What would you consider the most defining moment of your professional career that sparked your interest in D2C space?
The most defining moment in my professional career that sparked my interest in the D2C space was back in 2021 when my founding team and I were interning with an EdTech company called Unschool, based in Hyderabad. During this time, we initiated our own student community program, which scaled significantly, achieving a turnover of approximately ₹2.5 crores.
This experience revealed a notable shift in the Indian consumer mindset. Consumers were beginning to place more trust in Indian products and services, with “Made in India” evolving from a taboo into a celebrated trend. Brands in the consumer space were emerging rapidly, such as Bewakoof and Souled Store in fashion, and Bluorng in the luxury segment, which were performing exceptionally well.
We recognized this tectonic shift in consumer preferences, where quality and innovation in Indian-made products were gaining acceptance and admiration. It became clear to us that this was the right time, industry, and space to dive into. The timing aligned perfectly with our ambitions and our age, making it an opportune moment to contribute to and grow within the evolving D2C ecosystem.
How do you ensure Weezy’s designs resonate with Gen-Z’s ever-changing fashion preferences?
To ensure Weezy’s designs resonate with Gen-Z’s evolving fashion preferences, we start by leveraging insights from within our team. Our designers, aged 21 to 22, are themselves part of Gen-Z, bringing fresh perspectives and a natural understanding of the audience. This alignment ensures the designs inherently reflect the preferences of our target demographic. Our process begins with trend analysis—identifying which societal segments align with current trends. For instance, Gen-Z might connect more with cultural debates around artists like Kendrick Lamar and Drake rather than political themes. This knowledge allows us to tailor designs to resonate with their interests.
We also consider competitive trends and incorporate insights from a feedback system involving a close-knit group of 100-200 individuals. These participants represent the broader audience and help validate design concepts. If the majority resonates with a design, we proceed to the next stage. Before full-scale production, we pilot test the designs offline to gather real-world consumer feedback on touch, feel, and appeal. Only after clearing these stages—trend analysis, design, feedback, and pilot testing—do we scale the product for a broader market launch. This multi-layered approach minimizes risks and ensures our designs effectively connect with Gen-Z.
What steps has Weezy taken to balance sustainability with affordability and fashion?
At Weezy, we strive to balance sustainability with affordability and fashion by embedding conscious practices into our processes. While we are not operating at the
scale of brands like H&M or Zara, we leverage our smaller footprint to minimize waste. Our robust feedback system ensures that every product is created with purpose, reducing the risk of overproduction or excess inventory.
Understanding the environmental impact of materials, such as the high water consumption associated with cotton, we remain mindful of our choices. Although we
cannot yet overhaul the material sourcing process, we focus on minimizing waste by ensuring every product we produce serves a clear need.
Additionally, we integrate community-driven initiatives to promote sustainability. Through CSR programs, we collaborate with college students to facilitate clothing
exchanges. For example, customers can trade three of their old garments for a new Weezy product. The collected garments are then donated to individuals from underprivileged backgrounds. This approach not only fosters circular fashion practices but also contributes to society, reinforcing our commitment to creating an eco-conscious yet affordable brand without compromising on style.
Any two shifts in trends in consumer behaviour that you observed recently?
The major trends that I have recently observed are as follows:
1. The Rise of Silent Luxury
One significant trend is the shift from traditional luxury to “silent luxury.” This refers to consumers prioritizing high-quality, understated products over flashy branding. Today’s shoppers value sustainability, inclusivity, and cultural sensitivity. For a brand to scale, it’s no longer enough to rely solely on celebrity endorsements; brands must align with ethical practices and ensure they don’t offend consumer beliefs. Silent luxury also emphasizes superior craftsmanship and fabric quality. For instance, younger audiences now notice details like GSM in cotton, reflecting their increased awareness of how products impact society and the environment.
2. Preference for Variety and Novel Experiences
The second trend is the consumer’s desire for variety and new experiences. Social media and reduced attention spans have led to a decline in brand loyalty. Today’s shoppers quickly disengage if a brand fails to excite or adapt to trends. Unlike older generations who stick to familiar brands, younger consumers explore options driven by FOMO (Fear of Missing Out). Brands must innovate continuously to remain relevant, as static strategies risk losing consumer interest and hinder growth.
What’s one mistake you see early-stage D2C brands making that can be avoided?
A major mistake early-stage D2C brands often make is trying to do too much at once. Founders tend to get carried away, attempting to solve multiple problems
simultaneously instead of focusing on one core issue at a time. The priority should be to create a great product and identify what sets the brand apart. However, many founders spread themselves too thin by diving into various strategies—digital marketing, offline marketing, and marketplaces—without fully solving foundational challenges.
This fragmented approach leads to inefficiencies, and once the brand is stretched too thin, it becomes difficult to recover without significant effort. Another pitfall is
over-planning instead of executing and learning through trial and error. Founders should embrace failure as part of the process and avoid overconsuming advice from social media, podcasts, or YouTube. True success comes from doing and iterating, not merely absorbing advice.
