Introduction
As fashion continues to accelerate with digital capabilities, one challenge increasingly overshadows the technology itself: building a workforce that can keep up. Competing for talent against gaming, tech, and other industries, brands are being forced to rethink not only how they hire, but how they train, reskill, and retain people capable of thriving in a hybrid, fast-changing environment.
In this Spotlight session, an expert panel of HR leaders, recruiters, educators, and digital managers tackled the real-world complexities of developing a digitally ready workforce, from attracting cross-functional talent, to building internal upskilling models, bridging leadership gaps, managing hybrid teams, and preparing for entirely new job roles that didn’t exist just a few years ago.
🎙️ Featuring speakers across industry, academia and recruitment:
Alexandra Shagzhina, 𝘛𝘢𝘭𝘦𝘯𝘵 𝘈𝘤𝘲𝘶𝘪𝘴𝘪𝘵𝘪𝘰𝘯 & 𝘙𝘦𝘤𝘳𝘶𝘪𝘵𝘮𝘦𝘯𝘵 𝘊𝘰𝘯𝘴𝘶𝘭𝘵𝘢𝘯𝘵
Lynn Boorady, 𝘋𝘦𝘱𝘢𝘳𝘵𝘮𝘦𝘯𝘵 𝘏𝘦𝘢𝘥 & 𝘗𝘳𝘰𝘧𝘦𝘴𝘴𝘰𝘳, OSU
Luca Pascucci, 𝘋𝘪𝘨𝘪𝘵𝘢𝘭 𝘐𝘯𝘯𝘰𝘷𝘢𝘵𝘪𝘰𝘯 𝘔𝘢𝘯𝘢𝘨𝘦𝘳, Bestseller
Christian L Harris, 𝘋𝘪𝘨𝘪𝘵𝘢𝘭 & 𝘛𝘳𝘢𝘪𝘯𝘪𝘯𝘨 𝘌𝘹𝘱𝘦𝘳𝘵
🎥 Watch the full video interview below!
Don’t have time to watch the full video? Scroll down for a summary of key takeaways and noteworthy quotes.
8 Key Takeaways
1️⃣ Employer brand matters but so does speed
Agility and speed of decision making help candidates choose brands
In a competitive hiring market, candidates aren’t only evaluating salary; they look at how fast companies move, how clearly they communicate during recruitment, and whether they show genuine commitment to digital innovation. Platforms like GitHub, LinkedIn, open-source communities, and CSR initiatives help build visibility, but companies also need efficient, transparent recruitment processes that reflect a culture of action.
2️⃣ Flexibility is non-negotiable for today’s talent
Flexibility is a key value companies can offer nowadays to attract the right talent.
Salary remains table stakes, but younger professionals increasingly prioritise flexibility, wellbeing, and having a voice within the organisation. Candidates are drawn to brands where they can contribute fresh ideas, see their impact, and work in environments that respect personal balance and purpose-driven values.
3️⃣ Companies need to create talent, not just hire it
If you don’t know how to create the talent you want, or at least how to support people in getting there, then you’re never going to be able to make sure you have that consistency. And that breakdown in consistency will ripple out to your product.
The panel pointed out that many companies assume talent development ends with university. But in reality, brands must take active responsibility for continuously building the internal capabilities they need – particularly as technologies like 3D and AI evolve. Long-term success depends on having repeatable, scalable learning processes embedded into the business.
4️⃣ ‘Digital Ambassadors’ drive real-world adoption
We try to find these digital champions…people who perform particularly well in adopting new tools. We use them as catalysts – train-the-trainer models – to help onboard the wider teams.
Bestseller’s peer-driven approach demonstrates how internal champions can bridge the gap between tech adoption and business teams. These informal leaders help translate technical features into real-world workflows, making adoption feel more relevant and accessible across functions, age groups, and geographies.
5️⃣ Hybrid skills now outweigh ‘pure’ tech expertise
The sweet spot is the ability to bridge between digital teams and sales or product-heavy teams…you need to translate technical tools into language your business teams actually use.
Companies increasingly need cross-functional translators who can connect technical systems to real commercial needs. Technical proficiency alone isn’t enough – the ability to communicate, simplify, and contextualise technology in a business setting is now a highly valued skillset.
6️⃣ Leadership alignment remains one of the hardest unlocks
Step one as a leader is to provide clarity – what a gift.
Many transformation slowdowns trace back to unclear priorities from leadership. When executives lack a crisp vision or framework for evaluating new tools, frontline teams struggle to advocate for change. Establishing structured pilots, evaluation rubrics, and internal champions can help leaders make smarter, less risky decisions while still empowering teams to explore new solutions.
7️⃣ AI lowers barriers but judgment and craft still matter
Students love AI’s creativity. But when they see their designs turned into holograms, they realise where the technical flaws are.
AI opens creative doors for students and non-designers alike, but technical fluency – understanding fit, construction, and real-world manufacturability – remains irreplaceable. Emerging hybrid roles like digital fit technician, data specialist, and digital twin developer reflect the growing demand for people who can combine creativity, digital fluency, and practical technical judgment.
8️⃣ Cross-generational learning is a competitive advantage
If you’re lucky enough to have some of the dinosaurs of industry at your brand…they are the ones who will help your newer talent develop intuitive judgment.
The panel highlighted how valuable cross-generational knowledge exchange can be, especially as newer digital tools often outpace younger employees’ technical understanding of construction, fit, or manufacturing feasibility. Pairing experienced “intuitive judgment” with digital-native creativity creates stronger, more rounded teams that can innovate responsibly. Creating safe spaces for these conversations – whether via internal workshops, informal mentoring, or student-industry exchanges – is crucial.
Closing Thoughts
Fashion’s digital transformation is often framed as a question of technology. But as this conversation revealed, the real work lies in people; in how companies build cultures that reward curiosity, foster hybrid skills, and create space for continuous learning across generations.
The skills gap isn’t simply a pipeline problem; it’s a leadership, language, and mindset challenge:
– Bridging creative and technical teams.
– Equipping managers to evaluate new tools with clarity.
– Giving both seasoned experts and next-gen talent permission to learn from each other.
These are the conversations that will define who succeeds as fashion’s digital future accelerates.