In 2019, Nasrin Jafari was a middle school history and English teacher in the bustling metropolis of New York City. Her professional life was dedicated to shaping young minds, and her entrepreneurial spirit remained largely untapped. She possessed no prior experience in e-commerce or the intricate world of fashion design. Yet, a burgeoning desire to create and build, a passion that had simmered beneath the surface throughout her life, began to guide her toward a new, unexpected path. As the global landscape shifted dramatically with the onset of the COVID-19 pandemic, Jafari found an outlet for this creative drive in sewing and selling face masks. What began as a personal project, born out of necessity and a desire to contribute, would soon evolve into the foundation of a burgeoning direct-to-consumer fashion brand.
Fast forward to 2026, and Jafari is now the founder and designer of Mixed, a contemporary female apparel and accessories brand headquartered in Brooklyn. Her journey from educator to fashion entrepreneur is a testament to adaptability, rapid learning, and a keen understanding of evolving consumer needs. Reflecting on the brand’s nascent stages, Jafari candidly admitted in a recent interview, "I had no idea how to make clothes." This admission, delivered with a blend of humility and newfound confidence, belies the impressive trajectory of Mixed. Today, the brand boasts a network of multiple manufacturers, a vibrant and engaged community of customers, a dedicated staff, and an eager market. Jafari’s story, shared in an in-depth conversation, offers a compelling case study in entrepreneurial resilience and the power of pivoting in the face of unforeseen circumstances.
The Genesis of Mixed: From Masks to a Fashion Vision
Jafari’s entrepreneurial journey began not on established e-commerce platforms like Etsy or Amazon, but through organic social media engagement. "It all began with Instagram posts," she explained. "I didn’t understand Meta ads or e-commerce marketing. I’ve learned those pieces as the business grew." This organic approach fostered an immediate connection with her audience, laying the groundwork for a brand built on authenticity and direct interaction.
Her lifelong inclination towards creativity, manifested through painting and dance during her formative years, always hinted at a future in a creative field. However, it was a persistent draw towards business and the act of building that truly shaped her aspirations. During her college years, these seemingly disparate interests began to coalesce, fueling a desire to construct something meaningful. She initially envisioned this purpose within the realm of education, a noble pursuit that ultimately paved the way for her later venture.
Jafari draws a compelling parallel between the act of teaching and the process of building a brand. "In many ways, building a brand is similar to teaching," she observed. "You’re creating a vision, culture, and community around shared values." This philosophy is deeply embedded in Mixed’s identity. The brand name itself is a deliberate reflection of Jafari’s own multifaceted heritage – Japanese, Iranian, and American. It encapsulates a rich blend of influences and, crucially, signifies the delicate yet essential balance between creative expression and the pragmatic demands of operating a business.
Navigating the Competitive Fashion Landscape: Learning by Doing
The fashion industry is notoriously competitive, a reality Jafari acknowledged with a pragmatic outlook. "Fashion seems highly competitive," Eric Bandholz, the interviewer, noted. Jafari concurred, stating, "I started the business out of curiosity. I had no idea what I was getting into. Would I choose to go into apparel again? Probably not, although there’s a side of it I love." This honest appraisal underscores the steep learning curve she navigated.
Her approach has been characterized by a philosophy of "learning by doing." One of the most significant challenges she encountered early on was inventory management. The fear of overstocking and accumulating "dead stock" – unsold merchandise that incurs costs without generating revenue – was a constant concern. This led to the strategic implementation of a pre-order model. "That’s why we launched a pre-order model," she explained. "We now do a lot of pre-orders, which helps our cash flow, but I didn’t start it for that reason. It was because I was out of stock. Then I realized that the model is great for business." This adaptive strategy not only addressed immediate stockouts but also proved to be a financially astute move, optimizing cash flow and minimizing waste.
Returns also presented a formidable hurdle, a common and often costly aspect of online apparel sales. "Another thing is returns, which are a big part of online apparel," Jafari stated. "We have to acquire customers in a way that accounts for returns. I didn’t understand that initially. Again, it comes down to learning by doing." The need to factor in return rates from the outset of customer acquisition strategies is a crucial lesson learned through practical experience, highlighting the operational complexities of the fashion e-commerce sector.
Manufacturing and Design: From Home Sewing to Global Production
Jafari’s design process has evolved significantly since her initial foray into mask-making. When questioned about her manufacturing strategy, she detailed the challenges and opportunities she encountered during the pandemic. "I was looking for factories during Covid. Many of them had excess capacity." This presented an opening to connect with a factory in India, whose owner was conveniently based in New York. This local connection facilitated the development of trust and a strong working relationship. Crucially, the factory was willing to collaborate with Mixed without imposing minimum order quantities (MOQs), a common barrier for emerging brands.
While the initial manufacturing costs in India were higher than those in, for example, Los Angeles-based facilities, Mixed maintained a robust 75% profit margin on its products, with an average order value of approximately $228. As the brand has scaled, Jafari has expanded its manufacturing base to include facilities offering lower production costs, allowing for larger order volumes and further optimizing profitability. Her initial factory search, which began with a simple Google search, was later supplemented by valuable recommendations from industry peers, a method she now prioritizes for its vetting and trustworthiness.
The design and production workflow for Mixed showcases Jafari’s adaptability and reliance on skilled partners. "I had no idea how to make clothes," she reiterated. Her initial attempts involved visiting fabric stores and trying to follow commercial patterns, a process she found time-consuming and less effective than desired. A pivotal moment arrived when she connected with a home sewer on Instagram who, despite lacking commercial experience, was enthusiastic about the Mixed brand. Jafari commissioned her to create the initial product samples, one of which has since become the brand’s best-selling item.
Today, the manufacturing partners play a more significant role in the production cycle. Jafari now provides sketches with minimal specifications, and the factories, leveraging their extensive garment manufacturing expertise, are capable of bringing these designs to life. This collaborative approach, where factories handle the technical aspects of garment construction, is common for brands that do not operate with an in-house design team dedicated to bespoke tailoring. Jafari’s personal design work is done digitally, utilizing an iPad and a stylus with the Procreate application, demonstrating a modern approach to creative ideation.
Marketing and Community Building: A Digital Flywheel
Mixed’s marketing strategy is heavily concentrated on Meta platforms (Facebook and Instagram), a deliberate choice that has yielded significant results. "Yes, all our advertising has been on Meta. No Google or TikTok," Jafari confirmed. This focused approach has created a powerful marketing "flywheel," a continuous cycle of growth and refinement. The process involves identifying suitable models, shooting product videos in-house, outsourcing the video editing to a team in the Philippines, and then creating and deploying new advertisements on Meta.
Jafari’s first successful advertisement was a spontaneous creation. During an outing with a friend, she was wearing one of her jumpsuits. At her request, her friend captured a few simple, multi-angle shots of her in an urban setting. The resulting ad performed exceptionally well, validating the effectiveness of authentic, lifestyle-focused content. This initial success served as a blueprint, inspiring the replication of similar concepts that have continued to drive customer acquisition.
Fulfillment and Customer Engagement: A Personalized Approach
Jafari has opted to handle fulfillment in-house, a decision influenced by several factors. Initially, the management of returns and the brand’s relatively low order volume made self-fulfillment a practical choice. Furthermore, the pre-order model, which involved receiving inventory continuously, meant that outsourcing fulfillment would have introduced an additional layer of complexity and potentially delayed deliveries to customers. Maintaining control over the fulfillment process allows Mixed to ensure timely and accurate delivery, reinforcing customer satisfaction.
Ensuring that Mixed’s products resonate with its target audience is a core tenet of Jafari’s design and marketing strategy. Her design process is deeply customer-centric. "When we design a piece, I’m always thinking about the customer – who she is, what she wants, and what we’ve already given her," she explained. "The goal is to create what she needs next." While her personal aesthetic undoubtedly influences the brand, she consciously strives to avoid overly subjective design choices, prioritizing customer feedback and sales data to validate product viability.
Community engagement is a cornerstone of Mixed’s customer relationship management. The brand actively cultivates a loyal following through its Circle community platform, where customers can share fabric design preferences, discuss products, and offer valuable qualitative insights. This direct feedback loop is supplemented by responses to Jafari’s weekly newsletter and in-person events, providing a holistic understanding of customer desires. The brand’s target demographic is clearly defined as women aged 35 to 65 who value creativity, independence, and self-expression, and seek clothing that reflects these attributes.
The Future of Mixed: Continued Growth and Community
Nasrin Jafari’s journey with Mixed is a compelling narrative of how a pandemic-induced pivot, fueled by creativity and a relentless drive to learn, can lead to substantial entrepreneurial success. The brand’s consistent growth, driven by a focused marketing strategy, a customer-centric design ethos, and a strong sense of community, positions it for continued expansion in the competitive fashion market.
Customers can explore and purchase Mixed’s apparel and accessories directly from their website, MixedByNasrin.com. Nasrin Jafari maintains a professional presence on LinkedIn, offering a platform for industry connections and broader professional networking. The brand’s story serves as an inspiration, demonstrating that with dedication, adaptability, and a genuine connection to one’s audience, even the most unlikely entrepreneurial paths can lead to remarkable achievements. The ongoing success of Mixed will undoubtedly be watched with interest as it continues to weave its unique narrative into the fabric of the fashion industry.
