Introduction

Coresight Research is a research partner of Shoptalk Fall 2025, which is taking place during September 17–19 at the McCormick Place Convention Center in Chicago, Illinois. Shoptalk Fall is an annual conference that unites executives from retailers, consumer brands and technology vendors to discuss emerging themes, innovations and the future of commerce. It serves as a complementary, second-half-of-the-year counterpart to Shoptalk Spring—offering industry leaders another strategic touchpoint to connect, collaborate and act on fast-moving trends.

The sessions at Shoptalk Fall are categorized into four major themes which we presented in our guide to the event and that align with Coresight Research’s predictions for retail in 2025 and beyond:

• Data-Driven and AI-Augmented Retail Intelligence
• Product Curation and Innovation Under Pressure
• Brand Identity, Loyalty, and Customer Experience in a Shifting World
• Leading Through Volatility and Change

In this report, we present key insights from the first day of Shoptalk Fall 2025, which covered the themes of Data-Driven and AI-Augmented Retail Intelligence and Product Curation and Innovation Under Pressure.

Shoptalk Fall 2025 Day One: Coresight Research Insights

1. Data-Driven and AI-Augmented Retail Intelligence

Scenario Planning and Operational Agility

Retail leaders opened Shoptalk Fall 2025 with a focus on how data and AI are reshaping resilience and decision-making in volatile conditions. Jamie Bragg, Chief Supply Chain Officer, EVP, Tailored Brands, discussed the importance of scenario planning in navigating tariffs and supply chain disruptions. He explained that Tailored Brands operates with a base plan alongside backup strategies (plan B and plan C) to ensure agility. He stressed that Key Process Indicators should be treated as “guardrails” rather than rigid targets, helping teams stay aligned yet flexible when disruption hits.

Kim Roxie, founder and CEO of LAMIK Beauty, discussed that the decision to bring shipping in-house, after previously relying on 3PL partners, enabled the brand to significantly reduce operational costs, hire full-time employees and gain the flexibility to handle last-minute retail requests from partners like Ulta and JCPenney. By moving distribution to Tulsa, Oklahoma, while continuing manufacturing in Houston, LAMIK gained both cost savings and speed, ensuring it could respond to demand fluctuations more effectively. Roxie emphasized that there is no single right way to structure fulfillment, but the ability to pivot quickly is essential to resilience.

David Gaylord, CEO of Bushbalm, described a massive pivot from a direct-to-consumer (DTC) model to a B2B strategy that now supports over 13,000 professional waxing salons, with a goal of expanding to 15,000 by year-end. The company invested in building specialized product lines for waxers and developed customized digital portals that look more like enterprise software platforms than typical wholesale tools. Gaylord highlighted how in-person activations with estheticians, as well as large-scale events, to launch new products, became a crucial part of their growth engine. He noted that consumer wallets and professional networks ultimately determined the brand’s trajectory.

Jamie Bragg, Chief Supply Chain Officer, EVP, Tailored Brands (Left); and Tanzil Uddin, SVP, Content & Partnerships, Manifest (Interviewer)

Source: Shoptalk Fall

 

Agentic AI in Retail Operations

Startups Spangle, Assembled and Coframe discussed how agentic AI is moving beyond automation to orchestration. Collectively, the speakers emphasized that AI initiatives must be directly tied to tangible business outcomes, such as revenue growth, cost reduction or time savings, rather than being pursued as isolated technology pilots.

Manju Kuruvilla, Founder & CEO, Spangle, discussed that the company is building shopping journeys that self-optimize from ad through conversion, fundamentally rethinking the way consumers discover and buy. Its platform delivers context-aware, end-to-end experiences powered by an agentic AI engine called ProductGPT. The company reported measurable impacts, including a 60% increase in return on ad spend, a 50% lift in revenue per visit, a 15% increase in average order value and conversion rates lifted by as much as 30%. He noted that traditional brand websites were not designed for the way consumers now shop, and predicted that the future may not even include websites in their current form. Instead, personal digital agents, integrated with consumer calendars and preferences, will drive discovery and shopping.

Ryan Wang, Founder & CEO of Assembled, explained that the company focuses on the customer experience side, blending AI-driven orchestration with human expertise. The platform uses historical order data, customer type and user segments to enrich cases and personalize responses. Importantly, it avoids a one-size-fits-all automation approach and instead enables dynamic AI-human handoffs, ensuring that complex or high-value cases receive human attention while routine interactions are handled by AI. Wang stressed that in today’s environment, one bad customer service interaction can cause permanent loss of a customer—and with the amplification effect of social media, the stakes are even higher. By orchestrating smarter workflows, Assembled helps brands reduce handling time, route cases more effectively and scale support while maintaining personalization.

Josh Payne, Co-Founder & CEO, Coframe, revealed that 95% of website traffic does not convert. Traditional conversion optimization is often slow and costly, with experiments taking weeks to launch and requiring significant resources. Coframe applies next-generation AI to create and run experiments in hours instead of weeks, enabling companies to test at 10x the previous volume and dramatically cut both time-to-market and experimentation costs. The company works in partnership with OpenAI and has already delivered double-digit ROI multiples for clients by increasing conversion rates, saving teams time and reducing operational costs. He emphasized that experimentation, once an expensive bottleneck, can now become a continuous, AI-enabled growth lever.

Left to right: Josh Payne, Co-Founder & CEO, Coframe; Ryan Wang, Founder & CEO of Assembled; Manju Kuruvilla, Founder & CEO, Spangle; Paul Meinshausen, CEO, Aampe and Pano Anthos, Founder & Managing Partner, XRC Ventures (Interviewer)

Source: Shoptalk Fall

 

Supply Chain Agility and Optionality

Supply chain executives also reframed agility in practical terms, offering a nuanced view of how resilience is achieved on the ground. They stressed that agility does not necessarily mean being lean, but rather having alternatives and redundancies to draw on in the face of disruption.

Jennifer Kobus, DVP, Global Supply Chain, REI, described agility as moving beyond reactive pivots to building a culture of continuous improvement, fueled by test-and-learn practices. The company now experiments with small-scale initiatives that can be scaled if they deliver value, ensuring flexibility without sacrificing operational stability. Derek Geiss, Chief Supply Chain Officer and EVP, International, Nutrabolt, echoed this but framed agility as “optionality”—the ability to maintain multiple sourcing and logistics pathways that allow for rapid adjustment when conditions change.

Ninaad Acharya, Co-Host, eCom Logistics Podcast & Co-Founder & CEO, Fulfillment IQ, broadened the conversation to include data and systems. He stressed that dashboards and visibility tools must go beyond reporting and provide actionable intelligence. A dashboard that cannot translate into a clear action for a supply chain manager is of little use. Equally, while compliance frameworks are important, retailers should balance strict accountability with empathy by regularly engaging vendors, understanding their constraints and co-developing solutions. This approach builds stronger partnerships and creates more transparency in moments of stress.

Speakers also highlighted the international dimension of agility. Geiss described Nutrabolt’s asset-light model, leveraging contract manufacturers and 3PLs across 120 countries. Strategic partnerships and joint ventures have helped the company localize effectively and get closer to consumers in diverse markets. Kobus emphasized the importance of ensuring the right product is in the right place at the right time, whether for seasonal surges or omnichannel fulfillment needs, such as BOPIS. Both companies agreed that partnerships—between retailers, brands and logistics providers—will increasingly be the engines of resilience.

Derek Geiss, Chief Supply Chain Officer and EVP, International, Nutrabolt

Source: Shoptalk Fall

 

2. Product Curation and Innovation Under Pressure

Physical Retail as Customer Acquisition Engine

Kate Gulliver, CFO and Chief Administrative Officer of Wayfair, discussed how the company is navigating rapid change in retail by experimenting with physical formats, strengthening supplier partnerships, and leaning on promotions and loyalty programs to deepen customer engagement. She explained that Wayfair’s entry into physical retail has already yielded important insights. The company opened its first store in Chicago about a year ago, with results that underscored the value of a brick-and-mortar presence in a predominantly offline category. Remarkably, more than half of in-store shoppers had never interacted with the Wayfair brand before, highlighting physical retail as a powerful acquisition channel. Certain categories, such as giftables and storage, are proving to perform better in-store than online, reinforcing the consideration of category and assortment performance by channel.

Gulliver also pointed to the importance of shipping speed in the furniture category, where most shoppers do not leave the store with a product in hand. Wayfair leverages its nearby Chicago fulfillment centers to deliver items within one to three days—an experience that, in Gulliver’s words, left customers “impressed with how quickly and conveniently our delivery experience was.” The physical channel also benefits suppliers, who see the store as another valuable channel for customer exposure.

On the topic of tariffs and pricing pressures, Gulliver emphasized Wayfair’s broad supplier base and its marketplace model as key levers. “We work with thousands of suppliers all over the world. Our goal is to provide the best products for our customers. That is our north star,” she noted. The company communicates closely with suppliers to provide competitive intelligence, setting clear expectations for pricing, delivery speed and quality, which helps determine product visibility on Wayfair’s website. Geographic diversity, along with the company’s CastleGate fulfillment network, has also enabled suppliers to bring goods into the country more quickly and explore value-oriented pricing strategies.

Looking toward the holidays, Gulliver outlined a multi-pronged approach centered on promotions and loyalty. Promotional activity, she said, has become a consistent feature of the category over the past several years and remains an important lever for Wayfair: “Promotions have been a critical tool in helping us get in front of the customer,” she explained, adding that 70% of revenue generated during promotions comes from non-promoted items. She added that the furniture category has seen an increased promotional environment over the last two years. The company is also leaning into newer initiatives. The Wayfair Verified program, which puts a company “stamp of approval” on recommended products, is particularly relevant during the holiday season when customers are shopping for seasonal and giftable items. In addition, Wayfair’s loyalty program, launched in October 2024, has already shown strong momentum and will play a central role in the holiday push, offering unique benefits, such as early access to promotions.

Leaders from U.S. Polo Association and HANRO shared their perspectives on expanding channels strategically while staying close to rapidly evolving consumer behaviors. Both emphasized that understanding the customer requires constant listening—whether through physical retail feedback, surveys or experimentation with new selling channels.

Strategic Channel Expansion in Volatile Times

For U.S. Polo Association, physical retail remains a critical insight engine. Jose Nino, VP, Global Digital & Ecommerce, U.S. Polo Association, noted, “bricks drive clicks,” and the brand’s global network of 1,200 stores provides invaluable signals that inform adjustments to both direct-to-consumer channels and marketplaces. For HANRO, direct consumer feedback underscored the demand for product freshness and newness, as well as calls for more dedicated physical stores. Marianna Satanas, President, USA, Hanro, explained, “We conducted a consumer survey that was an incredible feedback loop to get closer to the client.”

Channel expansion decisions were framed as a balance between data-driven rigor and brand strategy. HANRO’s launch with Nordstrom Men’s digital illustrates this point. The brand carefully selected its digital assortment by blending top-selling basics with strategic price points while ensuring alignment across its own eCommerce site, wholesale and physical stores to avoid cannibalization. The approach has been successful—HANRO has already surpassed its 2025 sales goals with Nordstrom. U.S. Polo Association, meanwhile, prioritizes marketplaces that allow strong brand storytelling and control. Nino pointed to Zalando’ Content Management System (CMS) capabilities, which enable brands to create a richer “brand home.” He stressed that while the marketplace model is shifting toward drop-shipping, “our biggest risk is not holding inventory, it’s taking control of the brand narrative, including story and price point.”

Experimentation has become central to growth, particularly across new digital channels. U.S. Polo Association has tested livestream channels in China and broadened its reach through TikTok, Little Red Book and Shop VIP after challenging results on Tmall during the last Singles Day. As Nino explained, diversifying is essential as the cost of brand visibility climbs. HANRO has been bold in exploring connected TV, launching a small campaign with adtech platform MNTN. Satanas Marianna reflected on the surprising success: “Honestly I was taken back by the results, it blew my mind… Within six months, we reached over one million households in the U.S. with a 7% conversion rate on a minimal budget.” The campaign proved to be not only an acquisition tool but also a powerful driver of brand awareness.

Operational excellence was another recurring theme. Both brands underscored the value of Shopify for integration and efficiency. Nino highlighted how its flexibility simplifies marketplace integration, while Satanas described HANRO’s re-platforming to Shopify+ as a “gamechanger,” though legacy systems continue to pose challenges.

Left to right: Jose Nino, VP, Global Digital & Ecommerce, U.S. Polo Association; Marianna Satanas, President, USA, Hanro; and Valerie De Charette, Partner, TOMORROW (Interviewer)

Source: Shoptalk Fall

 

Merchandising Agility and Lifestyle Expansion

Merchandising agility was another recurring theme. Shopbop’s Chief Merchandising Officer Stephanie Roberson shared how the company is balancing customer focus, cultural insight and agility in merchandising to “future-proof” its product mix. Roberson described the approach as a careful balance of art and science, where data-driven decisions intersect with instinct and risk-taking.

Future-proofing begins with curation anchored in customer obsession. Shopbop constantly analyzes signals from social media, the runway, street style and internal sales data to determine which trends to pursue. The Shopbob team distinguishes between short-, medium- and long-term trends, responding to the former with rapid merchandising pivots. For example, when Taylor Swift’s engagement dress sparked buzz, Shopbop curated and promoted a collection within an hour—showcasing the company’s ability to respond in real time.

Category expansion also plays a role in building long-term loyalty. Roberson highlighted the opportunity to extend into lifestyle areas, such as home décor, to strengthen brand affinity: “We want to be able to dress their table while they are entertaining at home.” Shopbop tests micro-trends with small, curated assortments online and on social media, scaling quickly if consumer response is strong. The company encourages bold merchandising through initiatives like the internal “Risk Taker Award,” which empowers buyers to trust their instincts—an approach that paid off in trends like jelly shoes, which sold in unexpectedly high volumes.

Shopbop frequently collaborates with brands to co-create new categories or exclusives that resonate with its most loyal shoppers. As Stephanie put it, “The more ways we play into customer lifestyle, the higher brand affinity they will have for Shopbop.” This balancing act also helps mitigate risk by ensuring that high-growth areas are complemented by a stable core business to protect profitability.

Technology is increasingly central to merchandising decisions. Stephanie highlighted how her team is beginning to use generative AI to optimize buying decisions, such as depth and sizing, as well as to streamline operations and free up time for brand relationships and creative collaborations. AI also plays a role in customer-facing applications, including on product display pages (PDPs) and powering personalization to ensure shoppers discover the most relevant items.

Looking forward, Roberson is excited by the opportunity to leverage technology and in physical experiences. Shopbop has leaned into experiential retail through a growing series of pop-ups in markets, such as Miami, Chicago and Dallas. These activations combine curation, personalization and influencer partnerships to reach new customers while deepening connections with existing ones.

Authentic Connections and Community Commerce

Digital-first brands are navigating unified commerce strategies to build authentic connections at scale. Perelel and ThredUp emphasized the importance of trust, authenticity and community as foundations for growth, while also highlighting the role of channel diversification and social commerce.

For Perelel, community-building began with credibility and trust. Founded as a prenatal supplement brand, it positioned itself as a reliable partner during pivotal life moments. Influencer partnerships played a key role in storytelling and establishing authentic connections with customers. CEO Victoria Thain Gioia said “We launched the brand to create a more credible and trusted company to go to in a pivotal moment in your life.”

Initially launched as a DTC-only brand in September 2020, Perelel leveraged subscriptions to drive recurring revenue in its replenishment category. More recently, they have focused on expanding channels and tracking discovery habits to be “where customers are,” with Amazon becoming the next sales channel. Lessons from its online journey underscore the need for speed, agility and channel-specific strategies. “People want something different from each channel. TikTok, for example, is more engaging, short-form and inspirational,” Victoria explained.

ThredUp’s perspective centered on the evolution of social commerce. Danielle Vermeer, Head of Social Commerce, ThredUp, defined it as “the intersection of social media and commerce—incorporating social elements into the core shopping experience.” With 50,000 new items added daily to ThredUp’s platform, the challenge of unique, single-SKU inventory has been reframed as an opportunity to offer deeper personalization and social-enabled shopping.

Looking forward, ThredUp sees continued momentum in community-driven platforms. Vermeer pointed to media platform Substack’s 35 million subscribers as an emerging model for niche, engaged communities, drawing parallels to Reddit’s earlier role in community-based commerce. Vermeer emphasized the importance of empowering creators: “The best influencer partnerships come from giving the creator the tools and insights to deliver content that resonates both for the brand and their community.”

ThredUp’s own ShopSocial feature represents its effort to embed community and discovery directly into the shopping experience.

Danielle Vermeer, Head of Social Commerce, ThredUp (left); and Alex Baker, Principal, Founder & Retail Lead, Nordic Retail Hub, Disrupt Retail, Digjourney (Interviewer)

Source: Shoptalk Fall

 

Creativity, Joy and Storytelling

Creative leaders reminded audiences that retail’s soul lies in originality, bold creativity and authentic storytelling, underscoring that differentiation goes beyond technology and promotions. Jonathan Adler, Founder & Chief Creative Officer, Jonathan Adler, emphasized that stores must project “swagger” and joy, transporting shoppers into theatrical, uplifting experiences rather than reproducing the sterile sameness of corporate retail. He described the store as a space that should feel like a “mini vacation,” where associates play a starring role in delivering delight. Adler warned against the corporate habit of replicating the same look and feel across all stores, from airports to flagship locations, noting that this strips retail of generosity and surprise. Instead, he championed shock, awe and theatricality as antidotes to retail fatigue.

Dr. Dennis Gross, Co-Founder & Chief Science Officer and Carrie Gross, Co-Founder & Chief Creative Officer of Dr. Dennis Gross Skincare, offered a complementary lesson centered on authenticity and customer relationships. They reflected on building the brand over 25 years, where retention and education, not one-off transactions, have been the true drivers of longevity. They highlighted their early use of “peel parties” and storytelling to build community before the rise of digital platforms and emphasized that empathy and education remain the DNA of the brand. Today, the company’s global expansion, supported by Japanese beauty company Shiseido, rests on maintaining brand DNA while tapping into new resources for marketing, public relations and distribution.

Emerging brands like Pinkie and Laws of Motion explained how startups can disrupt entrenched categories by addressing overlooked consumer needs. Fiona Simmonds, Co-Founder, Pinkie, said that the company focused on puberty products for teens and pre-teens, succeeded in breaking into mass retail channels like Amazon, Target, Walmart and CVS by positioning its products as a one-stop solution for moms shopping for their daughters. She stressed the importance of knowing both the purchaser and the end-user and using humor and education to reach them in the right spaces online. Meanwhile, Laws of Motion showcased AI-driven apparel sizing technology capable of achieving 99% accuracy and reducing return rates to 1%. Carly Bigi, Founder & CEO, Laws of Motion, explained that the technology was incubated within her own DTC brand and trained on billions of data points before being commercialized for licensing. Both startups acknowledged the ongoing challenges of manufacturing, funding and scaling, but illustrated how constant adaptation paired with authentic storytelling can fuel growth.