# Jess Fleischer

Jess Fleischer works on fashion supply chains and on-demand clothing production, and writes about how brands can reduce overproduction through practical changes to manufacturing, logistics, and sourcing.

- Profile: https://b2binfluencer.marketing/creators/jess-fleischer/
- LinkedIn: https://www.linkedin.com/in/jess-fleischer-05b0883
- LinkedIn followers: 9,160
- Topics: supply-chain, supply-chain-management
- Based on 17 dated posts, latest 2026-10-01

## Summary

Jess Fleischer is most useful for practical supply chain and on-demand production advice.

- Best for: Sustainable fashion brands or impact investors wanting a speaker, panellist, or paid advisor.
- Not for: Mass-market or fast-fashion brands seeking paid social sponsorship for seasonal discount campaigns.
- Check first: Confirm whether sponsorships, speaking, advisory, supplier, or editorial collaborations are available and their terms.

### Takeaways

- Clothes should be made after they are ordered, not before.
- The most sustainable garment is the one worn again and again.
- No seasonal discounts, because concentrated demand strains supply chains.

## Main ideas

- **Clothes should be made after they are ordered, not before**: Fleischer argues that producing only what customers have ordered is the core fix for fashion's waste: overproduction is fashion's biggest sustainability problem. The reasoning is operational as much as environmental. Stock that is never made does not have to be discounted, held or pushed through a supply chain under pressure. A company with no inventory can rework its logistics when rules change instead of clearing goods already sitting in a warehouse. They also argue that owning part of your supply chain can be a better business model, not only a greener one.
- **The most sustainable garment is the one worn again and again**: Fleischer separates durability from material sourcing: an organic garment is not automatically the sustainable choice if it is worn a few times and discarded. Coming to fashion from supply chain and Lean manufacturing, they found little data on quality or durability, few or no pilling tests or strength specifications, and a culture where buying decisions rested on how a garment looked and felt. They present that gap, rather than a lack of good intentions, as the practical obstacle to treating longevity as a sustainability lever.
- **Own the supply chain, one process step at a time**: Fleischer treats vertical integration as a running checklist of concrete steps, describing each addition in plain operational terms. They acknowledge the complication: owning facilities usually makes a high third-party sustainability score harder to reach, so insourcing is a trade-off to manage, not a free win. They also say no framework is perfect, while using one to stay accountable.
- **No seasonal discounts, because concentrated demand strains supply chains**: Fleischer argues against discounting as a calendar event, not as a pricing tactic. Concentrating discounts on a single day maximises inventories and supply-chain strain at the same moment, making the whole system more wasteful. Recent years have shown that volatility carries a real cost. The alternative is to produce only what customers ordered and keep the same bundle discounts available all year, encouraging customers to spend mindfully every day rather than on one promoted day.
- **Waste can become raw material when you stay close to suppliers**: Fleischer presents circularity as a chain of named partners and steps, crediting the people and firms who do each part. The same logic applies to premium sourcing: a new material works only if the partner combines craft experience with a forward-thinking attitude, and the relationship itself is part of the product story. They credit team members by name rather than leaving the work anonymous.
- **Judge struggling DTC brands by what they got right**: Fleischer's retrospective on two well-funded direct-to-consumer brands argues that their difficulty came from a playbook with an unmapped ceiling, not reckless founders. They credit what each brand changed in the industry—a new way to make a shoe, and radical transparency about margins, factories and markups—before conceding that raising too much money probably pulled both away from what made them interesting. The piece makes a case for pattern recognition over mockery and declares the author's own stake.
- **Trade policy needs predictability, not only fairness**: On tariffs, Fleischer treats the timetable as more urgent than the fairness question. They describe three weeks to adapt as chaos for global supply chains and argue that unpredictability is the real cost: if a company cannot plan, it cannot invest, and everyone loses. As an operator who had to rebuild a logistics and tax setup quickly, they ask peers for ideas rather than claiming to have the long-term answer.

## Work to read

- [Overproduction as fashion's biggest sustainability problem](https://www.linkedin.com/posts/jess-fleischer-05b0883_supply-chain-has-never-been-the-sexiest-of-activity-7377248716958789632-oxen)
- [Entering fashion from engineering, and the case for durability over aesthetics](https://www.linkedin.com/posts/jess-fleischer-05b0883_when-i-first-entered-fashion-as-an-engineer-activity-7355969454872190976-fjC7)
- [Tracing a T-shirt's offcuts back into a new garment](https://www.linkedin.com/posts/jess-fleischer-05b0883_mathilde-on-our-team-followed-waste-all-the-activity-7430221122463338496-oLA7)
- [Insourcing fulfilment with cardboard shelves and a scanner](https://www.linkedin.com/posts/jess-fleischer-05b0883_some-cardboard-shelves-and-a-scanner-activity-7222164302361743361-FkfM)
- [No discounts on Black Friday, and the supply chain reason why](https://www.linkedin.com/posts/jess-fleischer-05b0883_yes-it-should-be-just-another-friday-activity-7266743351792594944-LWrE)
- [Adapting to new US tariffs with zero inventory](https://www.linkedin.com/posts/jess-fleischer-05b0883_today-marks-the-end-of-an-era-no-more-free-activity-7367125884979367936-_Llg)
- [Looking back at Allbirds and Everlane—and the ceiling in the DTC playbook](https://www.linkedin.com/posts/jess-fleischer-05b0883_allbirds-is-becoming-an-ai-company-everlane-activity-7467477349656330240-8zTZ)
- [A B Corp score that rose after insourcing production](https://www.linkedin.com/posts/jess-fleischer-05b0883_im-both-proud-and-reflective-as-we-share-activity-7364222501746282497-JHap)
- [A cashmere partnership built on artisan skill and textile innovation](https://www.linkedin.com/posts/jess-fleischer-05b0883_true-quality-happens-where-tradition-meets-activity-7391803553121558528-QAYl)

## Brand relationships

- **Son of a Tailor** (employment)
- **LINSIEME - FILATI S.R.L.** (disclosed_partnership)
- **Recutex, Inovafil Fiação, NGS Malhas** (disclosed_partnership)
- **Allbirds** (investment)
- **Everlane** (mention)
- **Copenhagen Business School** (mention)

## Partnerships

The nine posts publish no sponsorship offer, sponsor policy, media kit, rate card, audience-deliverable list, or partnership inquiry route. They also do not say whether any appearance or collaboration was paid, exclusive, or open to new partners, or specify turnaround times, deliverables, or approval steps. Ask directly whether sponsorships, speaking and advisory engagements, and supplier or editorial collaborations are available, and request the terms, lead times, fees, and scope. Confirm whether the company's stated practice of never discounting beyond its year-round bundle offers extends to branded partnership terms. The posts do document experience relevant to speaking and advisory work. Jess Fleischer gave a guest lecture at Copenhagen Business School on corporate sustainability in global supply chains, answering student challenges on consumerism, vertical integration, regulation, and scalability. They also sat on a panel at the Academy of Management conference in Copenhagen, arguing that product durability belongs in sustainability. In production, the company works in long-term supplier partnerships rather than one-off sourcing: Son of a Tailor's editorial platform NOTES interviewed the founder of Linsieme, the Italian cashmere spinner behind its premium line. The Re-Spun recycling loop shows the same pattern of named, multi-stage partners through Recutex, Inovafil, and NGS Malhas.

## Alternatives

- Ashley Daisley: Choose Daisley over Fleischer when the need is alignment or positioning, not production. If a leadership team cannot agree on what the brand is for, Daisley’s published work offers a facilitated method for surfacing exactly that. The Reality Check post describes designing a retail safari for 35 P&G brand leaders: each brand team visited the Allbirds, Everlane and Away stores with one question — what does it feel like to be in a relationship with a brand when there is no retailer in the middle? The exercise reshaped how the team talked about a direct-to-consumer product. The Echo Check post applies the same idea internally: ask ten people what the organisation is building and see whether the answers echo. Amazon Fresh ran at least three different visions at once and the brand lost its story. For a sustainable fashion brand or impact investor seeking a working session with a stated method (the eight-module CAMPFIRE sequence), exercises and a named enquiry route, Daisley is the stronger booking.
- Arvind Chanchal: Chanchal is the better fit for a macro or policy keynote, rather than an operator session: country-level manufacturing shifts, tax and tariff reform, automation, and where textile production may be anchored in the future. The GST post works through a concrete reform programme in detail — simplified slabs, insurance premiums exempted, an expected 0.5 to 1.1 percentage point reduction in inflation, lower taxes on everyday goods, textile competitiveness from cheaper inputs, and unresolved issues including high GST on items above ₹2,500 and RoDTEP compliance delays. It reads as an informed policy briefing, naming both benefits and open problems. For an impact investor weighing where to place capital across geographies, or a brand trying to read the direction of manufacturing policy, this material addresses the question the audience came to ask.
- Jehanzeb Abdullah: Abdullah is the better choice when the need is sourcing discipline and cash tied up in inventory — the commercial side of the same supply-chain conversation. Both posts lay out repeatable frameworks with named consequences. The export post breaks synchronisation into production, compliance, freight and retail timing, and explains why a three-to-four week delay in terry towels does more than move stock: it kills shelf positioning, and once the promotional window is missed, price becomes the only lever left. It names concrete failure points — CBP compliance holds, container rate swings on bulky cotton shipments, congestion at Karachi Port and Port Qasim — and identifies export risk intelligence as the source of advantage in 2026. The MOQ post treats minimum order quantities as a working-capital trap, then gives four responses: mixed containers, greige stock planning, rolling production windows, and MOQ structured by velocity. For a sourcing or merchandising team looking to rebalance inventory risk, this is closer to the daily problem than a founder’s account of a whole business model.

---
AI-assisted summary of public posts. Audience demographics are not available. Engagement appears only where we checked recent posts. Method: https://b2binfluencer.marketing/methodology/