Stitch Fix |

Stitch Fix is an online personal stylist retailer that delivers user customized clothing and accessories.

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Stitch Fix Revenue, Funding, Number of Employees, Competitors and Acquisitions


Katrina Lake

Founder & CEO

Katrina Lake

Approval Rating: 66/100


How would you rate Katrina Lake as a CEO?



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San FranciscoCalifornia



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and its headquarters is located in San Francisco, California, USA. Stitch Fix has $1.2B in revenue and 4000 employees. Stitch Fix's top competitors are Trunk Club, JackThreads and Frank And Oak.

Stitch Fix Competitive Set





Stitch FixStitch Fix ceo

Katrina Lake

Founder & CEO

1Trunk Club ceoTrunk Club

Terry Boyle


2JackThreads ceoJackThreads

Jeremiah Myers


3Frank And Oak ceoFrank And Oak

Ethan Song

Co-Founder & CEO

4Keaton Row ceoKeaton Row

Cheryl Han

Co-Founder & CEO

5Bombfell ceoBombfell

Bernard Yoo


6Stylit ceoStylit

Yaniv Nissim

Co-Founder & CEO

7Golden Tote ceoGolden Tote

8Snap+Style ceoSnap+Style

Anna Jensen



Stitch Fix Revenue History

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Stitch Fix Employee History

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Stitch Fix Leadership

Katrina Lake
Katrina Lake

Founder & CEO

Founder & CEO

Stitch Fix Funding History

Stitch Fix has participated in 7 rounds of funding. In total Stitch Fix has raised $88.5M. Stitch Fix's last funding round was on Jun 2014 for a total of $30.0M

Series CJun 2014$30MBenchmarkBaseline Ventures
EquityApr 2014$25M
Series BOct 2013$12MBenchmark Capital

Total: $

Stitch Fix News

Press Release: Stitch Fix : Stitch Fix Announces Date for Second Quarter Fiscal 2018 Earnings Release and Conference CallStitch Fix, Inc. (NASDAQ: SFIX), an online personal styling service, today announced that it will release its financial results for its second quarter of fiscal year 2018 ended January 27, 2018 after market close on Monday, March 12, 2018 followed by a conference call at 2:00 p.m.StreetInsider
Stitch Fix posted a video "How to Get Your Best Fix from Stitch Fix Men" on YOUTUBEStitch Fix Youtube Channel
Stitch Fix: Stitch Fix to Present at the 2018 Goldman Sachs Technology and Internet ConferenceSAN FRANCISCO, Feb. 07, 2018 (GLOBE NEWSWIRE) -- Stitch Fix, Inc. (NASDAQ:SFIX), an online personal styling service, today announced that Katrina Lake, CEO and Founder of Stitch Fix, is scheduled to participate in a fireside chat at the Goldman Sachs Technology and Internet Conference in San Francisco on Wednesday, February 14 at 4:00 P.M. ...Full story available on Benzinga.comBenzinga
Stitch Fix: Levi Strauss & Co. and Stitch Fix to Participate in's San Francisco SymposiumLOS ANGELES, Jan. 30, 2018 (GLOBE NEWSWIRE) -- has added Levi Strauss & Co.'s Insights Lead Barbara Murrer and Stitch Fix's Data Scientist Sally Schoeffer to its DataScience: Elevate San Francisco event on February 22. Murrer and Schoeffer will join a roster of experts from Facebook, Uber, Salesforce, and Cisco who will be participating in a full day of panels, presentations, and networking opportunities at the San Francisco Marriott Marquis.DataScience: Elevate,'s flagship symposium series that debuted last year at the company's headquarters in Los Angeles, is designed to showcase a ...Full story available on Benzinga.comBenzinga
Stitch Fix: Stitch Fix CEO Katrina Lake Wanted to Work at the 'Apparel Retailer of the Future,' So She Founded ItOf the many fashion tech startups and e-commerce companies we've seen flood the retail landscape in the past eight years or so, the personal styling service Stitch Fix has stood out as one of the fastest-growing and the first to go public, with a $120 million initial public offering last November. ...Continue readingFashionista
Stitch Fix: Retail Roundup-Stitch Fix marries AI and humans; Nine West nearing bankruptcy dealStitch Fix highlights the importance of both technology and human interaction, Nine West is close to reaching a bankruptcy deal, plus more need-to-know news from the world of retail.FierceRetail
Stitch Fix posted a video "10 Stitch Fix Stylist Tips for Getting Your Best Fix" on YOUTUBEStitch Fix Youtube Channel
Stitch Fix Blog Three Years of Erch EngineeringThis past December marked three years since I joined Stitch Fix Engineering. In that short time, I've witnessed the bulk of the growth that we've experienced as a company since our founding. For example, in December 2014 there were roughly 10 engineers and now we number nearly 100. It was a time when those of us at our SF headquarters used to be able to sit around a small conference room table for our all hands meetings. Similarly, we needed just a slightly larger table when our remote engineers (roughly 50% of our team) came to SF for a week during our once-quarterly Engineering summits.Back then, the team divisions didn't seem as prominent or important. Now, however, there are so many of us that when we're all in town together we have to rent out an entire hotel ballroom, and it naturally feels easier to keep track of what's happening within our subteams rather than the organization as a whole.I was the 3rd member of the Engineering subteam that supports our merchandisers, "Erch", and now we have 13. I'm considered an "old timer". Needless to say, making it to this milestone has me getting all sentimental and reminiscing about simpler times. What follows is my own personal account of the last three years.Long ago (2015), and far away (in our old office 3 city blocks away), all of Erch met with the Chief Merchandising Officer, directors, and other senior members of the Merchandising team each week to discuss our priorities and plan our roadmap for the coming months. We pored over a shared Google spreadsheet and debated the relative importance of a long list of must-haves. As the newest person in the room, I had no idea what was going on. I had so many questions. What is a colorway? What do they mean by silhouette or fabrication? What are the differences among knits, casual wovens and blouses? What is a line plan? What does open-to-buy mean? And what about the jumble of acronyms (such as AUC, AIR, IMU) littering the conversation? Everybody spoke so fast and were so opinionated that, as an introverted engineer with little-to-no fashion sense, I was kind of intimidated.When developing new features for our merchandising tools with our business partners, it was feasible to meet with and speak to nearly all the people who would be using them. This was a new and delightful experience for me, creating something that other people actually found valuable and made their lives a little easier. In my first year on Erch, I worked on a variety of different features for every group within merchandising: Buying, Planning & Allocation, Exclusive Brands (who develop products and brands exclusive to Stitch Fix) and Visuals (who produce photo and video of every style we carry for our internal Styling application).Over time, as our business grew and the needs of our business partners evolved, we found that we needed to restructure in order to focus on what was most important. Erch was split into two subteams: Buying and Planning & Allocation (P&A). I was on the P&A side and strove to specialize in their business processes and workflows. At the same time, I was still involved with supporting our Visuals team at the photo studio since we didn't have enough engineers. (We had hopes and dreams to have two additional subteams to support the Exclusive Brands and Visuals teams, but after hiring people specifically for those roles, they were moved into other areas of our Engineering department).Our roadmap planning meetings were also split into two, meeting every other week. I personally began to have less and less contact with people in Buying, and was not keeping up as well with new developments in that part of the business, which made me a little sad. Feature development in P&A tended to only involve one or two key people, and I found more and more of my communication moving to email and chat. At the same time, it was exciting to know that we reached a point where we had to start specializing and that we had plans to hire more people onto the team to keep up with the rapidly growing business.Somewhere amongst all these changes, early in 2016 the entire SF headquarters moved to a new office space spanning two much bigger floors. We began splitting out our main Rails app into different apps and services, with each app serving different groups within Merchandising. Our subteams started having separate stand-ups each morning. And during approximately 9 months of this period of rapid growth I was pregnant and gave birth to my first baby (along with other women in the company, including our CEO Katrina Lake).Upon my return from my 16-week maternity leave, the company had taken over two additional floors, and Erch seemed to have doubled in size. When I first joined the company, we in Erch could physically see our business partners across the room and it was really easy to just get up and go talk to them. Now they're spread across different floors, or in the case of our colleagues on the Visuals team, at our photo studio in an entirely different neighborhood of SF requiring a half an hour walk.2017 has been no different in terms of big changes for Erch and for myself. I began working on a project that wasn't for any one particular group, but was part of a much larger initiative happening across the entire company. I began meeting with people on our strategy team as well as merchandisers and engineers I had never worked with before. I was making changes to systems that affected all of engineering, requiring weeks of coordinating deploys. Like the structural changes happening within the team, the scope of what I was working on expanded and my interactions with business partners became less casual and more focused. Although it was stressful to work on something that touched more people, it felt great helping move the company forward towards bigger goals.When my involvement with that project ended at the end of summer, Erch again restructured into two different subteams. This time, one focused on continuing to support our expert users in Merchandising while taking into account more of the top-down company vision than ever before. The other focused on building systems that provide merchandising data to the rest of the company in a scalable way that preserves the integrity and quality of that data while we continue to grow. We moved from having loosely defined monthly deliverables on a spreadsheet shared with the entire Engineering org to having subteam-specific 2-week sprints in Jira. Although our subteams maintain separate roadmaps and have separate standups, we still come together twice a month for our Erch team meetings. I feel this is so important not only to keep up with what everyone is doing at work, but also to catch up with what is going on in each other's lives.When I first joined Erch, we served our business partners mainly through a single Rails app that lacked most of the functionality we have today. In fact, we now have five Rails apps and three microservices. As an example, our buyers used to communicate with our vendors solely through email, which was becoming more and more unmanageable over time. Emails were hard to search through and siloed to an individual's inbox (or cc'ed to half a dozen people in long chains). Purchase orders were frequently lost and it was hard to keep track of the most up-to-date version. Now we have an entire app and two services, providing business logic and data, dedicated to a vendor information portal that obviates the need for much of that back and forth. There's one source of truth, and anybody with the right permissions can access that information without sending a single email.Three years ago the entire company squeezed into two floors in a small building. Now we occupy five floors in a large SF office tower, with additional headquarters in Austin and Pittsburgh. We were once an unknown, a start-up operating under the radar. But now, in case you haven't heard, we've gone public as the only woman-led company in 2017. It's amazing to think about everything that has happened with the growth of our company and our team these past few years, and I'm thankful I've been able to grow along with them.Stitch Fix Blog
Stitch Fix: Why Stitch Fix Could Be the Next Netflix The two companies may seem unrelated, but their strengths and opportunities are similar.Fox Business
Stitch Fix: Nike to partner with Stitch Fix, expand Amazon tie-up[SOURCE]Retail News and Trends[/SOURCE] [FULL-ARTICLE-URI][/FULL-ARTICLE-URI]RetailLogistics



Stitch Fix Website History

Screengrabs of how the Stitch Fix site has evloved. (Click to expand)

Stitch Fix website history

Oct 2017

Stitch Fix website history

Jun 2017

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May 2017

Stitch Fix website history

Feb 2017

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Nov 2016

Stitch Fix website history

Aug 2016

Stitch Fix website history

May 2016

Stitch Fix website history

Feb 2016

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Oct 2015

Stitch Fix website history

Jul 2015

Stitch Fix website history

Sep 2014

Stitch Fix website history

Jun 2014

Owler has collected 12 screenshots of Stitch Fix's website since Jun 2014. The latest Stitch Fix website design screenshot was captured in Oct 2017.

Stitch Fix Headquarters

undefined company logo

One Montgomery Tower Suite 1500

San Francisco, California 94104


Driving Directions

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Stitch Fix Summary Information

Stitch Fix is an online personal stylist retailer that delivers user customized clothing and accessories.Stitch Fix's headquarters is located in San Francisco, California, USA 94104. It has raised 88.5M in 7 rounds. The latest round was in Jun 2014. Some of Stitch Fix's investors include Benchmark, Baseline Ventures and Benchmark Capital. Stitch Fix's Founder & CEO, Katrina Lake, currently has an approval rating of 66%. 58% of the Owler community believes Stitch Fix will IPO. Stitch Fix has 4000 employees and reported 1.2B in revenue [trailing four quarters].

Stitch Fix's Founder & CEO, Katrina Lake, currently has an approval rating of 66%. Stitch Fix's primary competitors are  Trunk Club JackThreads Frank And Oak.

Visit the Stitch Fix website to learn more.