In contrast, collaborations that did drive sales, such as those with Dimoldenberg and Irish influencer Olivia Neill, remain rooted in longstanding, organic relationships. This insight has since shaped Peachy Den’s broader influencer strategy. The brand only introduced paid collaborations last year, and even then, selectively. “It has to be someone we already have a real relationship with. Someone who was wearing us before there was ever any conversation about money. From the relationship, we can build and potentially support it with paid activity, so it still feels organic,” she says.
Scaling with intention
For all its cultural momentum, Peachy Den’s growth strategy remains notably measured. The business is still firmly anchored in its direct-to-consumer (DTC) channel, which currently accounts for 80% of revenue, with wholesale making up the remaining 20%.
It’s a split Weatherby has built deliberately. “DTC is where we have control over the experience, the margins, and the relationship with our customer. That’s always going to be our focus,” she says. Wholesale, by contrast, is being developed more selectively. “Wholesale is more of a marketing and customer acquisition strategy at the moment, supporting areas where DTC alone cannot do all the heavy lifting.”
That approach is beginning to evolve. The recent hire of a full-time wholesale manager marks a shift toward a more structured, strategic rollout, particularly as the brand looks to strengthen its presence beyond London. In the UK, this has already translated into new regional touchpoints, including a presence in Selfridges Manchester, alongside a growing network of independent retailers.
Internationally, the opportunity is more pronounced. The US already accounts for 25% of Peachy Den sales, yet its local wholesale footprint remains relatively small. “That’s something we’re looking to put more energy into this year,” Weatherby says. Current partners include Kith and Revolve, but the founder says there is clear scope to expand beyond the established hubs of New York and Los Angeles.
This deliberate pace reflects a broader philosophy that has underpinned Peachy Den’s success to date. Even as the business scales, Weatherby remains focused on protecting the qualities that made it resonate in the first place. “Our joy,” she says, when asked what matters most. “The fun, playful, slightly silly element of Peachy — we want to make people smile.”
It is, perhaps, an unconventional metric in a landscape dominated by growth targets and margin pressures. But for Peachy Den, it is also a strategic one. “Scaling can sometimes make brands feel more serious,” Weatherby says. “I never want that for Peachy. I always want us to feel fun.”
