From NBA jerseys ordered online for his son to a NASDAQ-listed fashion tech platform, Ronen Luzon has transformed a personal frustration into a global solution. As Founder and CEO of MySize Inc., he now works with more than a hundred brands, helping them tackle sizing, overstock, and circularity through a unified, data-driven ecosystem. In this exclusive conversation with Impact Wealth Magazine, Luzon shares the evolution of MySize, what’s driving the next wave of fashion technology, and how resilience, culture, and knowledge-sharing underpin his philosophy as a founder.
Q&A
Impact Wealth: Ronen, take us back to the beginning. What drew you into technology and entrepreneurship in the first place, and what ultimately led you to MySize?
Ronen Luzon: MySize is actually the fourth company I’ve built, but it’s the first one that is publicly traded. The idea for it came from a very personal frustration. I was ordering NBA jerseys and tracksuits online for my son, who changed his favorite team almost every week. Each team had a different sponsor, so even though I always ordered the same size, every item arrived with a completely different fit. I’m not a big fashion guy, but even I could see something was wrong. When I looked deeper, I realized this wasn’t just my problem, everyone in e-commerce was struggling with inconsistent sizing and the high return rates that came with it. Those returns create enormous financial and environmental costs. At some point I said to myself: we need to fix this. That was the beginning of MySize.
IW: For those who are new to MySize, how do you describe what the company has become today?
RL: Today MySize is a complete service platform for retail brands, especially in fashion. We provide everything from sizing and fit technology to second-hand circularity and overstock monetization. All of these solutions sit under one roof and are offered as a service. We now work with more than one hundred brands—including Levi’s, Desigual, Moschino, and Canali—many of whom have been with us for more than five years. The value is clear: we help them reduce returns, understand their customers better, and sell more efficiently.
IW: You’ve called MySize a “high-leverage retail platform.” What does that mean, and how do you differentiate from other players?
RL: It means we’re not just a single technology tool, we’re an ecosystem. When we work with a brand, we don’t show up with just one solution. We provide a menu of interconnected services that complement each other. Our technology gives us deep product and customer data, and that same data makes our circularity services smarter, which in turn supports better overstock monetization. For example, when we receive second-hand items from Levi’s, we already know every detail of the garment—its measurements, specs, and fit—so we can resell it more effectively with faster turnaround times. Because we operate on a revenue-share model, brands benefit directly. It’s this synergy between technology, resale, and inventory management that sets us apart.
IW: The deck describes MySize as executing a “fashion tech roll-up strategy.” What does that look like in practice?
RL: We began as a pure technology company, but we soon realized that while the sales cycle in fashion is long, the loyalty is strong once a brand adopts our solutions. We also saw brands had challenges that extended far beyond sizing: they were overwhelmed with excess stock, and in Europe new regulations are requiring every brand to offer second-hand circularity services. Instead of building everything from scratch, we decided to acquire companies that were close to profitability and that could complement our technology. Using a combination of cash and the strength of being a public company, we acquired four companies, two of them just this year, which expanded us into circularity, overstock monetization, and even footwear sizing. Integrating these businesses has allowed us to scale faster and offer a much more comprehensive solution.
IW: Where do you see the greatest growth opportunities in the next two years?
RL: The biggest opportunity is in second-hand and circularity. Globally, it’s the fastest-growing segment in fashion, and in Europe new legislation coming next year will require every brand to provide a second-hand service. That is a major catalyst for MySize. We also expect strong growth on the technology side: virtual try-on, digital models, advanced sizing, and AI-driven analytics. Consumers are demanding better online experiences, and brands know they must adapt. Finally, we plan to continue executing our roll-up strategy and expect to complete two additional acquisitions next year, which will open even more channels for growth.
IW: Many founders talk about AI, but your use cases are very applied. What’s next for AI within MySize?
RL: A great example is our work with Canali in Italy, where we developed a large language model-based module that works both internally and for consumers. Internally, their team can literally speak to their data and ask questions about returns, demographics, sizing issues across different regions, and more. It provides real-time insights that support logistics, design, and planning. For consumers, the same technology acts as a personal shopping assistant. Someone can say, “I have a black-tie event next week,” and the system, already familiar with their body, preferences, and the store’s available stock will recommend items and show how they’d look. It’s conversational, personalized, and deeply data-driven. That level of AI is the future.
IW: Israel is often called “Startup Nation.” How has being based there influenced your approach to innovation?
RL: Growing up and building businesses in Israel makes you very solution-driven. You learn to adapt quickly and stay resilient. Challenges whether cultural, environmental, or through military service, build a mindset where you constantly look for ways to overcome obstacles rather than avoid them. Entrepreneurship in Israel also teaches you not to fear failure. As a founder, you fail far more often than you succeed, and that’s okay. Failure becomes a tool rather than a setback, and that philosophy has shaped how I build companies.
IW: Many founders talk about culture, but few define it. What’s the culture you’ve built at MySize?
RL: To me, culture is about trust and autonomy. I don’t believe in micromanaging people; I want them to think independently, make decisions, and even make mistakes. Our job as leaders is to guide, not to command. We give our teams the tools, context, and space they need to make thoughtful decisions. We accept that some things won’t work, and that’s completely natural. What matters is that we analyze mistakes honestly, understand what went wrong, and improve next time. This mindset is especially important when managing teams across Spain, Switzerland, Israel, and other regions. Shared values around ownership, learning, and openness help us operate as one group.
IW: MySize has expanded quickly through acquisitions. What has been your biggest personal challenge in that process?
RL: In the early days, being only a technology company made growth very difficult. The fashion industry is not naturally tech-focused, and the sales cycle can be slow. Retailers often think, “If it isn’t broken, don’t fix it,” even when return rates are 30 to 40 percent. Bringing new technology into that mindset was challenging, and even with more than a hundred contracts, I felt the growth was too slow. That’s when I realized we needed to pivot and leverage our status as a public company to pursue acquisitions that would strengthen our position. By combining limited cash with equity, we were able to bring in companies with complementary services. That shift kept MySize financially stable and set us on the path to becoming a cash-flow-positive group next year. It was a difficult evolution, but a necessary one.
IW: What do you think the fashion industry will look like ten years from now?
RL: I believe the future will be a hybrid between physical experience and digital intelligence. Younger generations approach shopping with their mobile phone as the center of the journey. They want technology, personalization, and convenience, but they still enjoy the experience of being in a store. That’s why we are seeing experiential flagships from brands like Nike and Mango. Ten years from now, I think we’ll see AI-powered chat-based shopping, hyper-realistic virtual try-ons, and the integration of a customer’s real wardrobe with what they shop for online. Imagine a smart mirror in your home that knows every item you own, your preferences, your measurements, and what’s available in stores. It could suggest outfits, show how they look on you, and place orders instantly. That’s where the industry is headed, and MySize is positioned to play a meaningful role in that transition.
IW: You’ve said that MySize empowers brands rather than competes with them. How do you keep that collaborative spirit alive?
RL: We empower brands by staying in our lane. We don’t design clothing or sell our own fashion items. Instead, we provide technology and services that make their businesses stronger. Our tools reduce returns, increase conversions, and offer new revenue streams through second-hand and overstock monetization. Through Percentil, the circularity platform we acquired, we help brands move their returns and slightly damaged items without displaying them next to new full-price items. Everything is done under separate branding and through a revenue-share model, so the brand benefits financially while maintaining its image. The same applies to excess inventory. Whatever we bring into MySize must serve one purpose: empowering the retailer.
IW: On a personal level, what accomplishment are you proudest of so far?
RL: The thing I’m proudest of isn’t tied to revenue or contracts—it’s the people. Over the years, I’ve worked with many talented individuals, and seeing former employees go on to build their own businesses using some of the knowledge they gained while working with me is incredibly meaningful. Sharing knowledge is very important to me, not for personal gain, but because I genuinely want others to grow. Watching people succeed after learning from experiences—both my failures and my successes—is something I consider a true accomplishment.
Lightning Round
Favorite place to recharge: The sea.
One brand you loved to collaborate with: Nike, along with Levi’s and Desigual.
Motto you live by: Don’t be afraid to share your knowledge. Don’t be afraid to fail. Failure is often the biggest jump toward learning many more things.
Final Thoughts
From inconsistent jersey sizing to an international platform shaping the future of retail, Ronen Luzon has built MySize with a blend of resilience, curiosity, and strategic vision. By uniting AI-powered sizing, circularity, and overstock monetization, MySize is quietly constructing the infrastructure for the next era of fashion—one where sustainability, personalization, and intelligent commerce are seamlessly connected. For investors, innovators, and leaders shaping the future of retail, Luzon’s perspective offers a powerful reminder: real transformation happens when technology meets purpose.
You can learn more by visiting the MySize website at https://mysizeid.com, and connect with Ronen on LinkedIn at https://www.linkedin.com/in/ronenluzon.
