When he launched Fear of God in 2013, Jerry Lorenzo, a fashion novice at the time, was uniquely positioned to succeed. He promoted parties in Los Angeles, where he got to know lots of influential people. He worked in sports marketing, where he learned how to sell a product. And, perhaps most crucially, he spent time in the stockrooms of companies such as Gap and Diesel, where he familiarized himself with fabric and fit.
LORENZO: The biggest difference is how flexible and fluid we are, and how quickly we can get to a decision and activate. With a lot of these companies, the levels of bureaucracy and people involved slow down the creative process, and make it a little tougher to respond to or direct the culture. In most of these previous relationships, that’s why we’ve been brought to the table. We’re able to activate so quickly, and move based on conviction and instinct, and not wait for an okay.
JEAN-RAYMOND: We’re cracking this lane wide open, and that shit is fatiguing, bro. It’s been so hard to balance the needs of 700 Reebok employees, while giving my 15 Pyer Moss employees quality time.
LORENZO: All you can do is plant the seeds, man. Water them to the best of your ability. You don’t really have any control over how they grow. It’s like having kids. I’ve got three, and I’m seeding them as much as possible—spiritually, physically, emotionally, mentally. But once they’re grown, their decisions are really out of my hands. That’s the reality of what we do in fashion. If we see somebody on the street wearing our product wrong, we can’t go over there and fix the jacket.
JEAN-RAYMOND: Never underestimate that. What has the reception been like to Fear of God’s Seventh Collection?
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