In the cutthroat world of fashion and retail, one woman stands out as a force to be reckoned with. Launa Inman, the chair of the Melbourne Fashion Festival, is a powerhouse whose journey from Zimbabwe to the top of Australia’s retail scene is nothing short of inspiring. But here’s where it gets controversial: her tenure at surfwear brand Billabong, a role she now admits might not have been her wisest career move. Was it a misstep, or a valuable lesson in leadership? Let’s dive in.
I arrived early for our lunch at Supernormal, but Inman was even earlier, already seated in a booth by the window. Dressed impeccably in a royal blue Hugo Boss sleeveless dress, she exuded the elegance you’d expect from someone steering one of Australia’s most prominent fashion events. Her career spans decades, from leading Target and Officeworks to navigating the turbulent waters of Billabong. Yet, it’s her candid reflections on these experiences that truly captivate.
Billabong: A Tribal Culture Clash
Inman’s time at Billabong was marked by challenges. ‘That probably wasn’t the best decision I’ve ever made,’ she admits. The company was in deeper trouble than she realized, and her lack of surfing experience made her an outsider in a culture where riding waves was a shared bond. ‘It’s like it’s tribal,’ she explains. ‘I went in with a very business approach,’ but the laid-back, surf-centric ethos clashed with her corporate mindset. Staff regularly took breaks to surf or skateboard through the hallways, a culture she found hard to reconcile with her vision for the company. Within six weeks, she announced a profit downgrade and equity raising, sparking criticism: ‘Why have you got a woman here who doesn’t even surf running the organization?’
But here’s the part most people miss: Inman’s outsider perspective wasn’t just a liability—it was a catalyst for change. She brought a fresh, business-focused approach to a company that needed it, even if the timing and cultural fit were off. ‘You can’t change a business at one time,’ she reflects. ‘An elephant, no matter how big, can still only take one mouthful at a time.’
From Zimbabwe to Australia: A Journey of Resilience
Born and raised in Zimbabwe, Inman’s path to retail leadership was anything but straightforward. A civil war forced her to flee to South Africa with her now-husband, where she began her career in fashion and retail. She witnessed Nelson Mandela’s release and the first post-apartheid elections, a time she describes as ‘very exciting.’ Yet, rising crime in Johannesburg led her family to immigrate to Australia in 1997, leaving behind everything but their furniture and 7,000 rand (about $4,000).
A Steep Learning Curve in Retail
In Australia, Inman faced a Catch-22: she needed a job to become a permanent resident, but couldn’t get a job without residency. Eventually, she landed a role at Big W, where she learned the ins and outs of big-box retail. ‘It was a real baptism of fire,’ she says. Though discount retail wasn’t her passion, the lessons she gained were invaluable. From Big W, she moved to Target, where she turned a $32 million loss into a $54 million profit in just 18 months—a transformation she calls ‘incredible.’
The Melbourne Fashion Festival: A New Challenge
Now at the helm of the Melbourne Fashion Festival, Inman faces another uphill battle. The festival recently posted a $711,390 loss, and ticket sales have been impacted by COVID-19. Yet, she remains optimistic, proud that the festival continued even during the pandemic. ‘The challenge for us was the cost of putting on the runway,’ she explains. With strong ticket sales for the 30th anniversary and the addition of designer Prabal Gurung, she’s focused on elevating fashion as a serious economic force.
Fast Fashion: A Thorn in Her Side
Here’s where it gets controversial again: Inman is no fan of fast fashion. She criticizes giants like Temu and Shein for operating without the ethical standards required of Australian retailers. ‘They bring in planeloads every single night,’ she says, ‘with no duty, no tax, and no accountability for labor practices.’ She believes these companies should pay duties, as they do in the U.S., to level the playing field for Australian designers.
The Power of Differentiation
Throughout her career, Inman has emphasized the importance of standing out. ‘You have to be famous for something,’ she says. Whether it’s Target’s focus on children’s wear or the Melbourne Fashion Festival’s status as Australia’s largest consumer-facing fashion event, differentiation is key. ‘You’ve got to have something that makes you different from your competitors.’
Final Thoughts: A Legacy of Resilience and Vision
As we finish our lobster rolls, I’m struck by Inman’s unwavering determination. From fleeing civil war to transforming retail giants, her journey is a testament to resilience and vision. But her story also raises questions: Can an outsider truly drive change in a tribal industry? And how can we balance innovation with ethical responsibility in fashion?
What do you think? Is Inman’s critique of fast fashion justified, or is it an inevitable part of the industry’s evolution? Share your thoughts in the comments—let’s spark a conversation!
