Digital Brands Group, Inc. (DBGI) functions as an apparel enterprise, distributing its diverse array of clothing labels both directly to consumers and ...
Digital Brands Group, Inc. (DBGI) functions as a curated portfolio of fashion and lifestyle apparel brands, combining merchandise execution with technology- and logistics-oriented operational support. The company distributes products through both direct-to-consumer (DTC) and wholesale channels. On the DTC side, DBGI uses proprietary online platforms to sell apparel directly to ...Digital Brands Group, Inc. (DBGI) functions as a curated portfolio of fashion and lifestyle apparel brands, combining merchandise execution with technology- and logistics-oriented operational support. The company distributes products through both direct-to-consumer (DTC) and wholesale channels. On the DTC side, DBGI uses proprietary online platforms to sell apparel directly to consumers, enabling tighter brand control, faster feedback loops on demand, and more direct access to customer data. On the wholesale side, the company distributes through specialty retailers, select department stores, and its own showrooms—offering broader market reach and diversified channel exposure.
DBGI’s brand portfolio includes multiple distinct fashion labels positioned across price points and product categories. The description provided highlights DSTLD (denim-focused), ACE Studios (high-end men’s suiting), The Bailey (women’s fashion such as dresses, tops, jumpsuits, and outerwear), Harper & Jones (luxury made-to-measure and custom-tailored apparel including suits and sportswear), and Stateside (premium T-shirts and related casual apparel). This multi-brand approach can help balance fashion-category cyclicality, though it also increases operational complexity in merchandising, inventory planning, and marketing execution.
From a product and services perspective, DBGI positions itself not merely as a holding company but as an operator that provides infrastructure and know-how to help brands address logistical and scaling challenges. In practical terms, that typically includes supply chain coordination, fulfillment and distribution management, brand merchandising support, and digital growth capabilities—factors that can materially influence cost of goods sold, inventory turnover, and customer acquisition costs for DTC brands.
Financially, the company shows profitability pressure in the provided trailing twelve-month metrics (e.g., negative operating and net margins), which can occur in fashion portfolios due to inventory management, markdowns, promotional intensity, and platform/customer acquisition expenses. Working-capital dynamics and operating cycle length are also important in retail/apparel businesses; the dataset indicates inventory-related timing effects consistent with fashion’s seasonal and trend-driven demand. As with many small-cap apparel enterprises, achieving durable scale, improving gross margin, and reducing cash burn are key milestones.
Key people include CEO John Hilburn Davis IV, and the company is headquartered in Austin, Texas. With an employee count around 33 (from the provided dataset), DBGI operates with a relatively lean organization, which can concentrate responsibility across merchandising, digital operations, finance, and brand support functions.
Looking ahead, DBGI’s stated model suggests ongoing emphasis on accelerating growth of its brands using technology-enabled operations and expanding distribution reach, while continuing to manage inventory, fulfillment efficiency, and margin discipline to improve overall financial performance.
YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength.
QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes.
RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three).
$7.4M
-36.1%
-8.2%
Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day.
$-28.3M
-115.6%
+21.1%
Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials.
+14.3%
-54.7%
+291.7%
Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on).
-323.3%
-323.9%
-9.7%
Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales.
-382.8%
-237.5%
+14.1%
Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock.
$-15.9M
-158.1%
-15.0%
FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine.
-215.1%
-304.0%
-25.2%
Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe.
69.9%
+114.2%
+1298.3%
Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking.
0.79x
+250.6%
-19.0%
Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground.