An exclusive interview with Francesco Nadalini for Bangladesh Textile Journal (BTJ)

Francesco Nadalini is an international fashion and textile professional specializing in strategic market development, garment technology, and product-driven business innovation within the global apparel industry. Currently serving at Elegant Knitting International, he works at the intersection of design, industrial intelligence, manufacturing strategy, and commercial development. With extensive experience across Europe, America, Japan, and Korea, Francesco has developed a global perspective on how fashion businesses can create long-term value through product excellence, technical credibility, and industrial depth.

His work focuses on integrating creativity with execution, ensuring that design vision is supported by strong material knowledge, garment engineering, fit development, and manufacturing capability. He believes that the future of the fashion industry will be shaped not merely by speed or visibility, but by companies capable of aligning design innovation with technical discipline and commercial intelligence.

Francesco’s expertise spans product development, knitwear intelligence, international market strategy, and cross-border business development. He is particularly interested in helping textile and apparel companies strengthen their global positioning through partnerships that go beyond manufacturing capacity to deliver consistency, authorship, and product integrity.

Throughout his professional journey, he has remained committed to one central principle: building products and business relationships that can maintain credibility, quality, and relevance under market pressure. His strategic approach emphasizes industrial culture, scalable trust, and sustainable product leadership as key drivers of the future global fashion ecosystem.

BTJ: Could you briefly introduce yourself and share your journey into advising fashion and luxury brands on international market expansion?

Francesco Nadalini: I’m Francesco Nadalini. For more than 25 years I’ve worked in luxury and premium knitwear as a technical and industrialization leader, operating across Europe and South-East Asia. My career started on the manufacturing side, building structured technical departments, engineering products, governing quality and delivery, and aligning production performance with brand expectations on margin, standards, and timelines. Over time, I also led multi-country production platforms and long-term partnerships between factories and European HQ teams, often in high-pressure environments where consistency and credibility matter as much as creativity.

That operational background is what naturally led me into advising brands on international expansion. When you spend years between Europe and Asian production ecosystems, working with suppliers, technicians, merchandisers, and buying teams, you see very clearly why some international projects succeed and why others fail, even with strong products and significant investment. In my experience, the differentiator is rarely the product alone: it’s the ability to build trust locally, respect market codes, and create a credible path that brands can sustain over time.

Today, I support fashion and luxury companies in designing culturally legitimate and sustainable market entry strategies in Asia, combining strategic planning with a very concrete understanding of execution. My focus is on positioning and brand legitimacy, selecting and coordinating credible local partners, and building phased go-to-market plans (pilot, pop-up, controlled rollout) that prioritize long-term brand value over short-term acceleration. In luxury, entering a market isn’t a one-off launch activity—it’s a strategic process, and the way you enter becomes part of the brand experience.

BTJ: What inspired you to specialize in Asia as a strategic market for fashion and luxury brands?

Francesco Nadalini: Asia became my focus because I experienced it from the inside, not as a trend, but as an operating reality. For many years my work sat at the intersection of European brand expectations and Asian production ecosystems. Working across South-East Asia, I saw how decision-making, trust, timelines, and quality governance function differently from Europe. I also saw that many international projects underperform not because the brand lack identity or product strength, but because the approach is “exported” rather than adapted, without the relational architecture and cultural legitimacy that Asia often requires.

What inspired me most is that in Asia, luxury is not built through visibility alone. It is built through consistency, respect for local codes, and credibility over time, often through partners, networks, and reputational signals that take time to earn. That makes it a market where strategy matters deeply: you can’t shortcut trust, and you can’t scale sustainably without first building the right foundations.

So, specializing in Asia was a natural evolution of my background. I can combine a very practical, technical understanding of how fashion businesses actually function, with a strategic lens on culture, positioning, partner selection, and phased entry. Asia rewards brands that are patient, precise, and serious about long-term value creation, and that is exactly the kind of work I’m interested in doing.

BTJ: Many brands struggle when entering Asian markets despite strong heritage and product quality. From your experience, what are the most common strategic mistakes they make?

Francesco Nadalini:  In my experience, most failures in Asia don’t come from weak products. They come from misaligned strategy-brands try to “enter” a market the way they would in Europe, without earning the right to be understood and trusted locally.

Here are the most common mistakes I see:

1. Treating Asia as one market brands often speak about “Asia” as if it were a single consumer culture. In reality, Thailand, Japan, Korea, Singapore, Vietnam, China, and India operate with different luxury codes, retail behaviors, price architectures, and trust mechanisms. A strategy that works in one country can damage credibility in another.
2. Over-indexing on visibility instead of legitimacy, many brands focus on marketing reach, influencers, or launch events before building the foundations of brand credibility: consistent product presence, service standards, controlled distribution, and a coherent narrative that fits local expectations. In Asia, “being seen” is not the same as “being trusted.”
3. Wrong partner selection (or poor governance of partners), a frequent error is choosing partners based only on size, promises, or speed. The right partner is not always the biggest, it’s the one with alignment, reputational credibility, and the ability to execute consistently. Even with a good partner, brands often lack governance systems: clear KPIs, brand standards, training, reporting cadence, and decision rights.
4. Pricing and channel architecture not aligned to local reality brands sometimes import European pricing logic without adapting to local taxes, competitive sets, consumer willingness-to-pay, and channel dynamics. Or they chase volume too early through channels that dilute positioning. In luxury, the wrong channel can destroy the brand faster than a weak campaign.
5. Trying to scale too early (skipping the pilot phase) Asia rewards brands that build in phases: pilot → pop-up → controlled rollout. Many brands go straight for aggressive store expansion or broad e-commerce distribution before product-market fit, operations, and local storytelling are proven. The result is inconsistent execution and fast reputational damage.
6. Underestimating time-based credibility and operational consistency luxury in Asia is evaluated over time. Inconsistency, stock issues, changing messages, unstable distribution, uneven product performance, signals weakness. Brands often underestimate how strongly consumers and partners read stability as a proxy for legitimacy.
7. Assuming that brand heritage automatically translates heritage can be an advantage, but it must be translated, not copied. Local audiences need cultural relevance, clarity of value, and proof of seriousness. If the story feels self-referential or foreign, it doesn’t build connection, even if it is “true.”

Overall, the pattern is simple: brands treat entry as a launch activity, when in reality it’s a trust-building process. The winners design entry as part of the brand experience—patiently, coherently, and with strong local alignment.

BTJ: In your view, how different are consumer expectations in Asian luxury markets compared with Europe?

Francesco Nadalini: They can be very different, not because Asian consumers are “more demanding” in general, but because the signals that define luxury often change by country, and the way trust is built is structurally different from Europe.

Here are the main differences I typically see:

1. Luxury is judged through credibility and consistency, not only aesthetics
   In many Asian markets, consumers pay close attention to whether a brand feels established, serious, and stable: continuity of presence, controlled distribution, reliable service standards, and coherence over time. In Europe, heritage and familiarity can carry more weight by default; in Asia, credibility is often something you must earn and demonstrate.
2. Service and experience can be as important as the product in several Asian luxury contexts, the buying experience, attention to detail, packaging, after-sales care, and relationship management strongly shapes brand perception. The “ritual” around luxury can be more explicit and expected.
3. Status signals and social context matter differently in Europe, luxury can be expressed with discretion and personal taste, depending on the segment. In parts of Asia, luxury is more clearly linked to social recognition, gifting practices, and visible proof of authenticity and success although this varies hugely between, for example, Japan and Thailand, or Korea and Singapore.
4. Higher sensitivity to brand codes, local relevance, and “fit” consumers often evaluate how well a brand understands local cultural codes communication style, ambassador choices, product selection, sizing, color preferences, seasonality, even modesty standards. When a brand appears “imported without adaptation,” it can feel distant.
5. Digital and community ecosystems are structurally central Asia is not only “more digital”—it’s more ecosystem-driven. Discovery, validation, and conversion often happen through tightly connected platforms, communities, KOLs, and retail experiences that reinforce each other. In Europe, the path to purchase can be more fragmented and slower-moving.
6. Expectation of novelty and limited availability managed correctly in some Asian markets, controlled scarcity, limited drops, and curated availability can strengthen desirability but only if the brand is consistent and disciplined. Uncontrolled discounting or over-distribution damages trust quickly.

At the same time, it’s important to avoid stereotypes: Asia is not one consumer. Japan may value craftsmanship and understatement, Korea may reward trend velocity and cultural relevance, while Thailand and Vietnam can be more hybrid mixing status, aspiration, and community influence. That’s why a “one-size-fits-all” approach rarely works: the winning strategy is built country-by-country, around local expectations of what luxury means and how it should behave.

BTJ: What role do local partnerships and collaborations play in establishing credibility for foreign fashion brands in Asia?

Francesco Nadalini: Local partnerships are often the credibility infrastructure for a foreign brand in Asia. They don’t just help with distribution or marketing they act as proof that the brand understands local codes, can operate consistently, and is serious about the market.

Here’s the role they typically play:

1. They transfer trust faster than advertising can In many Asian markets, credibility is social and relational. When a respected retailer, operator, stylist network, or cultural platform chooses to work with you, it functions as a “trust signal” that reduces perceived risk for consumers and other partners.
2. They translate the brand into local cultural language is a strong partner helps you adapt without diluting. That means choosing the right product edit, aligning storytelling to local values, calibrating service rituals, and avoiding communication that feels too “imported.” This is where legitimacy is built, through interpretation, not just promotion.
3. They enable controlled execution (which protects luxury positioning) luxury brands suffer when execution is inconsistent: wrong merchandising, unstable stock, poor clienteling, discount pressure, or messy customer experience. A credible partner provides operational discipline and helps maintain brand standards in-store, online, and in after-sales.
4. They provide access to networks that are hard to build from outside whether it’s VIP clientele, department store decision makers, hospitality groups, or media and KOL ecosystems trusted local actors open doors that a foreign HQ cannot open with emails alone. In Asia, relationships often precede transactions.
5. They shape the brand’s “entry narrative” the first collaborations often become part of the brand story in the market: where you appear, with whom, and in what context. A well-chosen pop-up location, a respected multi-brand retailer, or a culturally coherent collaboration can position the brand correctly from day one.

One important point: partnerships create credibility only if they’re selected carefully and governed strongly. The most common mistake is choosing partners for speed or scale rather than alignment. The brands that win typically start with a small number of high-trust partners, set clear standards and KPIs, and grow in phases, so credibility is built intentionally, not accidentally.

BTJ: Could you share an example of a successful market entry strategy that followed this gradual approach?

Francesco Nadalini: Yes, here’s a realistic example (shared as an anonymized composite case) of a European premium/luxury fashion brand entering a Southeast Asian market using a gradual, credibility-first approach.

The brand had strong heritage and product quality, but low local awareness and no proven “right to win” in the market. The goal was not fast scale it was to build legitimacy, validate demand, and protect positioning.

The gradual entry strategy

Readiness and local translation (6–8 weeks)

• Defined a clear target segment (who buys and why in that country, not in Europe).
• Built a local price corridor vs. the true competitive set (not just “global luxury”).
• Created a localized product edit (tight SKU count, focused on hero items that communicate the brand fastest).
• Adjusted “silent killers”: sizing logic, climate appropriateness, fabric/lining choices, care instructions, packaging, after-sales rules.
• Set governance: basic KPIs, reporting cadence, discount rules, and brand execution standards.

Pilot with one credible partner (3–4 months)

• Started with one high-trust retail partner (not the biggest—one known for correct brand curation and service).
• Limited launch: ~20–40 SKUs, controlled inventory, no “full collection” pressure.
• Staff training + clienteling scripts: how to explain the brand in local language and codes.
• Measured what matters early:
  • sell-through by SKU
  • repeat interest / client capture
  • returns and fit issues
  • margin integrity (no uncontrolled discounting)
  • qualitative feedback from top clients and sales staff

Key point: The pilot was treated like a learning system, not a selling event.

Pop-up as a credibility amplifier (6–8 weeks)

• Only after the pilot showed traction, they executed a premium pop-up in a top-tier location (department store / luxury mall).
• The pop-up had a clear role: prove seriousness and build cultural relevance.
• They used:
  • a curated “best-of + capsule” assortment (not everything)
  • VIP appointments and small closed events (stylists, loyal clients, community figures)
  • strong storytelling focused on craft, materials, and meaning—not hype

Controlled rollout (9–18 months)

• Expansion was intentionally limited:
  • 1–2 additional points of sale max
  • selective online presence aligned with positioning
  • consistent merchandising and service standards
• Introduced small seasonal capsules and limited drops only after operational consistency was stable.
• Maintained strict rules on pricing integrity and markdown discipline.

BTJ: You work on Garments Digital Passport systems for premium clothing. How can digital product passports enhance transparency, traceability, and consumer trust?

Francesco Nadalini: Digital Product Passports (DPPs) are powerful for premium garments because they turn claims into verifiable product evidence—in a way that is accessible to consumers, brand teams, and regulators.

At their core, a DPP is a structured, machine-readable set of product data, linked to a unique product identifier, with defined access rights (so the consumer sees what’s relevant, while auditors or partners can access deeper layers).

Transparency: making sustainability and quality “provable”

A garment passport can show, in a clear and standardized way:

• • material composition (including recycled content where applicable)
  • origin and processing steps (e.g., spinning, dyeing, knitting, sewing)
  • certifications and compliance (e.g., GOTS/RWS/OEKO-TEX, audit references, test reports)
  • care, repair, and durability guidance (to extend product life)

This moves the brand from storytelling to evidence-based transparency, which is increasingly expected—especially in the EU context where DPPs are becoming a central mechanism for sustainable products governance.

Traceability: linking “who made it” to “what is being sold”

Passports enhance traceability by connecting each SKU (and potentially each item/batch) to:

• verified supply chain entities and locations
• chain-of-custody documentation
• production timing, lot information, and controlled change history

This matters in premium fashion because traceability isn’t only about ethics—it also supports quality control, risk management, and continuity (for example, identifying where deviations originate and preventing repeated issues).

Consumer trust: authenticity + legitimacy at the point of purchase

For luxury, trust is not built by visibility alone—it’s built by credibility signals. A DPP can support:

• authenticity verification (anti-counterfeit, proof of origin, product history)
• consistent communication of materials and craftsmanship
• stronger after-sales service (care, repair, warranty rules)
• resale enablement (authenticated second-life value)

In practice, this trust is activated through a simple consumer action: scanning a QR/2D code that connects the physical garment to its verified digital identity—often implemented using widely adopted identification standards (e.g., GS1 Digital Link) to connect trade item IDs to controlled digital information. Why it’s strategically important now?

The EU’s Ecodesign for Sustainable Products Regulation (ESPR) has made DPPs a cornerstone tool for improving product sustainability and circularity, and textiles are a priority sector in this direction.

So, for premium clothing, the passport is more than compliance: it becomes a brand legitimacy system—protecting positioning, enabling circular value, and giving consumers a reason to trust the product with facts, not promises.

BTJ: What opportunities do you see for textile-producing countries like Bangladesh in adopting digital product passports and traceability technologies?

Francesco Nadalini: For a textile-producing country like Bangladesh, Digital Product Passports (DPPs) and traceability are not only a compliance topic, they can become a strategic competitiveness lever in the next export cycle, especially for EU-bound supply chains.

1) Protecting (and upgrading) market access to the EU

The EU has already created the legal framework for DPPs through the Ecodesign for Sustainable Products Regulation (ESPR), which entered into force on 18 July 2024.
In the ESPR workstream, textiles and apparel are in the first wave of priority product groups for DPP implementation—meaning exporters that can provide structured product-level data will be better positioned with EU customers.

2) Becoming a “preferred supplier” for premium and long-term programs

DPPs make it easier for manufacturers to prove (not just claim) material origin, processing steps, compliance, and quality governance—exactly what premium and luxury buyers look for when they choose partners for multi-season programs. This fits the DPP concept itself: machine-readable data, defined scope, access rights, and a unique product identifier.

3) Reducing audit fatigue and improving operational control

When traceability data is structured and consistent, it can reduce duplicated buyer audits and accelerate approvals (tests, certifications, chain-of-custody checks). Internally, it also strengthens root-cause analysis (quality deviations, shade issues, shrinkage, claims) because the production history is easier to reconstruct and verify, improving delivery reliability and reducing commercial risk.

4) Enabling new value pools: resale, circularity, and verified claims

The EU’s textiles strategy is explicitly pushing the sector toward more sustainable and circular textiles. DPPs can support repairability information, fiber composition clarity, and verified history, capabilities that unlock resale/circular models for brands, and create opportunities for producing countries to participate in higher-trust circular programs (sorting, recycling feedstock qualification, take-back partnerships).

5) Building a national advantage through early ecosystem adoption

Large-scale readiness is rarely achieved factory-by-factory. Countries that coordinate around shared standards and pilots can move faster. EU-funded initiatives like CIRPASS-2 are already demonstrating DPPs in real settings, including textiles value chains—which is a strong signal of where interoperability and “expected data structures” are heading.

How I would frame it in one line for your interview: Bangladesh can use DPPs to move from being evaluated mainly on cost and capacity to being evaluated on verified quality, verified compliance, and verified transparency, which is where premium margins and long-term buyer loyalty sit.

BTJ: How important are visual design, storytelling, and content marketing for fashion brands entering culturally diverse markets?

Francesco Nadalini: They are extremely important—but only when they are built on cultural legitimacy and supported by consistent execution. In culturally diverse markets, visual design and storytelling don’t just “communicate the brand”; they signal whether the brand understands the local codes and whether it deserves trust.

1) Visual design is a cultural language, not just aesthetics

Colors, silhouettes, imagery, styling, modesty levels, beauty standards, and even typography can carry different meanings across markets. What feels “minimal and premium” in one country can feel “cold” or “unfinished” in another. Strong visual design helps a brand look native enough to be understood while remaining unmistakably itself.

2) Storytelling is how heritage becomes relevant

Heritage doesn’t automatically translate. In new markets, the job of storytelling is to answer:

• • Why you? Why now? Why here?
  • What is the local value of your craft, materials, or philosophy?
  • What makes your brand credible beyond being “foreign”?

In luxury especially, story is not decoration—it’s part of perceived value.

3) Content marketing is the trust-building engine

In many Asian markets, consumers validate brands through digital ecosystems before buying. Content becomes a proof system over time:

• • repeated exposure builds familiarity
  • education builds perceived expertise and craftsmanship
  • consistent tone and quality build seriousness
  • community signals (stylists, creators, credible partners) build social trust

So, content marketing is often the bridge between first discovery and first purchase.

4) The key mistake: content without operational consistency

If the content promises a world-class brand but the experience is inconsistent, availability, sizing, service, delivery, after-sales trust collapses fast. In culturally diverse markets, reputational feedback loops can be very quick. That’s why I always treat content as one layer of a broader “legitimacy system” that includes partners, service standards, and disciplined distribution.

5) The practical approach that works best

For market entry, the most effective strategy is usually:

• • start with a clear cultural positioning (one message, not ten)
  • build hero product storytelling (craft, material, purpose)
  • activate credible local voices (not just big reach)
  • keep visuals and narrative consistent across retail, online, and events
  • evolve content in phases, as the market relationship deepens

So yes, visual design, storytelling, and content marketing are essential. But in diverse markets they must do more than attract attention: they must encode respect, cultural understanding, and credibility.

BTJ: Pricing strategy is often challenging in new markets. What factors should brands consider when positioning luxury products in Asia?

Francesco Nadalini: Pricing in Asia is one of the fastest ways to build or destroy luxury positioning—because price is read as a credibility signal, not only a commercial variable.

Here are the key factors brands should consider:

1) Define the true competitive set (local, not global)

Don’t price against “luxury in Europe.” Price against what the target customer in that specific country is actually choosing between (local premium brands, Korean/Japanese labels, imported designer, niche luxury, etc.). The competitive set often changes by city, channel, and customer tier.

2) Build a country-specific “landed price architecture”

Your final price must reflect:

• import duties, VAT/GST, customs handling
• logistics and lead times (including airfreight risk buffers)
• local compliance costs (labeling, testing, documentation)
• warranty/after-sales commitments and expected service level

If you don’t model the full landed structure, margins collapse—or you overprice and lose relevance.

3) Channel strategy and margin stack

Department stores, mono-brand retail, curated multi-brand, e-commerce, and travel retail/duty free all carry different margin expectations, promo rules, and “price signaling.” Your price must work with the channel model, not against it—especially in markets where department stores expect markdown participation.

4) International price consistency and grey-market exposure

Asian consumers are highly price-aware across borders (travel, duty free, cross-border e-com). Large price gaps vs. Europe or neighboring countries invite:

• parallel imports / grey market
• customer distrust (“why is it more expensive here?”)
• pressure to discount

You need a deliberate policy on price harmonization vs. justified premium (and the story to support it).

5) Brand legitimacy and “price as proof”

In many Asian luxury contexts, too low can be as damaging as too high. Entry pricing must protect:

• perceived craftsmanship/heritage value
• retail experience expectations
• partner confidence (“is this brand serious?”)

Luxury pricing is often about maintaining authority as much as volume.

6) Assortment design and price ladder

Create a clear ladder:

• • accessible entry items (without diluting)
  • core hero products that carry the brand message
  • high-value pieces that anchor prestige

Often the mistake is launching with the “wrong mix”: either only expensive items with no entry logic, or too many entry items that undermine luxury status.

7) Local purchasing behavior and cultural use-cases

Pricing must reflect how products are used and purchased:

• gifting culture (certain price thresholds matter)
• seasonality and climate (value perception changes)
• size/fit expectations (returns and alterations impact cost-to-serve)
• preferred payment methods and installment culture in some markets

8) Markdown discipline and long-term equity

You need rules from day one:

• when (and if) markdowns happen
• who controls discounting
• how to manage end-of-season stock without damaging positioning

In luxury, uncontrolled discounting is not a short-term tactic—it’s a long-term brand problem.

Bottom line: pricing luxury in Asia is a strategic positioning decision, not a conversion tactic. The best outcomes come when pricing is designed together with channel choice, partner governance, assortment architecture, and a long-term credibility plan—country by country.

BTJ: Bangladesh is globally known for its strength in the ready-made garment (RMG) sector. Do you see opportunities for Bangladesh to move into higher-value fashion and premium apparel segments?

Francesco Nadalini: Absolutely, Bangladesh has a real opportunity to move from “volume + cost” into higher-value, premium and technical apparel, and in some areas, it’s already building the foundations.

What makes the opportunity credible today is that Bangladesh can combine scale with a growing credibility advantage in compliance and sustainability. For example, recent reporting shows Bangladesh now hosts around 270 LEED-certified green garment factories, including a very high share at Platinum/Gold level—an important signal for premium buyers who increasingly evaluate suppliers on verified ESG performance, not only price.

Where the biggest “premium uplift” opportunities are

• • Technical / performance categories and better product mix: Moving beyond basic cotton programs into man-made fibers (MMF), blends, functional finishes, and higher-spec garments (athleisure, outerwear, travel, workwear, engineered knit). BGMEA has explicitly pushed fibre diversification as a strategic direction (“Beyond Cotton”), which aligns with where global demand is growing.
  • Green + transparent manufacturing as a selling asset: Premium brands pay for reduced risk stable compliance, audited systems, and traceability. The EU’s direction on Digital Product Passports is accelerating that shift from “claims” to “provable data,” and early readiness becomes a competitive advantage for exporting countries.
  • Co-development, not only production: Higher value comes when factories can support brands with product engineering, sampling speed, material innovation, QA governance, and consistent delivery, not just cut-make-trim execution.

BTJ: My final question to you is what advice would you give to fashion brands and textile producers aiming for long-term growth in international markets?

Francesco Nadalini: My advice is to treat international growth as a credibility strategy, not a launch. For fashion and luxury brands

• Choose focus over geography
  Don’t enter “Asia” or “Europe”—enter one market with a clear target customer, a clear competitive set, and a clear reason to exist there.
• Build legitimacy before scale
  Start with pilots, pop-ups, and controlled rollouts. Win consistency in product, service, and availability before expanding distribution.
• Select partners for alignment, not speed
  The right local partner is a trust multiplier. Put governance in place early—KPIs, brand standards, reporting cadence, and decision rights.
• Protect brand equity with pricing and channel discipline
  Price integrity and channel choice are positioning. Avoid uncontrolled discounting and over-distribution, especially in early years.
• Translate heritage into local relevance
  Tell one coherent story that respects local codes. Make your entry itself part of the brand experience.

For textile producers and manufacturers

Move from capacity to capability
Invest in product development, engineering, fit governance, and QA systems so you can co-create, not only execute.

Make transparency a competitive advantage

Build traceability and product-data readiness (DPP-style thinking). The ability to prove origin, compliance, and quality will increasingly decide who gets premium programs.

Offer speed and reliability as premium services
Shorter lead times, smaller MOQs, stable capacity planning, and disciplined execution are value drivers’ brands will pay for.

Create long-term partnership models
Propose multi-season programs with shared KPIs and joint planning—this is how both sides protect margin and reduce risk.

If I summarize in one-line, long-term international growth is won by those who combine strategic patience with operational discipline—building trust step by step, with consistent execution and verifiable credibility.

BTJ: Thank you so much for your very detail insights and valuable advice to the global fashion industry. I hope it will help to understand the deeper fact to be more successful in the long run in fashion industry.

Francesco Nadalini: My pleasure to be with Bangladesh Textile Journal. Thank you too.