, fitting rooms, the checkout, and even getting into post-visit follow up.

When we think of fashion, we obviously think of product. These examples speak to the fact that technology can really enable us to reimagine not only our products and our sales strategies but also our systems. As brands and business we should be thinking about infrastructure and logistics, becoming better and more efficient within our own walls. This will inevitably align with an improved experience for our customers. And this is a place where technology can certainly enable change within fashion companies, most notably amongst startups who are still nimble and who rely more on experimentation than big data to inform their decisions. 

While certain tech tools, including the media buzz generated by being aligned with tech, are enabling companies to make short-term gains, it is the companies that are looking at the long view who will get the most out of this mergence of Fashion and technology.




Decoded Fashion New York Summit: Day Two

Kate Spade's Mary Beech –

Don’t divide the budget into print/digital/video – think of them synchronistically .

Growing up in brick & mortar, digital isn’t natural so hire people for whom it does come naturally because you know it’s important & that’s where the customer is going.

Print – “direct mail is absolutely critical” – email, digital optimization

Marketing digitally: Deliver the best brand story telling, customer service, unique experience.

*Not interesting to hear about big brands who were big when social media came out on how bit they are on social media. It’s obvious for people who know the brand to go and like or become a follower. What about unknown brands who emerged through social media? (Fashion Tech week)

Kate spade's E-bay sponsored shoppable windows were a big hit. They also informed new retail locations, where the most successful shoppable windows had been.

E-bay partnerships were a theme in omni channel retail. Rebecca Minkoff's store was also developed in partnership with e-bay.

The science project- a startup partner who helped get the algorithm right for question & answer through to product suggestions through to sale. First and foremost goal is to be a customer centered organization. If the best solution is a digital solution, then they go tech. If the best solution is analog, they forgo the tech.

Recurring theme: “We want to be wherever, and whenever, our customer wants to buy.”

Shoppable hoarding…? Terrible term

We see the brand as an “Ecosystem of innovation” 

Kate Spade now has a director of Wearbles. As a brand they’re investing in the space. A suite of wearbles – not one size, one solution.

Startups to look out for:

Kairos (opportune time) watches – replace the band not the face. Does this solve the issue of sentimental value / timelessness of other watches?

“Make every moment an opportunity”

NORMAL. Says Liz @recode “3d printing isn’t about making products for everyone. It’s about making products for just one person.”

“Wearables are not just about quantification” Human to digital and back to human.

–Do not put the text before the human experience.

Invisibility : not even call is wearable tech. Call it clothing. Don’t brand it like it’s some bizarre thing. “If it’s called wearable tech then it’s not integrated seamlessly into our lives.”

–From the product design to the system that controls it

–Design for movement

–How to design for touch in the digital age?

–“Less is better” Deiter Rams







long lasting







Wild West of Fashion & Tech

Q: “What does fashion have to do with technology?” and vice-versa

A: Almost always, technology has nothing to do with fashion. It’s just a tool. It’s part of the journey.  SC

A: Actually, they’re both a part of our lives every day. They are totally linked. LG

Lawrence Lenihan has a problem with the term FashionTech – also saying that wearbles are tech pretending to be fashionable.

Google: user first – their customer isn’t necessarily fashion.

They have just as much a right to play in the fashion space as fashion has a right to play in the tech space.

Simon Collins the accountant? No, so why do tech companies say that just because it can be worn on your wrist it’s an accessory. It’s fashion?

ENCOURAGE collaboration

FH: “The smarter technologists hire designers…It should start with the design first, and technology will be an enabler.”

LL: “Is fashion doing it’s job in looking to move forward.”

SC: “Fashion is constantly moving forward & using tons of tech, they just don’t promote it through boring products like all these tech nerds”

“We don’t need to focus just on product.” LG “Wearables is just answering one thing”

“Once tech allows us to do something we couldn’t do before, then it will start to be interesting for fashion designers. We embrace tech when tech becomes interesting enough to embrace” SC

My take: fashion brands are reactionary, not innovators & leaders.

“what are the bigger bets we’re going to make? And then go for it” FH

LL: we’re seeing a golden age of transition across these

One of the biggest places is in infrastructure  –

Do existing companies get phased out? Then totally replaced by this new generation of innovative infrastructure brands?

“under-leveraged asset : billions of photos on social media.” FH

“If we could please use technology to make fashion a little more responsible– work on that” SC's call to action.

Still no one has figured out the mobile web. LG Forget about the bigger screens, focus on the mobile web.

“You have to be where the customer is” “there’s no greater antithesis to luxury than not giving the customer what she wants when she wants it.” LG

Two biggest issues: “what to I wear today?” and fit

Better than a fit algorithm is having an effective return policy. SC

LL – completely disagrees because the reverse logistics issues is hugely complex and expensive

The opposite of fit is customization.

“But given the options available to us now, yes I understand you have to optimize the reverse logistics.” LL

predictions for 5 years:

SC “no more ugly, please"

Virtual reality – practical applications FH

LL – the epic demise of all large retailers  - the next 5-10-20 years is about startup brands who can create something unique, hold up that dialogue and scale that dialogue.

“If I could be anywhere I’d be a great product producer.” Lawrence Lenihan



"How do you protect yourself from a bear? You just have to run faster than your friend." On hw to manage your online presence and privacy

Provide misinformation.

Protect your brand- read the ownership policies of the companies / content platforms / who owns the content? Who owns the customers?

Eventually you can own your own audience so that the data isn’t sold and shared with competitors

1,000,000 hacker budget



Pop-up retail

Consumer lifestyle, product, engagement

8.4% luxury pop up retail increase by next year (8 billion $/yr industry)

71% of consumers want brands to treat/activate their imagination

STORY (making things)– a reatail store that reinvents itself over an again.

Ephemeral retail- product as content


Pop up store solves a lot of issues – maybe it’s the future for small brands unless you have the overhead to invest in a store as technologically infused as the Rebecca minkoff, for example. Retrofitting later on might not feel as ‘invisible’

Think about the end goal of the brand or that time period.

Does this pop-up event create an experience worthy of instagram/twitter?

Pop up allows a mega corporation to break away from the logistical limitations of doing something in-house.  Gives you confidence to go faster in expanding and distributing a brand or reaching a new audience.

The challenge for mainstream retailer is to continue to find ways to connect the consumer to the brand. WAS brand first, product second. NOW item to item – no brand loyalty, but platform loyalty.

“The way we use the physical space will continue to evolve” MG

Ryan Mathers – writer who coined the term “the instavidual,” meaning we are all different people many times during the day. You can’t any longer target a massive broad demographic. You have to think about the evolution of the individual throughout the day.” JB

Entrepreneurial Thinking / Digital Retail

How do you enhance the buyer’s strategy(knowledge) before going into a buying season?


Retailers say they are doing all of their data mining for the benefit of the customer, but it’s really out of self-interest. It’s a business at the end of the day. It would be nice if this was spoken honestly.

IE saks stragegy to have exclusives online and different exclusives offline, so they have a reason to go to both. That’s clearly not done for the customer.

Important to have this space where colleagues can discuss how uncomfortable this transition into technology is. Fashion is old fashioned & nostalgic & doesn’t want to let go for sentimental reasons.

What about small brands that don’t have the resources to access this predictive power via big data?

Are designers more free if they don’t have to focus on data?

The only way to absorb all of this information in a thoughtful article is to choose one topic and forget about the rest of it. I think these little soundbites might be a better way, as an experiment, for those of you who were not there to make your own analysis. 

I have strong opinions on most of these issues, which might have biased the things I chose to note down, but I believe these are the richest parts of the content of the day. 

Please leave your comments below if you have any thoughts on this format versus an opinion piece. 



Decoded Fashion New York Summit: day one

Please excuse the slap-dash format of this post. These are the highlights from my notes on Day One of the Decoded Fashion New York Summit.

Brick and mortar retail:

“They need to change everything about everything they do.” – Dick Lockard The Big Space

“Nimble, innovative” takeaway words from Dick Lockard "Agility:" takeaway word from Glen Schanen, Macy's

“We want to be wherever the consumer is” whether it’s a department store, a mom & pop shop, or online. – Andrew Fletcher VF Sportswear


Renting allows RTR to introduce people to new brands & transition a potential designer customer out of fast fashion into better shopping habits. 

Zara and H&M are essentially rentals. You know it’s going to last 2-3 wears and then fall apart. “Rent the things you’ll  only wear one-three times. Then take the money you save and invest in better shoes, a better purse, etc.”

On their new Brick & Mortar location:

Now that there is a store – if you ever have a problem, we can solve it within an hour. Also, there is an “element of security going into a physical store that will never be achieved online” JH

Online (thanks to data)  you can service the customer in more ways than brick and mortar. More about personalization.

45 min with a stylist and you’re outfitted for the entire season (social calendar is integrated in personal info)

On their new "Unlimited" subscription service:

“What woman doesn’t have a dream of a constantly rotating closet? What if there was a trap door in the back of your closet that took you into the rent the runway warehouse.” Hyman's dream for the "unlimited" subscription service.

What is RTR Unlimited? Very similar to Netflix à la 1998, you pay a monthly fee & then are sent 3 things from your queue at a time.

On the trajectory of the company:

The mission has evolved from delivering “Cinderella Moments” because that idea really relates to a guy. The 5 million customers have shown that they are dressing up for so many other reasons than just occasions involving men. That they are cooler, more diverse than they originally anticipated.

Will RTR segue into menswear, too? Probably not. Sticking to their value proposition: Self confidence, fun with fashion,  - doesn’t resonate as much with men, so the service will continue to focus on women for now.

Keep every year and every chapter in the story of the business full of new entrepreneurial experiences.

First we were disrupting others and now we’re constantly disrupting ourselves, internally.

Average woman dresses up for 28 special occasions per year. (dates included) – 5 yrs later, 34 occasions per year (because rent the runway is a cheap & easy solution to dressing up. So the mentality has shifted.) increasing the size of the designer market. Be smart about the way we consume.

On speaking to VCs:

Make it clear how massive of a market potential there is, if the immediate reflex which is to relate the concept to their wives, does not hit home.



Symphony Commerce gave a presentation on their approach to re-fashioning fashion business infrastructure.

Notes from that presentation: 

How tech can help / or not / scale a business

100 times cheaper to build a tech company now from 10 years ago

how to bring the same scale & efficiency to fashion & retail?

Internet= cost, intelligence, reach

Disintermediation (Everlane), intelligence (stitch fix), infrastructure (Yoox)

“Take the same sophistication of infrastructure of an Amazon and apply it to emerging and fast growing brands” & 

“How do you bring infrastructure to an emerging brand?”

It might be easy to START a brand today, but it’s much more competitive to SCALE a brand.

How much time (forget money for a second) is spend on order related issues? Logistics issues. (right now growing startups are spending 50% + of their time on these issues)

It’s a business operations issue – one client scaled from 4-40 million over 18 months with the same employee count. Just better organized. Usually adding employees every million you grow, but there are more efficient ways to grow.

Iteration on store front. “It’s not a one time build”

Their insourcing vs outsourcing timeline: 

1-2-5 million your in-sourcing because you’re non-stop iterating (nimble & agile in your business) then around 5-50 million you can outsource much more (definitely fulfillment and maybe store front) so the team can focus on making a better product. Then upwards of 50 you have enough scale to bring it back in. You’re in a new phase of iterative process. Investing in R&D.

Understanding the inventory velocity across channels – online and offline inventory fulfillment is handled separately. Marry the relationship of online and offline fulfillment of inventory

Omni channel retailing REQUIRES omni channel fulfillment. (Requirements of wholesale shipments that have heavy charge backs for miss-packaged orders)

How do yo go back from outsource to insource? Fashion Digital in LA – Clarins is an example: They left marketing outsourced but they brought the operational side back in-house.

Customer service is one factor that should always be in-sourced for certain types of brands.

Rebecca and Uri Minkoff talked about their new retail location which is the most advanced tech-oriented Brick and Mortar store this shopper has ever heard of. 

The editors' response after the preview: "You gave me something I didn't know I wanted but now I know I need."

Others said that it preemptively ruined every other store shopping experience. Or that it is like a new kind of therapy.

They highlighted these considerations for the foundation of their design and interactive components:

The moment of entry


The approach

The fitting room


The checkout

Their goal, as they stated, is to constantly be pushing the boundaries of how technology can serve their business. Their version of the customer experience seems to be actually customer oriented and not data oriented. They have considered the human aspect of everything they do, which makes the technology feel natural and intuitive. 

I have lots of love for the values of this company, granted all I know of it is how active Uri and Rebecca are in their transparency about the brand and their communication for the benefit of their business but also those with whom they share.

Smart Manufacturing Panel:

Why have fashion brands been slow to adopt technology?

Because: technology is inaccessible & expensive- Francis Bitonti

Specialized manufacturers are necessary for a lot of these technologies  (integrated tech in textiles, etc) Manufacturers must become very hybrid.

“We have to create tools that enable the hybrid experience from both sides” AP

Software that is enabling & engaging for designers – pattern makers understanding the translation of 3d-2d back to 3d.  They aren’t yet trained to think from 3d to 3d.

“There is a 3D printing aesthetic that is coming from the materials and capabilities that are available to us” but bringing artisanship into the 21st century can result in a product where people say “How did you achieve that form?”

“3D printing has the potential to be sustainable but right now isn’t” Amanda Parkes

Would love to create a line of garments that literally disintegrates after 3 months.

“Either it’s meant to stay, or it’s not meant to stay” Let’s not make more clothes that are destined for the landfill. AR

We need to look outside of the fashion industry for the innovation that will inform our future choices.  (tomato farmers in California using biodegradable mulch, for example)

“It’s very important to us not to see the technology” SS

Then the tech is completely seamless – this will make it easier for brands to connect it to the consumer.

“I want my garment to be my computer. We need to relearn the human-computer interaction to evolve this idea.”

“The further we go, the more biology + tech will go into these products. We are actually at the height of exposure now” AR responding to a question on heath concerns in wearables & smart textiles.

You can’t think about the limitations you have to look at the solutions and define your business around that process. – FB

Tesla, for example, they realized they have to make batteries. It’s not enough to make a solar car.


One last thought that came up on both days is about the division between fashion and technology: many people were saying you have to choose which one you are, but isn't this a mixed message? Here we are at a conference promoting the mergence of fashion & technology, and all of these speakers are insisting that you can't be both. But of course we then demand everyone be both.

Simon Collins “You’re either a designer or a startup founder.”

When you take the tech out is the product still something the consumer will want? If no, then look into the licensing route – collaborate with designers.

“Be tech or be design – you need to choose one or the other.” 

The point is clear, and it's a valid one: collaborate, don't fake it. If you don't know design, find a designer. If you don't know technology, find an engineer. We might not have many who can do both right now but we do have a few and that number will grow. But in the meantime, cross-disciplinary cooperation is our best tool.



Decoded Fashion Summit London

Decoded Fashion Summit, London May 13, 2014

There You Have It : from Sarah Watson presenting as Group Mobile Leader,  Net-a-Porter

There You Have It : from Sarah Watson presenting as Group Mobile Leader, Net-a-Porter

It’s like guys who signed up for women’s lit classes in college just to be surrounded by a room full of girls. No other tech conference will gather together so many women, much less see as many beautifully styled outfits and high heels, than Decoded Fashion, the Fashion & Tech conference and hackathon series founded by Liz Bacelar.

Yesterday’s summit in London, held at the Somerset House, brought to the table a diverse set of profiles from both sectors (during lunch, introductions were followed with: “are you from the fashion side or the tech side?”) and a group of innovative entrepreneurs who pitched the result of 24 hours of business development with the chance of earning a great opportunity to implement their idea with AllSaints. The unofficial, yet recurring themes of the day were mobile, mobile, mobile, and the power of imagery as a vessel for tech and for brand identity.

Photo May 13, 4 34 48 PM (1).jpg

In the first panel of the day, on the new challenges in ecommerce, LYST founder Chris Morton insisted on the power of storytelling within brands’ own ecommerce platforms versus pure utility of a site like Amazon with which we associate words like  “cheapest” and “fastest,” and the idea of offering everything, not luxury. And Charlotte O’Sullivan, Head of Group Online at Mulberry, reminds us to “think bigger than your online store.” Adding, it might not be sexy, but “my stuff arrived on time” is one of the best moments to engage the customer in a positive emotional experience.

A brief mention of CRM and linking the consumer experience in store and online alluded to some omni channel efforts, but there was a general evasiveness towards the technical questions that moderator Mike Butcher (TechCrunch) kept trying to steer towards. It feels that luxury is behind contemporary fashion in this regard. The conversation felt a bit old fashioned and manual in regards to personalization as well, the idea of hand written notes and brand ‘insider-ship’ via Instagram, which begs the question: How do you scale personalization?  LYST seemed to have an answer in their staffing strategy: 30/50 employees are data scientists and engineers, providing them the knowledge necessary to personalize in new ways through tech, which is infinitely scalable. The argument: if the service is refined enough, tech strategies can feel as personal as a hand written note.


Imagery was credited in many contexts, from both the tech side and the fashion side, as a critical tool for brand engagement and customer retention. Because both consumers and brands create images, imagery becomes a dialogue rather than a brand monologue. Olapic, a disruptive, image-based content aggregator, enables brands to engage their consumers by gathering images from across the web for brands to then reintegrate into their communication. The power of the image has, thus, made it a full 360 degrees, just as we are moving into the 3D space becoming more prevalent in brand experience.

Lulu Guinness brought along a lip clutch, saying that as long as strict quality control is in place she would embrace 3D printing, using code as a distribution method. Leap Motion (control the digital world through hand gestures, rather than touch) and Inition (think Oculus Rift and the Topshop virtual reality live stream) are already offering ways to navigate online and move through the world, also providing access to the inaccessible through virtual and augmented reality.

Fashion struggles, understandably, to integrate these tools into their brand experience, but as the technologies become more affordable and adoption more pervasive, we can imagine the idea of going shopping in brick and mortar meaning something very different for today's youth and coming generations.

LuLu Guinness and Liz Bacelar

LuLu Guinness and Liz Bacelar

The prevailing issue of ecommerce affecting everyone from high-street to luxury, order returns, was addressed by four competitors in the fit technology space in a conversation that covered the importance of visualization, how they gather their data, and how technology can help companies “be more profitable in a more efficient way.” True Fit uses a comparative data system, taking specs of key body areas to put variable brand sizing in context; Metail bases their fit tech off of a physical body model of the customer; Virtuesize compares the specs of something you already own to something you want to buy. 

Of the four companies, the only one not to use some kind of visualization is True Fit. The decision, co-founder Jessica Murphy explained, is that they don’t want to “oversell the client (brand)” whose imagery is so personal to their narrative. The fit tech visualization might break the spell and “get in the way of the Buy button.” She argues that the purity of their tool “gets at the subjectivity not just the utility” and thus does not interfere with the emotional connection brands work hard to create with the customer through to purchase.

William Kim, CEO,  AllSaints  breaks down the components of a brand

William Kim, CEO, AllSaints breaks down the components of a brand

The ultimate highlight for me personally was the panel led by Juliet Warkentin (Amazon Fashion UK), including Frederic Court (Advent Ventures), Daniel Bobroff (ASOS), and Ben Jones (CTO AKQA). Their cumulative experience in the tech industry across platforms, from gaming to investments, provided rich dimension and insight into how successful tech principles can be applied to fashion businesses, and how tech can be a powerfully scalable tool in building out service, experience, and using intelligence (i.e. big data).

While there was an agreement that mobile is a direction of the future (it is the main portal to the Internet in China, for example), Jones reminded us that mobile is not always right: “it depends on the context.” And that in regards to mobile and all other decisions, “everyone should take the approach of experimentation.”

The summation of their discussion came in the contradictory yet complimentary assertions from Frederic Court, “it’s all about product,” and Daniel Bobroff, “you need to provide a service,” after which he added: “the definition of a brand is going to change.” It doesn’t seem new that brands are defined by the identity narrated through their products and the experience of their service, but therein lies the enigma of tech: inventing totally new ways to systemize and aggregate, on a global scale, networks that already exist but are invisible – that is until an innovator manifests them through a platform or design and our world is forever changed.

This thought gets to the meat of the issue, which lies in the disparity between the concept of a brand in the experience-centric tech world, and the concept of a brand in the product-centric fashion world. It is only through these conversations, and much experimentation, that the two will find their common ground. Decoded Fashion has created a space for that to develop. What remained unanswered, although fruitfully explored throughout the day, was the question that concluded the summit, from William Kim, CEO of All Saints: “Why don’t fashion companies think like digital brands?” The aesthetics of front-end design (i.e. digital) are more easily compatible with fashion than the futuristic aesthetic pervasive in wearable tech (a term Liz predicts will evolve into something more fitting as the products themselves evolve) so in the meantime, the challenge goes out to fashion brands to embrace change, to experiment, and to be a part of this inevitable and exciting future of the industry.

Carrie Tyler, Editor,  Never Under Dressed

Carrie Tyler, Editor, Never Under Dressed

Three of the five hackaton pitches included two runners up: Bespoky, a social media concept connecting shoppers to sales associates based on personal style profiles in the app, and Suffro, a fitting room browser to pull new pieces and different sizes without having to search for the sales associate while half dressed, respectively. Both proposed pushing brand content to the device while the customer waits. The winning team, Loop, enables the customer to create an active wish list, scanning products they want to purchase to receive alerts when stock gets low. The implications of the tool are great for the customer, empowering them to buy when they want, and for the data collection of the retailer. I love their 360 degree taglines: Helping the customer “stay in the loop” and the retailer “close the loop.” Well done.

Sound bites:

“Let’s get geeky.” – Mike Butcher, Editor-at-Large, TechCrunch, reminding panelists to get to the tech-of-the matter: a little more geek, a little less fashionista.

“The words “big data” and “emotion” don’t really go hand in hand, do they?” – Mike Butcher

“Be fearless or you’ll be left behind.” – Lulu Guinness, Designer, on embracing technology

“Free consumer experience is eating your profit margins like a monster” – Jeroen Vanderhaeghen, CEO & Co-Founder, Hyghlyne

“The boring things will define the brands of the future…you build your foundation and then you build your castle.” – Ben Jones, CTO, AKQA

“We need to move to a stage where technology is more invisible…we are all still uncomfortable with the amount of time [the smart phone] is present in our lives…” Maybe wearables have an answer here. – Daniel Bobroff, Investment Director, ASOS

“It pains my heart to see people waiting.” – William Kim, AllSaints, on his desire to streamline the purchase process in store.

“Awareness creates intent. Forward thinking brands are catching on” – Alicia Navarro, Founder, Skimlinks