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If you’re of the opinion that technological advancement hasn’t made selling online easy enough, you’re in for a treat. Poshmark, the online resale marketplace that prides itself on ease of use, is reinventing its own operational wardrobe.
The company has embraced AI to improve the user experience and capitalize on customer trends. To dedicated “Poshers” out there, think of AI’s potential efficiency gains as the corporate equivalent of baggy pants or high-waisted coveralls.
Here’s what three of the company’s executives told Revenue Brew about how it is using AI to create the on-ramp to its next phase.
The power of early adoption
Poshmark co-founder and former CEO Manish Chandra said the company has always had the ethos of a tech-forward resale player and likened the company’s AI investment to that of its early mobile shopping bet. Some of Poshmark’s early success could be attributed to the novelty of a model that was more personality, less transaction.
“When we started the company back in 2011, we bet the farm on mobile. At that time, people didn’t believe you could build an end-to-end e-commerce app on mobile. So we’ve always been betting on technologies ahead of time,” Chandra told Revenue Brew. Chandra said revenue teams are able to communicate trends to tech employees, who are then able to build products around consumer information. This can materialize in large rollouts, like Poshmark’s Smart List AI in January 2025, which helps users create detailed product descriptions—say a sequined crop top or faded jeans—after uploading a series of pictures.
“If your sellers are saying, this specific process takes a long time, or it’s not scaling as I’m growing my closet on Poshmark…then you create automation tools to support that process,” Chandra said.
He emphasized that one hand washes the other in this process: Revenue teams are feeding data across departments to ensure a decision is steeped in both objective metrics and subjective ideas.
“We look at both analytical data, colloquial data, and user studies to drive the innovation cycle,” Chandra said.
Dovetailing technology and the customer experience
For Kate Franco, Poshmark’s VP of customer engagement, working in lockstep with the product team means keeping the customer front and center. “For Smart List AI, the way that we launched it is all of our messaging and creative was rooted in showing sellers how it saves them time and can make them more money,” she said. “Our role, in a weird way, is to not center the technology, but center the role of people in the technology,” Franco said.
The product was road tested at Poshmark’s annual community event, “PoshFest.” Giving sellers the opportunity to try it out while still in beta mode allowed them to demystify the technology and give feedback on the spot, which Franco used to tweak the product or messaging. “AI is scary, right? Because a lot of people feel that way,” she said.
On the efficacy of AI investments like these to drive the company’s top line, she said the focus is moving the needle on frequency, retention, and seller loyalty. Once those priorities are determined by the revenue and marketing teams, that information can be used by the product teams to create new technology.
“We see it as [the marketing team’s] job to be the bridge between the technology and the user behavior,” Franco told Revenue Brew. “We help those innovations land by making them understandable and compelling.”
Product takes center stage
Poshmark COO John McDonald said it’s clear that technology is integral to the company’s future trajectory.
“Product is central to Poshmark’s future revenue strategy, driving growth by continually innovating through technology and embracing experimentation to anticipate user needs and simplify the consumer experience,” McDonald said in a statement to Revenue Brew.
He also highlighted that while his product team is taking center stage, it is led with the shared goals of revenue team members.
“This often involves various organizational models, from integrated teams led by revenue owners for areas like Ads & Partnerships, to dedicated cross-functional teams for initiatives like Posh Shows,” he said.
What’s clear from these conversations is that Poshmark is enabling an incubator-like culture where good ideas can flourish across teams and where experimentation and collaboration are underpinned by data-driven insights.
“This strategic foresight involves betting on tech ahead of time and exploring new marketplace models, communicated internally through a shared philosophy that solving consumer problems with product advancements naturally leads to business growth,” McDonald said.