Casey Golden

CEO, Luxlock

Casey Golden is the CEO and Co-Founder of Luxlock, a Retail Experience Platform pioneering the experience economy through regenerative connected technology. One of the early fashion bloggers and former founder of a style subscription startup, she has created some of the earliest technologies in mass personalization. Casey has dedicated her 15 year career to moving the business of fashion forward through multi-point retention initiatives and supply chain optimization. With the rise of extractive technology, and mass retail solutions focused on the buy/sell cycle, Casey has been an advocate for a more humanized approach building retail technology that shares the value system and natural consumer behaviors seen mostly in the luxury industry.

Luxlock is merging online/in-store shopping experiences and linking brand extensions with local activities to create an exclusive experience marketing channel. As more brands, specifically luxury brands diversify their offerings with more lifestyle experiences like vineyards, restaurant’s, and hotels, Luxlock is the software connecting and deploying personal experiences on-demand. She’s led distribution and digitization strategies for companies like Ralph Lauren, VF Corporation, and Exenta; you’ve likely shopped on a ecommerce store she’s developed.

Disappointed by the sales and implementation timelines of enterprise retail solutions, Casey created a digital first solution that bypasses legacy software to bring brands and consumers closer together for an immediate ROI. Her mission is to bring shopping experiences to life and allow everyone to have a private and public life online. Casey is passionate about the future of work, old world craftsmanship, and the luxury hospitality ethos. Schedule a demo at:

  • Posted on: 06/01/2021

    Stores scramble as Nike cuts wholesale accounts

    Nothing new from the luxury space but we'll be seeing more brands reducing their wholesale footprint as they adopt new technology to plan and support their D2C channels. What they temporarily lose in revenue they gain in margins and customer data. When you don't want to compete on price, you compete on experience. Since department stores have not been leading in-store experience it's up to the brands to control the narrative and experience. They don't want to compete with themselves online, and that's where the buys are being directed. They must master the physical distribution channels or the brands will open smaller shops in higher volume to create a magical moment. Glossier's pop-up model is great!
  • Posted on: 03/31/2021

    Chewy takes a bigger bite out of the pet products market

    They are bringing retail people in and focusing on product categories and services. They are in a really good position to turn to profits.
  • Posted on: 10/26/2020

    What’s the best recipe for holiday ad messaging during a pandemic?

    Nicely said Georganne. Brands need to remember how closely we're connected and some family members may be missing out or may have been unexpectedly lost this year.
  • Posted on: 10/26/2020

    Google Shopping makes price comparisons easier

    Bad habits are hard to break. Comparison tools are convenient but also drive prices down instead of value up. Sounds like another recipe for a race to the bottom.
  • Posted on: 09/14/2020

    Will locals choose Brooklyn over Bezos?

    Great initiative, but I live in Brooklyn and had never heard of it. The timing, mission, and process is on-point with shopper demand. Execution is always hard with aggregate physical deliveries.
  • Posted on: 09/14/2020

    How can grocers help ease home cooking fatigue?

    Editing food the way we edit outfits in fashion could significantly improve personal meal planning. Shopping by recipes and looking at past purchase history for ingredients that should be in your fridge/cupboard would drive loyalty. I'd like to see more recommendation engines that are built by dinner goals and household size. No one is really doing a great job making my grocery shopping more effective vs. convenient. Yummly really understands my food preferences and suggests great recipes but the integration to shopping is terrible. There is a lot of low hanging fruit here, pun intended.
  • Posted on: 07/30/2020

    Will Amazon become the go-to place to buy face masks?

    I'll never buy clothing from Amazon and wouldn't trust them with a mask. Not all masks are created equal, trust and quality are key. Two things I don't get from Amazon. There are D2C brands that do only masks with nanotechnology, have filter subscription services and provide high-quality smart fabrics. Poor consumer education will be the main factor driving Amazon mask sales.
  • Posted on: 05/04/2020

    Should face masks be mandatory for shoppers?

    It should be mandatory - full stop. Given the legal and ethical implications and the reality of the situation, it is too great of risk to be on the fence. No shirt, no shoes, no mask - no service.
  • Posted on: 05/04/2020

    Coronavirus increases demand and supply chain challenges for WellPath’s DTC business

    Now is the time for D2C companies to invest in supply chain technology. Many newer companies leave it for "later" but a streamlined supply chain can drive wins in 2020 and 2021.
  • Posted on: 03/19/2020

    Is Hy-Vee onto something as it moves online fulfillment from warehouses to stores?

    If you look at e-commerce as an order management system, it makes more sense to provide instant gratification and an entertainment value by localizing warehousing and merging the physical and digital sales with fulfillment processes. Ordering online, picking up after the softball game for dinner tonight; and perhaps grabbing some last-minute items. Shopfulfill is doing this specifically to help D2C brands cut shipping costs and shorten the time products are stuck in the supply chain. I think this strategy makes more sense in the long-run and is a better use of resources.
  • Posted on: 03/19/2020

    Food retailers go on a hiring spree as coronavirus numbers grow

    I would really like to see these workers being compensated properly for hazardous conditions. They are typically minimum wage and with increase of sales, mounds of work, and overall shop stress; they deserve to be recognized by the company as the key ingredient. I can say with certainty that if I walked into a cashier-less store I would not feel at ease during such an event.
  • Posted on: 03/11/2020

    Are online sales metrics irrelevant for brick and click retailers?

    If you can't measure it, you can't grow it. Online metrics are valid but shouldn't be used against brick-and- mortar performance as a "this vs. that." They are important on their own and powerful as a total rollup. I believe the underlying issue is the inability to merge the online and in-store customer data to have a better understanding of how one influences the other on a transaction level. They can't trace the path to purchase so, rolling it up provides an easy solution to total performance but not a competitive insight to channel performance. This is a database structure and technology problem that will soon be solved. Companies have an overwhelming amount of data that is unactionable, duplicated, and only used for marketing.
  • Posted on: 03/06/2020

    Can Lassie save the mall?

    I don't have a problem with a dog here or there but I don't see why everyone needs to bring their dog shopping with them. It increases several risks: the risk of slip and fall accidents, reactions by customers that are allergic, problems for customers that are afraid of dogs, flea infestation, and even potential dog bites. Service dogs are highly trained, the average person's dog is not.
  • Posted on: 03/06/2020

    Instacart just leaves deliveries at the door as customers hole up against the coronavirus

    I agree, late adopters will realize the value and fuel long-term last mile initiatives. However, I also see this increasing the risk for theft; especially in more urban and high concentration areas.
  • Posted on: 01/20/2020

    Is Bose doing the smart thing in closing its stores?

    The physical direct business model for Bose does not make sense for a go-forward strategy. Personally, I didn't even know they had physical stores and if I was shopping I would go to a multi-brand retailer. The LTV, store overhead, and customer targeting costs outweighs the potential gains. Focusing dollars on product relevancy and collaborations is better spent money. Current designs are flat even though the quality still provides relevant brand equity. There are ways to increase sales in retailers where a company can focus on the selling and brand experience to win marketshare. Harman Kardon has done a better job maintaining brand and product relevancy.

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