May 12, 2025 • 13 mins
Episode Summary: "It’s not the title that makes you a great buyer— it’s your ability to make the right decisions when no one’s watching."
Make your company need you because you are so good at your job, because you have such a good understanding, because you know how to pull all the pieces together because you really understand the strategy and the why behind what you're doing both now and in the future..
You must understand that it's beyond just spread spreadsheet knowledge. You're not just an administrator anymore, you're a strategic thinker. That's how you become indispensable for your company. That's how you become the person every company wants to hire or promote.
In this episode of Thrive in Fashion, I’m challenging a mindset that holds so many junior and mid-level buyers back: the idea that your job title defines your success. It doesn’t.
I talk about why true progression in fashion buying comes from consistent, commercial decision-making—not visibility or a flashy job title. I share examples of what really builds trust with your manager, how to interpret vague performance feedback, and where to focus your development if you're serious about moving up.
Learn also :
Why comparison to colleagues is mentally draining—and misleading
What questions to ask in your next performance review
The core skills that make you stand out as a buyer
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:04):
Welcome to the Thrive in Fashionpodcast where we explore the
role of the fashion buyer, the knowledge and skill sets
required for success and the impact of the role in your
retail business. In each episode you will learn
about industry best practise andhow the buyer's role is evolving
in this ever changing, fast-paced industry.
And now here is your host, a fashion industry expert with
(00:26):
over 20 years of experience, Elizabeth McHale.
Hello and welcome to another episode of the Thrive in Fashion
podcast. I'm your host, Elizabeth McHale.
Today's episode is an interesting 1, and in
particular, you may find it relevant if you are a junior or
(00:47):
mid level fashion buyer. Not too long ago I was speaking
with a junior buyer, someone who's talented and ambitious and
shows lots of potential. She has been doing really well,
hitting her KPI's, achieving hertargets and working hard.
But she was frustrated. She told me.
(01:08):
I just don't get it. I'm doing everything right, but
I'm still being overlooked. I'm ready for more.
I've had that conversation dozens of times over the years
with assistants, junior buyers, and even newly promoted mid
level buyers. They're doing the work, but
feeling that they're being overlooked.
(01:30):
That feeling that something's missing or that you're not being
seen can lead you down a path ofsecond guessing and comparison.
But what actually makes someone stand out for that promotion?
Because it's not always what youthink.
It's not the title that makes you a great buyer.
(01:53):
It's your ability to make the right decisions when no one is
watching. That's where your reputation is
built. That's what leads to trust, and
that's what gets you that sort after title.
I will say this that titles are not meaningless, but they can be
(02:14):
misleading. They represent structure,
recognition and of course progress, but they can't be
misleading. And not all titles are equal.
Let me explain. In some regions, particularly
here in the Middle East, it's not uncommon to see people
leapfrog roles. Someone can go from assistant to
(02:35):
senior buyer in a short span of time.
Sometimes it's merit based, but more often than not it's a
reshuffle or a quick hire to fill a gap, or by moving to a
different company where they're given a title that does not
necessarily reflect their skills, experience or expertise.
(02:56):
So what happens when someone's title moves faster than their
skills? While that new title can bring
short term gratification, it doesn't substitute for
capability. Suddenly you are in a meeting
that you're not ready for, or you're being asked to make
margin decisions that you don't fully understand.
(03:17):
Perhaps you're managing suppliers, budgets or junior
staff with no foundation or experience to fall back on when
challenges arise like missed deadlines, delayed deliveries.
The strength of your skills and not your title determines your
success. Trust me, that feeling of being
(03:39):
out of your depth is far more destabilising than not having
the title in the 1st place. Instead of fixating on titles or
comparing yourself to others, redirect your energy towards
substantial growth. Things like Master the Critical
Path, Manage your OTB, or Open to Buy and Whizzies.
(04:01):
Effectively enhance your productdevelopment skills from range
architecture to cost negotiations and pricing
strategies. Become known for proactive
thinking, mitigating risks, and solving problems.
When you consistently deliver value, visibility and
opportunities will naturally follow.
(04:23):
My best advice is avoid chasing the titles and focus on your
capabilities first. Build a strong foundational
skill set and build on your experience because that's what's
going to support your future roles with confidence and the
titles will follow. I've often worked with junior
buyers who believe that visibility everywhere is the key
(04:46):
to advancement. This can look like attending
every supplier visit, being involved in every design
meeting, attending margin reviewmeetings and while exposure is
crucial for growth, prioritisingvisibility over developing your
commercial and technical acumen can lead to you appearing super
(05:06):
busy but without actually improving your skill set.
What really matters to your manager and the business is your
decision making ability. Things like, are your product
decisions consistent? Do you demonstrate good
judgement? Can you navigate preferences,
margins, stock positions and theconsequences of your choices
(05:29):
effectively? These are things I certainly
look for when I'm considering ifsomeone is ready for that
promotion or title. Building trust through your
decisions is what paves the way for more responsibility and
career progression. The business has to have
confidence that you can manage abudget of $2,000,000 and big
(05:54):
departments and categories. So if you want to talk about
what moves the needle for you, what will make your manager stop
and think that you're ready for more, it's not the volume of
work and it's not about being inevery meeting, and it's
certainly not about being first in and last out.
The keyword here is consistency.It's judgement.
(06:18):
It's being calm under pressure, and it's your ability to look at
an intake report or a stock issue and come up with smart,
strategic, realistic plans of action.
Let me give you another example.I once worked with a junior
buyer who was pretty quiet. She wasn't the loudest at
(06:38):
meetings, but she was super sharp.
She had a system. She knew her numbers inside out
and reviewed her numbers weekly.She flagged risks early and
always had a Plan B, so when an opportunity came up, you can
guess whose name was first on the list.
It wasn't the person making the most noise.
(06:59):
In your early years of fashion buying, or even as you can
experience, it's common to feel frustrated by questions like,
why haven't I been promoted yet?Why am I not in that meeting?
The comparison trap is a common source of distraction and can
distract from what truly builds your reputation in this
(07:21):
industry. It's easy to look at colleagues
who receive promotions or exciting projects and wonder why
it's not happening for you. And it's easy to fall into
comparison, especially if you have been doing the groundwork
for a while and feel like you'rebeing passed over.
What you don't always see are the behind the scenes factors.
(07:44):
You don't know what that promotion was based on.
Perhaps they filled a crucial skills gap, demonstrated
exceptional category management,or stepped up due to
circumstances when, for example,the team changes or someone was
absent. What matters more than what
someone else is doing is how clear you are on where you're
(08:07):
headed and what you need to do to get there.
So instead of asking, why not me, Shift your focus.
That's where most people stop short because they say that they
want to be promoted, but they haven't asked the right
questions. What commercial skills gaps do I
need to close? How can I consistently
(08:28):
demonstrate my readiness for thenext level?
What am I consistently being told in my reviews?
What's the one skill that I can develop that will support my
manager and make their life easier tomorrow?
Start from there. I can't stress it enough.
If you step into a senior role without having the skill set,
(08:52):
thinking and decision making skills to support it, you will
feel it really quickly. You'll feel it when intake
deadlines are missed, when you're behind on pricing, when
suppliers push back and you're not sure how to respond or to
handle the situation, and when your manager starts double
checking your numbers because something feels off.
(09:13):
While it's not a reflection of your potential, it's just a sign
that you need to build your skill set more deeply.
The best you can do right now, whether you're an assistant, a
junior or a new mid level buyer,is focus on getting better at
managing the details, understanding the wider context
(09:33):
and communicating clearly and managing expectations before
there's a crisis. It's about being consistent with
your performance because those are the things that will make
you credible. Those are the things that make
people trust you. Performance reviews can often
hold insights into your progressand highlight areas for growth.
(09:56):
If you receive positive feedbackwith qualifiers such as Doing
Well. But that indicates a potential
skills gap. So be brave enough and take the
initiative to ask what specific areas do I need to develop?
How can I stand out more effectively?
Seek clarity on your career pathto avoid those feelings of
(10:20):
uncertainty and frustration and your manager should be telling
you and guiding you and mentoring on what your next
steps are and helping you to develop those skill sets.
I often hear my manager says I'mdoing well but I'm not being
promoted. The keyword there is but, So if
(10:41):
you review includes or phrases like you're doing great but you
need more experience with suppliers or you're strong on
product but you need to think more commercially, those are
your clues. That's the goal.
Don't walk away from a review without asking what exactly do
(11:02):
you need to demonstrate to move to the next level?
Then get to work, not in a frantic way, but with intention
and purpose and with a plan. If you're feeling frustrated,
here are some suggestions on what you can focus on.
(11:24):
Know your numbers. Review your category or
department weekly and not just report the numbers, but look at
it from a strategic planning perspective.
Spot problems early and bring solutions, not just issues.
Ask smart questions, relevant questions in meetings.
(11:46):
Be the person who can offer a solution when things go off
track. That's what builds your value in
the team, and that's what gets remembered when opportunities
come up. It starts with your ability to
be consistent, to make smart, clear decisions.
So let me leave you with the reminder.
(12:08):
It's not the title that makes you a great buyer.
It's your ability to make the right decisions when no one is
watching. You don't need to chase the
title, but you do need to build your skills.
Prioritise earning trust throughyour skills, not through titles
or status symbols. The rest will come.
(12:30):
If you found this episode useful, please share it with
fellow buyers or those starting their careers in fashion.
Thank you for tuning in. Until next time.
Thank you for listening to today's episode.
If you enjoyed it, make sure to like, subscribe, follow and
share the show. For more of Elizabeth's industry
(12:51):
tips and to learn more about howyou can develop your buying
skills, visit thriveinfashion.com.
There you can find show notes for this episode and every
episode. Also, register for the Thrive in
Fashion programme and sign up for weekly news delivered
straight to your inbox. Until next time.
Welcome to the Thrive in Fashionpodcast where we explore the
role of the fashion buyer, the knowledge and skill sets
required for success and the impact of the role in your
retail business. In each episode you will learn
about industry best practise andhow the buyer's role is evolving
in this ever changing, fast-paced industry.
And now here is your host, a fashion industry expert with
(00:26):
over 20 years of experience, Elizabeth McHale.
Hello and welcome to another episode of the Thrive in Fashion
podcast. I'm your host, Elizabeth McHale.
Today's episode is an interesting 1, and in
particular, you may find it relevant if you are a junior or
(00:47):
mid level fashion buyer. Not too long ago I was speaking
with a junior buyer, someone who's talented and ambitious and
shows lots of potential. She has been doing really well,
hitting her KPI's, achieving hertargets and working hard.
But she was frustrated. She told me.
(01:08):
I just don't get it. I'm doing everything right, but
I'm still being overlooked. I'm ready for more.
I've had that conversation dozens of times over the years
with assistants, junior buyers, and even newly promoted mid
level buyers. They're doing the work, but
feeling that they're being overlooked.
(01:30):
That feeling that something's missing or that you're not being
seen can lead you down a path ofsecond guessing and comparison.
But what actually makes someone stand out for that promotion?
Because it's not always what youthink.
It's not the title that makes you a great buyer.
(01:53):
It's your ability to make the right decisions when no one is
watching. That's where your reputation is
built. That's what leads to trust, and
that's what gets you that sort after title.
I will say this that titles are not meaningless, but they can be
(02:14):
misleading. They represent structure,
recognition and of course progress, but they can't be
misleading. And not all titles are equal.
Let me explain. In some regions, particularly
here in the Middle East, it's not uncommon to see people
leapfrog roles. Someone can go from assistant to
(02:35):
senior buyer in a short span of time.
Sometimes it's merit based, but more often than not it's a
reshuffle or a quick hire to fill a gap, or by moving to a
different company where they're given a title that does not
necessarily reflect their skills, experience or expertise.
(02:56):
So what happens when someone's title moves faster than their
skills? While that new title can bring
short term gratification, it doesn't substitute for
capability. Suddenly you are in a meeting
that you're not ready for, or you're being asked to make
margin decisions that you don't fully understand.
(03:17):
Perhaps you're managing suppliers, budgets or junior
staff with no foundation or experience to fall back on when
challenges arise like missed deadlines, delayed deliveries.
The strength of your skills and not your title determines your
success. Trust me, that feeling of being
(03:39):
out of your depth is far more destabilising than not having
the title in the 1st place. Instead of fixating on titles or
comparing yourself to others, redirect your energy towards
substantial growth. Things like Master the Critical
Path, Manage your OTB, or Open to Buy and Whizzies.
(04:01):
Effectively enhance your productdevelopment skills from range
architecture to cost negotiations and pricing
strategies. Become known for proactive
thinking, mitigating risks, and solving problems.
When you consistently deliver value, visibility and
opportunities will naturally follow.
(04:23):
My best advice is avoid chasing the titles and focus on your
capabilities first. Build a strong foundational
skill set and build on your experience because that's what's
going to support your future roles with confidence and the
titles will follow. I've often worked with junior
buyers who believe that visibility everywhere is the key
(04:46):
to advancement. This can look like attending
every supplier visit, being involved in every design
meeting, attending margin reviewmeetings and while exposure is
crucial for growth, prioritisingvisibility over developing your
commercial and technical acumen can lead to you appearing super
(05:06):
busy but without actually improving your skill set.
What really matters to your manager and the business is your
decision making ability. Things like, are your product
decisions consistent? Do you demonstrate good
judgement? Can you navigate preferences,
margins, stock positions and theconsequences of your choices
(05:29):
effectively? These are things I certainly
look for when I'm considering ifsomeone is ready for that
promotion or title. Building trust through your
decisions is what paves the way for more responsibility and
career progression. The business has to have
confidence that you can manage abudget of $2,000,000 and big
(05:54):
departments and categories. So if you want to talk about
what moves the needle for you, what will make your manager stop
and think that you're ready for more, it's not the volume of
work and it's not about being inevery meeting, and it's
certainly not about being first in and last out.
The keyword here is consistency.It's judgement.
(06:18):
It's being calm under pressure, and it's your ability to look at
an intake report or a stock issue and come up with smart,
strategic, realistic plans of action.
Let me give you another example.I once worked with a junior
buyer who was pretty quiet. She wasn't the loudest at
(06:38):
meetings, but she was super sharp.
She had a system. She knew her numbers inside out
and reviewed her numbers weekly.She flagged risks early and
always had a Plan B, so when an opportunity came up, you can
guess whose name was first on the list.
It wasn't the person making the most noise.
(06:59):
In your early years of fashion buying, or even as you can
experience, it's common to feel frustrated by questions like,
why haven't I been promoted yet?Why am I not in that meeting?
The comparison trap is a common source of distraction and can
distract from what truly builds your reputation in this
(07:21):
industry. It's easy to look at colleagues
who receive promotions or exciting projects and wonder why
it's not happening for you. And it's easy to fall into
comparison, especially if you have been doing the groundwork
for a while and feel like you'rebeing passed over.
What you don't always see are the behind the scenes factors.
(07:44):
You don't know what that promotion was based on.
Perhaps they filled a crucial skills gap, demonstrated
exceptional category management,or stepped up due to
circumstances when, for example,the team changes or someone was
absent. What matters more than what
someone else is doing is how clear you are on where you're
(08:07):
headed and what you need to do to get there.
So instead of asking, why not me, Shift your focus.
That's where most people stop short because they say that they
want to be promoted, but they haven't asked the right
questions. What commercial skills gaps do I
need to close? How can I consistently
(08:28):
demonstrate my readiness for thenext level?
What am I consistently being told in my reviews?
What's the one skill that I can develop that will support my
manager and make their life easier tomorrow?
Start from there. I can't stress it enough.
If you step into a senior role without having the skill set,
(08:52):
thinking and decision making skills to support it, you will
feel it really quickly. You'll feel it when intake
deadlines are missed, when you're behind on pricing, when
suppliers push back and you're not sure how to respond or to
handle the situation, and when your manager starts double
checking your numbers because something feels off.
(09:13):
While it's not a reflection of your potential, it's just a sign
that you need to build your skill set more deeply.
The best you can do right now, whether you're an assistant, a
junior or a new mid level buyer,is focus on getting better at
managing the details, understanding the wider context
(09:33):
and communicating clearly and managing expectations before
there's a crisis. It's about being consistent with
your performance because those are the things that will make
you credible. Those are the things that make
people trust you. Performance reviews can often
hold insights into your progressand highlight areas for growth.
(09:56):
If you receive positive feedbackwith qualifiers such as Doing
Well. But that indicates a potential
skills gap. So be brave enough and take the
initiative to ask what specific areas do I need to develop?
How can I stand out more effectively?
Seek clarity on your career pathto avoid those feelings of
(10:20):
uncertainty and frustration and your manager should be telling
you and guiding you and mentoring on what your next
steps are and helping you to develop those skill sets.
I often hear my manager says I'mdoing well but I'm not being
promoted. The keyword there is but, So if
(10:41):
you review includes or phrases like you're doing great but you
need more experience with suppliers or you're strong on
product but you need to think more commercially, those are
your clues. That's the goal.
Don't walk away from a review without asking what exactly do
(11:02):
you need to demonstrate to move to the next level?
Then get to work, not in a frantic way, but with intention
and purpose and with a plan. If you're feeling frustrated,
here are some suggestions on what you can focus on.
(11:24):
Know your numbers. Review your category or
department weekly and not just report the numbers, but look at
it from a strategic planning perspective.
Spot problems early and bring solutions, not just issues.
Ask smart questions, relevant questions in meetings.
(11:46):
Be the person who can offer a solution when things go off
track. That's what builds your value in
the team, and that's what gets remembered when opportunities
come up. It starts with your ability to
be consistent, to make smart, clear decisions.
So let me leave you with the reminder.
(12:08):
It's not the title that makes you a great buyer.
It's your ability to make the right decisions when no one is
watching. You don't need to chase the
title, but you do need to build your skills.
Prioritise earning trust throughyour skills, not through titles
or status symbols. The rest will come.
(12:30):
If you found this episode useful, please share it with
fellow buyers or those starting their careers in fashion.
Thank you for tuning in. Until next time.
Thank you for listening to today's episode.
If you enjoyed it, make sure to like, subscribe, follow and
share the show. For more of Elizabeth's industry
(12:51):
tips and to learn more about howyou can develop your buying
skills, visit thriveinfashion.com.
There you can find show notes for this episode and every
episode. Also, register for the Thrive in
Fashion programme and sign up for weekly news delivered
straight to your inbox. Until next time.
Popular Podcasts
Crime Junkie
Does hearing about a true crime case always leave you scouring the internet for the truth behind the story? Dive into your next mystery with Crime Junkie. Every Monday, join your host Ashley Flowers as she unravels all the details of infamous and underreported true crime cases with her best friend Brit Prawat. From cold cases to missing persons and heroes in our community who seek justice, Crime Junkie is your destination for theories and stories you won’t hear anywhere else. Whether you're a seasoned true crime enthusiast or new to the genre, you'll find yourself on the edge of your seat awaiting a new episode every Monday. If you can never get enough true crime... Congratulations, you’ve found your people. Follow to join a community of Crime Junkies! Crime Junkie is presented by audiochuck Media Company.
24/7 News: The Latest
The latest news in 4 minutes updated every hour, every day.
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.