From redefining modern tailoring on Savile Row to building a globally recognised personal styling brand, Alexandra Wood has carved out a distinctive space in one of the world’s most traditional (and traditionally male-dominated) industries.
Here, she shares her journey in her own words, reflecting on pivotal moments, lessons learned, and what it really takes to build a luxury brand that lasts.
Alexandra, tell us more about the route you’ve taken into your current role
I’ve been in business for nearly 19 years now, and although I didn’t set out with a clear plan to become a tailor, I’ve always been drawn to the world of luxury. When I first entered the industry, it felt quite rigid, and not particularly welcoming.
I actually started out designing for women, but everything changed when a client asked me to create something for her husband. That moment opened my eyes to a gap in the market. I realised I could bring something different; I could combine a more relaxed sense of luxury with a highly personalised experience that felt far less intimidating than typical tailoring.
My first attempt at starting a business in my early twenties didn’t go to plan. I simply didn’t understand marketing or how to position myself. So, I went back to the drawing board, gained more experience, and tried again at 26, just as I was about to have my first daughter.
That was a defining moment for me. I built the business from home, quite literally from my sofa, sending fabric samples out by post. It grew organically, and today, most of my clients come to me already understanding what I offer. They’ve either read about me or been referred, so there’s already a strong level of trust before we begin.
What were the other inflection points that have shaped your career?
For a long time, I treated the business more like a passion project than a serious brand. That changed when I began to receive external recognition for my work and my approach.
A major turning point was being featured in GQ magazine. I had a client – a politician – who was in the public eye and known for his style, and that exposure led to a journalist writing about my work. That moment shifted my mindset. I started to see the business as something with real potential to grow.
Opening my first shop in Hertfordshire was another key milestone. It gave me the space to experiment with my own designs and ready-to-wear pieces, and it helped define the brand more clearly. People began to recognise not just what I was creating, but how I was doing it – how I was making tailoring feel more approachable and enjoyable.
The most significant shift, however, came during the pandemic. Formalwear became less relevant pretty much overnight, so I had to rethink everything. That’s when I developed the concept of creating entire wardrobes for clients, rather than individual garments.
I realised that what I really offer is a complete transformation. I help my clients look and feel their best without having to think about it. That evolution has shaped the business ever since and ultimately led to opening my own design space on Savile Row.
What’s the most difficult financial or strategic decision you’ve ever had to make?
The pandemic was undoubtedly one of the most challenging periods. Like many businesses, everything came to a halt for me, and there was a real sense of uncertainty about what the future would look like.
In moments like these, I’ve learned that the most important thing is to stay steady and keep moving forward. I’ve experienced a few economic downturns over the years, and each time it reinforces the same lesson: you need to be resilient.
There will always be doubt, but you have to keep going regardless. Sometimes you might move faster than you feel ready for, but that’s part of the process. For me, that period also created the opportunity to innovate and rethink the business, which ultimately led to something even stronger.
If you could replay your first leadership role, what would you do differently?
Looking back, I would have invested in building a senior team much earlier. Bringing in fractional support, like a CFO, has been incredibly valuable, and it’s something I wish I had done sooner.
For a long time, I was very involved in every detail of the business. While that helped shape the brand, it also limited how much I could scale. If I had my time again, I would have focused earlier on creating a structure where others could take on operational responsibilities, and I had more time and space to concentrate on the bigger picture.
Letting go isn’t always easy, especially when you care deeply about what you’re building. But it’s necessary if you want to grow.
What would you say are the mistakes that are worth making earlier on in a corporate career?
One of the biggest lessons for me was around borrowing money. Early on, I took out a loan without fully thinking through how it would be used strategically to drive growth.
It’s very easy to spend money when it’s available, but I think there’s something to be said for taking a more bootstrapped approach and being more thoughtful about where you place your cash.
At the same time, I’ve always had a strong belief that things would work out, even during challenging times. This attitude helped me keep going, even when the numbers didn’t necessarily make sense on paper.
How do you build trust with your senior team?
For me, it starts with shared vision. Everyone in the business needs to genuinely believe in what we’re building and feel excited about it.
I don’t see my team as separate from the business. They are part of it. We’re all working towards the same goal, and that sense of collective purpose is what builds trust.
I’ve also learned the importance of hiring the right people. Skills can be developed, but attitude and values are much harder to change. It’s important to bring in people who align with how you think and work, and who are motivated to contribute to something meaningful.
What leadership advice do you NOT hear often enough?
I think there’s not enough emphasis on truly integrating your team into your vision. It’s easy to see employees as separate from the bigger picture, but in reality, you’re building something together.
Defining clear core values has been one of the most powerful things I’ve done. It helps me guide decisions, shape the culture, and ensure that everyone is aligned.
I’ve also learned to be more selective when it comes to new hires. Early on, I was too focused on being accommodating to others, rather than thinking about what the business really needed. Now, I prioritise people who bring the right energy and mindset to the brand. And if I’m ever in doubt about my hiring decisions, I go by the mantra “never hire someone you wouldn’t like to go out to dinner with”!
I think it’s also vital to understand that not everyone has the same personality, too. Some roles are better suited to introverts, others require a more extroverted approach. Having a diverse mix of people in your corner will eventually be one of your greatest strengths.
What do you think are the non-negotiable skills for women who want to move into board or C-suite positions?
Self-belief is fundamental. In my experience, many of the barriers people talk about are often internal rather than external; I do think that sometimes, women can create problems that simply aren’t there.
Of course, challenges exist, but your focus has to be on what you’re building and why. When you’re passionate about your work, it becomes much easier to stay focused and push through any obstacles.
It’s also important not to be overly influenced by others’ opinions. If I had listened to everything people told me I couldn’t do, I wouldn’t have built the business I have today. Essentially, learn to cut out the noise!
What general advice would you give to women who are aiming for board or C-suite positions?
There will always be difficult days – that’s part of the journey. What matters is having a clear sense of purpose and remembering why you started.
You also need to take every opportunity to listen to your clients. They will tell you what resonates, what works, and what sets you apart. Paying attention to that feedback can shape your direction in powerful ways.
Ultimately, women need to care less about chasing titles and more about delivering something exceptional. When we genuinely care about what we do and the people we serve, success tends to follow!
How can the wider workplace provide better support to women?
Access to funding is still a significant challenge. There are often outdated assumptions about women in business, particularly around their long-term commitment; there’s an assumption that female founders will eventually go off and have children, and that will hinder their company’s progress.
I believe the approach to funding needs to evolve. It shouldn’t be based solely on the numbers, it should also consider the individual behind the business and their vision.
Practical support is equally important. Childcare, for example, is a major factor that influences career decisions, and better support in this area could make a meaningful difference.
What assumptions do you think people make about women in the workplace? Are they fair?
There are still assumptions around things like maternity leave and how that might impact a business. While there are realities to consider, these shouldn’t define how opportunities are given.
Support structures in the workplace (and more broadly) need to reflect the fact that these responsibilities don’t sit with women alone. Better parental leave policies would benefit everyone.
Alexandra’s approach has evolved beyond tailoring into creating complete wardrobes for her clients, helping them look effortlessly sharp without the time commitment. Through her capsule wardrobe service, she creates thoughtful, well-designed garments for men who value fashion that reflects who they are. Learn more here.