Luxury Resale Marketplace M&A - Stadium Goods & LVMH

Client Background

Stadium Goods was a fast-growing, Series A–stage luxury reseller focused on premium sneakers and streetwear. Operating initially from a single flagship location in SoHo, New York, the company had reached approximately $5M in monthly GMV, but was constrained by technical debt and MVP-era systems that limited scalability.

Strategic investors included LVMH Luxury Ventures and Farfetch, both of whom saw potential in Stadium Goods as a category-defining omnichannel luxury reseller bridging retail, marketplace, and global digital commerce.

Objective

To enable operational and product-led scale ahead of a potential Series B or strategic acquisition—by resolving technical debt, implementing omnichannel infrastructure, aligning teams, and supporting investor relations across private and public markets.

Challenges Faced

• Severe technical debt from out-of-the-box ecommerce tools not designed for reseller models
  
• No single source of truth across inventory, consignment, logistics, and sales
  
• Fragmented coordination between engineering and non-technical teams
  
• Scaling constraints across retail, ecommerce, and marketplace integrations
  
• Imminent need to support strategic growth capital or enterprise acquisition
  

Our Approach

Phase 1: Operational & Capability Assessment

The engagement began with a full diagnostic of Stadium Goods’ operating model, including leadership, management, and frontline teams across:

• Consignment operations
  
• Engineering and product
  
• Marketing and growth
  
• Customer service
  
• Ecommerce and retail
  
• Shipping, logistics, and design
  

This assessment identified core innovation blockers across technology, operations, and organizational structure.

Phase 2: Product, Engineering & Omnichannel Roadmap

Based on findings, the team designed a V2 product and engineering roadmap tailored specifically for reseller economics—moving beyond generic ecommerce tooling. Key initiatives included:

• Custom reseller-focused platform architecture
  
• Revamped agile engineering processes
  
• Strategic hiring of senior product and engineering leaders
  
• Re-organization of teams around operational workflows rather than functions
  

Within nine months, the engineering organization scaled to 22 team members, enabling faster iteration and integration velocity.

Phase 3: Global Integrations & Investor Strategy

With a scalable foundation in place, the roadmap was leveraged to:

• Execute integrations across U.S., South American, and Asian markets
  
• Establish Asia-facing commerce channels (WeChat, CITCON, Tmall, JD.com)
  
• Improve marketplace and enterprise integrations with partners
  
• Support strategic investor relations with private and public stakeholders
• As GMV scaled and operational maturity improved, Farfetch—moved forward with a friendly acquisition.

Results

• Delivered a unified omnichannel product and engineering roadmap across retail, ecommerce, and marketplace channels
  
• Scaled engineering team to 22 within 9 months
  
• Significantly reduced technical debt, enabling enterprise integrations
  
• Implemented Asian market presence via WeChat, CITCON, Tmall, and JD.com
  
• Increased GMV 5× to ~$25M per month
• Supported capital raising and strategic positioning
  
• Organized teams around operations, customer support, engineering, and marketing

Feedback

“Stadium Goods engaged us at a moment of extreme technical constraint and organizational fragmentation. By identifying the core operational bottlenecks, we established a clear omnichannel roadmap, stabilized execution, and supported investor relations through acquisition—while putting the leadership and systems in place for post-acquisition growth.”

‍