By developing and owning the exact specifications for their fabrics—from the yarn to the finish—Faherty can move production between different manufacturers. This de-risks their supply chain from tariffs and geopolitical issues, as the "makers become less important."

After years of steady growth, the brand launched a flannel-sweater hybrid that "evaporated" from shelves. The success of this single item gave them the confidence and clear signal needed to build a true direct-to-consumer business around it.

In 2015, Faherty made a counterintuitive marketing bet by launching a print catalog precisely when industry giants like J.Crew were discontinuing them. This classic, tangible medium cut through the digital noise and became their first successful paid media channel.

While surrounded by high-growth, venture-backed DTC brands, the Faherty founders learned from those same founders that their slower, more controlled growth was an advantage. This perspective reinforced their decision to avoid the "grow at all costs" pressure of VC funding.

Facing limited capital, Faherty leaned on wholesale. They used factoring—getting advances on purchase orders from established retailers like Nordstrom—to manage cash flow and fund production, a capital-efficient alternative to dilutive venture rounds.

Mike Faherty's deep engagement with overseas factories while at Ralph Lauren built strong personal relationships. These factory owners later became his new brand's first investors and manufacturing partners, a crucial advantage for a startup.

Inspired by Panera Bread's recession strategy, Faherty saw the 2020 pandemic as a unique chance for retail expansion. While others retreated, they aggressively signed 40 long-term leases, capitalizing on low rents and favorable terms.

Focusing solely on direct-to-consumer (DTC) or wholesale is a failed strategy. Nike's retreat from wholesale and Allbirds' late entry into physical retail both backfired. A balanced, multi-channel presence is now a non-negotiable for consumer brands to meet customer expectations.

Before gaining traction in major US department stores, Faherty received unsolicited interest from prestigious Japanese boutiques. This early international demand provided critical validation and accounted for 40% of their initial wholesale business.