Vestiaire Collective
Summer 2025
Head of Consignment Strategy & Operations
SUMMARY
Vestiaire Collective sought to scale its VIP consignment business. With luxury resale becoming increasingly competitive, Vestiaire saw consignment as a growth opportunity that would not just build a new customer base, but a supply of quality luxury products that would increase local-to-local sales, a key priority for Vestiaire given its sustainability focus. I used my creative mindset to get Vestiaire from vision to execution by deeply understanding our global consignment operations and the biggest opportunity areas to scale our capacity to meet ambitious commercial goals.
PROCESS
1. Identify
Working closely with Vestiaire Collective founder and C-suite team, I spent time understanding their strategic vision for the future of VIP consignment and the why behind the effort.
2. Discover
I quickly immersed myself in the roles of our VIP logistics, authentication, quality control, photography, and account management team members through 55+ one-on-one interviews, shadows, and floor walk-throughs.
During these sessions, I exhaustively mapped people, process, and technology, observed pain points and opportunity areas, identified gaps across global warehouses, and built a deeper understanding of and empathy for our VIP operation and commercial teams.
3. Reflect
Based on priority focus areas from the discovery phase and a deep dive analysis of operational metrics, leadership and I aligned on creating a standardized VIP product description that would increase UPH for our quality control teams, improve buyer conversion, and eventually scale to C2C listings.
4. Discover
(Round 2!)
In order to design a user-centric product description, I spoke to 22 luxury resale buyers to understand their needs and desires, and ultimately what experience would provide them the clarity, trust, and speed to purchase.
Additionally, I benchmarked 23 luxury resellers, retailers, and brands to understand Vestiaire’s performance against the industry.
5. Create & Test
From the initial insights collected, I worked closely with the Vestiaire product team, designing three product description mockups in Figma that strategically varied information structure, content, and order.
I developed clear experiment objectives, testing guides, and target user groups for 12 buyer tests via UserTesting.
6. Reflect
With the experiment's success, I synthesized findings from our experiment and research to be integrated into the next round of testing.
OUTCOME
These efforts provided leadership with the transparency required to understand operational complexities and need for global alignment, both key barriers to scaling VIP. The opportunities I was able to identify had the potential to unlock a 400% increase in UPH. Serving as a bridge between the commercial and operations teams brought further alignment and shared goals. The position proved to have significant value as Vestiaire extended my role, hiring a full-time candidate as I returned to my MBA program.
LEARNINGS
Marketplaces are complex. It essentially requires running two businesses at once, between the differing buyer/seller experiences and acquisition strategies
Leading a business segment strategy requires building deep empathy and awareness of various role levels, from warehouse operations to C-suite
Cross-functional collaboration is supported by aligned goals. Even if KPIs vary, there should be at least one connected metric that unites commercial and operations teams
SKILLS
Artificial Intelligence
Executive Advising
Executive Communication
Luxury Resale
Market & Industry Analysis
Marketplace Growth
Opportunity Assessment
Operations Strategy
Process Mapping
Prototyping
User Experience
User Research