While VCs pushed direct-to-consumer, Faherty's founders blended wholesale, retail, and online sales. This diversified revenue, managed cash flow via wholesale factoring, and built brand presence in a way a pure-play DTC model couldn't.

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.

Instead of rushing in, the founders spent over a decade preparing. Mike learned design at Ralph Lauren, and Alex learned finance on Wall Street. This patient, deliberate skill acquisition provided the foundation for their venture.

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.

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.

The founder's number one piece of advice is to 'get on the plane.' In an era of digital communication, physically meeting customers is a powerful differentiator. He was shocked by how many customers said his was the only startup vendor to ever visit their office. This direct, in-person connection provides insights that competitors miss.

Co-founder Brent Ridge personally staffed a small table at luxury retailer Henri Bendel for six straight weeks. This high-touch, in-person effort allowed him to tell his story directly, which attracted a buyer from Anthropologie and an editor from Vanity Fair, catapulting the brand's growth.

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.