What began with €3,000, her living room, and mutual trust, ended up becoming a benchmark in wedding dresses, capable of overcoming a pandemic and diversifying into guest dresses and ready-to-wear. In 2025, as executive director of the brand, she decided to give her career a new boost by enrolling in ISEM's Advanced Program in Fashion Business Management (PADEM).
THE LEAP AND MOTIVATION
- What really prompted you to leave a secure career at KPMG to start a business in such a different sector?
I always knew I wanted to do something related to fashion. I was driven by a combination of intuition, the conviction to create something of my own, and, above all, the confidence I had in Inés' creative talent. The fact that we had known each other forever meant that we understood each other naturally, thanks to the trust we placed in each other from the very beginning. It was a very rational decision in terms of the opportunity I saw in the bridal sector, but also a deeply emotional one: I wanted to be part of something, to have a sense of belonging to something of my own that would excite me every day.
- What was your biggest fear when you took that leap, and how did you deal with it?
I wouldn't say fear, but I understand what you mean. The hardest thing for me to deal with was the uncertainty, because when you come from a corporate life, with greater predictability about your future, moving on to not knowing what will become of you is dizzying. Now I couldn't live without it: the famous entrepreneur's addiction. Another point that also caused me concern at first was building a company's management position from scratch and creating a culture, but staying true to my principles and the support I've always had from Inés have been key to quickly dispelling those feelings.
THE START OF THE PROJECT
- You started with €3,000, a lot of enthusiasm, and few resources. What did you learn from that period that continues to shape the way you manage today?
When you start out with so few resources, you learn to value each and every thing, and prioritization becomes automatic in your life. That is part of the mindset that remains with us to this day, where we see our company as something dynamic, where we apply care to each garment, its processes, and the people who are part of this journey. In this sense, if the company has achieved anything, it is thanks to the people who make it up and who have forged its character.
Furthermore, everything we have expanded into as new lines of business has been a result of listening to our customers, since from the early years in the bridal workshop, the sisters and mothers of the brides constantly asked us to make dresses for the guests. And that's how our first ready-to-wear designs came about and we began to divide the lines of business: Inés Martín Alcalde (exclusive brides) and Inés Martín Alcalde Collection (guests).
As a result of listening to our customers, our first ready-to-wear collection focused on streetwear naturally emerged. For this new business venture, beyond brides, we needed to grow while maintaining our essence. That's when Lucía Martín Alcalde, Inés' sister, joined the brand.
- Instagram was key to your growth. Now the algorithm has changed a lot: the bidding method and the high price of paid media make organic growth through this channel very difficult. How do you see the role of social media in fashion now, and what would you do differently if you were starting today?
Social media is still very important, but it's no longer as accessible as it used to be. Everyone is on social media, and what you see isn't always true to reality. The key today is to build a community, not just visibility. If I were starting now, I would diversify from day one: Instagram, TikTok, collaborations, Pinterest.
RESILIENCE AND EVOLUTION
- You overcame a pandemic in a business that depends on weddings. What was the most difficult decision you made at that time?
The pandemic was yet another test of the challenges we face on this path we have been traveling. As has happened on other occasions, managing uncertainty has been crucial; making decisions based on our values, such as keeping the team together without knowing when weddings would return and without a clear horizon, was difficult, but we couldn't dismantle what we had already built. So we decided to reorganize, become more versatile, streamline internal processes, and prepare for the return. It was very difficult, but it was the right thing to do. We also began to consider rebranding the Inés Martín Alcalde Collection.
- How did the idea to launch Martin Alcalde (the ready-to-wear line) come about? Was it a response to the crisis or part of a long-term vision?
It was a natural progression, the result of a long-term vision. Many of our brides didn't want to feel special only on their wedding day or on specific occasions throughout the year, and we understood that. After three years of growth and consolidation in the bridesmaid sector, we needed to continue growing, and Inés and Lucía's talent needed to continue expanding, so we did what was most logical: everyday clothing.
Following the expansion of the team and the consolidation of the casual collections, the need arose to take the brand identity and business strategy one step further. and that is when Martín Alcalde was born in 2024. As an extension of Inés Martín Alcalde, it shares the same DNA, although it is distinguished by its more dynamic, international, and innovation-oriented approach, reflecting a brand that embraces fashion with respect and awareness of slow fashion.
TRAINING AND LEADERSHIP
- After establishing a solid career and securing a stable position, why did you decide to enroll in PADEM? What were you looking for, and what have you found so far?
Another thing we believe has brought us this far is understanding the business from a place of honesty, and it was time to seek answers. When you are involved in such an absorbing project, you need space to think strategically and question your own decisions. PADEM has given me a deep understanding of the sector, helped us anticipate what might happen, and see fashion from other points of view; tools that will accompany us as a company in the long term. But above all, it has generated a much more informed vision and criteria than I had before. PADEM represents a turning point, not only because of the highly enriching professional network, but also because I believe that ISEM is about people and therefore also about the companies those people are part of. More specifically, it has been a turning point in the way I lead and manage.
- Would you recommend studying the program? Which profiles in the sector do you think would be most interested in it?
I would definitely recommend it to people who are managing or scaling a project, especially those who feel they need answers to all those questions that arise on a daily basis, or who need a compass to guide them in knowing that things are being done right beyond the results. They will gain a better understanding of topics such as analysis, culture, structure, and strategy, which will help them prepare to take the next step.
- What skills do you think every fashion entrepreneur should develop to survive and grow in such a fast-changing market?
Fundamentally, three:
- Deep understanding through active listening. The only way to lay the foundations for something is through mastery of that something.
- Adaptability, because we live in a dynamic world where responsiveness is the foundation of trust.
- Add value through authenticity. We often want to be someone who already exists, we want to fill a niche that is already taken, and therefore we fail. Being yourself and staying true to your values makes projects last over time.
FUTURE AND VISION
- How do you envision the sector evolving over the next five years? What trends do you think will set the pace?
I imagine a sector influenced by technology and by consumers who demand authenticity. Brands that know how to combine creativity with innovation will be the ones that succeed.
In addition, I see a clear trend toward a revival of craftsmanship and the value of manual labor. Customers increasingly value garments with their own identity, with a story behind them and a level of quality that transcends the fast pace of the seasons. At Martín Alcalde, we have not lost that closeness we had at the beginning, nor that value placed on the quality of our fabrics and things done well.
Finally, I believe that the sector will move towards more conscious production models: more limited series. Fashion is moving towards a much more mature relationship with consumers, who are no longer just looking for trends.
- If you could give one piece of advice to someone who is thinking about starting a fashion business today, what would be the most honest and useful advice?
I believe you need to surround yourself with good people who form a committed team, where everyone works in their role, develops it, and is able to evolve at the same speed as the company grows. Fashion is an attractive sector from the outside, but very demanding and competitive from the inside. Creativity is essential, but it is not enough. It is critical to be clear about your purpose, what you want to become, and to help people in the company grow within their position. At the same time, you have to understand the business from all points of view and positions in order to respond to new challenges as they arise.
The most useful advice I can give you is to build a strong brand identity based on the idea you hold dear, to think like an apprentice who needs to keep learning every day, to surround yourself with good people you can trust and who complement your weaknesses.
