S03 Episode 113 | RESONANCE + CONNECTING ART WITH COMMERCE

In episode 113, Kestrel welcomes Lawrence Lenihan, the CEO of Resonance, to the show. A venture operating company, Resonance partners with brands to enable them to build a fashion business that is as beautiful as their creative vision.

"What we're doing is we're rethinking. This whole industry was built on the idea that you make many - lots and lots - big runs ... we're actually going completely the opposite. Rather than having fewer styles over more and more units, our whole architecture is: how do we make one unit as efficiently as a thousand?" 
-Lawrence Lenihan, CEO of Resonance


RESONANCE


In this episode, Kestrel asks Lawrence to talk more about how Resonance intends to fuse the worlds of art and commerce, when so often they tend to resist each other. For Resonance, it's about bringing business and art together, but allowing art to be the driving force.

Lawrence shares more about how fast Resonance can move their brand partners' designs from inception to customer doorstep - in less than nine days. Kestrel and Lawrence explore whether this new infrastructure Resonance is building is "speeding things up" or just shifting the model to allow the designer to have more control.

Additionally, Kestrel asks Lawrence to elaborate more on this idea that "creation is discontinuity," which is a foundational element of Resonance's approach. 

The below thoughts, ideas + organizations were brought up in this chat:

  • Resonance's Art vs Commerce Video
  • "We have sold 20,000 units with 2,000 different styles." 
  • "The interesting thing about fashion is that it is the thing that is touching you physically, and it represents where you are, where you think you stand, where you belong. And, that expression of "where I belong" is a current expression of conditions in the environment in which I live, and that's why i think this is a really, really critical thing."
  • Plausible deniability: "the ability of people (typically senior officials in a formal or informal chain of command) to deny knowledge of or responsibility for any damnable actions committed by others in an organizational hierarchy because of a lack of evidence that can confirm their participation, even if they were personally involved in or at least willfully ignorant of the actions

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