The Ragman Collective

Growing online consignment and circular fashion retailer with a modern, low-overhead operational model.

Diversified customer base with no single customer accounting for more than c.5% of monthly turnover.

Strong foundations in the fast-growing resale and circular fashion sector, with significant scope for multi-channel and direct-to-consumer expansion.

Substantial 10,000 sq. ft leasehold warehouse with racking, studio, office and fulfilment areas, offering capacity for further scale.

Run by two director-owners who will offer a structured handover available to the purchaser.

The Ragman Collective Ltd. Unit 1A, Riverside Works, Jedburgh TD8 6EE. Scotland.

Scottish Business Centre is pleased to bring to market an established online consignment and circular fashion business, operated from a substantial warehouse premises in Scotland. Incorporated in 2024 and trading from its current location since October 2024, The Ragman Collective was created to meet the growing demand for sustainable, pre-loved and circular fashion. Operating predominantly via online marketplaces, the company offers a fully managed consignment service, taking in stock on behalf of consignors, photographing, listing, marketing and fulfilling orders across digital channels.

The owners have successfully established a recognized brand from the ground up, boasting an impressive community of around 1,000 active consignors, both existing and potential. Their vibrant social media presence includes approximately 1,500 followers on Facebook, over 500 on Instagram, and more than 750 on TikTok. Additionally, they operate a modern warehouse and studio environment designed for efficient intake, listing, storage, and dispatch. Customer concentration risk is low. While The Ragman Collective collaborates with a charity partner based in Edinburgh, currently the largest single client—this relationship typically equates to no more than 5% of monthly turnover, underlining the breadth of the underlying customer base. The Ragman Collective has been deliberately built with scalable systems at its core, making it an attractive turnkey opportunity for an existing operator or new entrant seeking a well-structured platform in the circular fashion space.

Sector & Market Position
The company operates within the rapidly expanding circular fashion and resale sector. Increased consumer awareness of sustainability, budget-conscious purchasing and the environmental impact of fast fashion are all driving robust growth in resale and consignment models.
Key characteristics of this market include:
•       Strong adoption by younger demographics and style-conscious consumers.
•       Continued policy and regulatory moves in the UK and EU, including Extended Producer Responsibility (EPR) for textiles, favouring professional resale operators.
•       A shift by brands, charities and retailers towards resale partnerships rather than in-house build-out of operations.
Within this landscape, The Ragman Collective is well positioned as a flexible, consignment-led operator, in contrast to many large Vinted sellers who rely primarily on purchased stock. It provides curated inventory and a fully managed service, making it ideal for individuals, charities, and brands that want to monetise pre-owned items without building their own infrastructure. The business operates as a specialist with robust operational processes, underpinned by listing software that publishes across multiple platforms and centrally manages inventory. In the wider UK market, comparable operators include nationwide consignment resellers such as Thrift and Cirkel. The Ragman Collective occupies an attractive mid-market position: professionally run and systemised, yet still agile and able to support bespoke collaboration.

Operations & Team
The Ragman Collective is currently run by two director-owners, with no additional employees. Both directors are actively involved in day-to-day operations and intend to exit fully following completion of a sale. A structured handover and training period will be offered to ensure a smooth transition.
Around 60% of the working week is dedicated to creating listings (intake, photography, copy, upload). The remaining 40% is split between: Order despatch and warehousing operations – Customer service and consignor liaison – Marketing and social media activity – Monthly accounts, consignor statements and reconciliation. In broad terms, each director currently works approximately 40 hours per week. Monthly accounts and consignor payouts require around 10 hours per month.
This lean structure, supported by software for multi-channel listing and inventory control, demonstrates the efficiency of the model. It also creates clear opportunities for:
•       Introducing part-time staff or contractors to take on listing and despatch work, releasing owner time for strategic growth.
•       Systematising and documenting processes during handover, making The Ragman Collective easier to manage for a new owner.
There is no internal succession candidate; however, the outgoing directors are willing to provide comprehensive training on all operational aspects.

Growth Opportunities
A key attraction of the business is the breadth of clearly identified, but as yet unfunded, growth avenues that an incoming owner can pursue from day one.
At present, trading is concentrated on a limited number of marketplaces. However, the existing inventory, photography and brand can be efficiently extended to additional channels, including Depop, eBay (with the opportunity to explore eBay Live selling), a Shopify-based direct-to-consumer (DTC) website and emerging live-selling platforms such as WhatNot. Listing software is already in place, making it straightforward to duplicate listings across multiple platforms, centrally manage stock levels to avoid overselling and test different pricing and merchandising strategies by channel. Together, these factors offer a rapid route to increased turnover with relatively modest incremental cost.
Currently, The Ragman Collective has a relatively new website that does not yet include customer login or marketing sign-up functionality, and access to end-consumer contact details via third-party marketplaces is limited (for example, there is no direct email data from Vinted). Building an owned email and SMS database via a DTC channel is therefore an obvious next step. A dedicated Shopify or similar store would allow a new owner to capture customer data (with consent) and foster repeat purchase behaviour, run segmented email and SMS campaigns, create exclusive drops, collections and loyalty programmes, and improve margins by reducing reliance on third-party platform fees. Given the existing social following and consignor base, a well-executed DTC launch should gain traction quickly.

The current operational set-up—covering intake, authentication, photography, listing and fulfilment—is also ideally suited to “resale as a service” white-label solutions for fashion and lifestyle brands, content creators and influencers, charities and independent retailers. Under such arrangements, The Ragman Collective could operate as a behind-the-scenes partner, managing the resale of client-branded or sourced items, and offering co-branded or fully white-label platforms. In doing so, it could charge management fees and/or enter into revenue-share agreements, creating higher-margin B2B revenue streams. This is a fastgrowing segment of the circular fashion market, with considerable untapped potential.

In addition, with access to significant inventory and strong curation capability, The Ragman Collective is well placed to develop wholesale and wider B2B supply. It could supply smaller resellers, stylists and content creators on a wholesale basis, assemble themed bundles (for example Y2K, streetwear or workwear) for other traders and explore regular subscription or “box” concepts for partners. This approach leverages the business’s sourcing and curation strengths while reducing the need to list every item individually.
The brand already has an established voice within the UK circular fashion community and a social media presence that, while modest in scale, is highly targeted. There is clear scope to monetise this further by developing affiliate partnerships and sponsored content, collaborating with sustainability-focused influencers and pursuing PR opportunities linked to circularity, regulation and slow fashion. To date, this potential has not been fully commercialised and therefore represents an attractive upside for a marketingled buyer.

Finally, there is room to enhance pricing and service levels. Charges have remained static for around two years, suggesting an opportunity to introduce incremental fee increases in line with market rates. Additional upside exists in creating premium tiers for high-value consignors—offering enhanced photography, feature placement and quicker turnaround times—along with tailored service bundles for charities and institutional partners. Implemented carefully and communicated clearly, such changes should improve margins without undermining the core value proposition. Marketing & Promotion A new owner could further boost trade by:
•       Implementing a structured content calendar (drops, “behind the scenes”, styling tips, live sales).
•       Running targeted paid social campaigns and retargeting ads once a DTC store is in place.
•       Using the warehouse studio space to host live-selling shows and collaboration events.
•       Partnering with local and national charities, independent boutiques and influencers to cross-promote the brand.
Collectively, these measures should drive higher volumes, stronger engagement and greater repeat purchase.

Appeal & Ideal Purchaser
•       Existing resale or vintage fashion operators seeking an additional brand, operational base or Scottish presence.
•       Online marketplace sellers looking to transition from trading purchased stock to a scalable consignment model.
•       Entrepreneurs with marketing and e-commerce expertise who can unlock the obvious growth potential in multi-channel, DTC and live selling.
•       Sustainability-focused investors or lifestyle buyers attracted by the environmental credentials and positive impact of circular fashion.
•       Charities, social enterprises or brands wishing to bring resale operations in-house via acquisition rather than building from scratch.
•       For the right acquirer, this is a chance to take over a streamlined, operationally proven platform in a sector with strong tailwinds, and to scale it significantly through strategic focus and investment.

Our clients have chosen to sell the business to focus on a new project and enjoy more travel. They are now ready to hand it over to someone with the energy and enthusiasm to take it to the next level.

Business Website
www.ragmancollective.com

Process and next steps
Viewings and discussions strictly by appointment via Scottish Business Centre. Financials are available to qualified parties upon signing a non‑disclosure agreement. Offers for the shares or assets of the business, subject to contract.

To note
The particulars are provided by Scottish Business Centre in good faith on instruction of our clients and are for guidance only. They do not form part of any contract and should not be relied upon as statements of fact. Any prospective purchaser must satisfy themselves as to the accuracy of the information, condition of assets, and obtain appropriate professional, legal and financial advice. Anti‑money laundering regulations apply. To register interest or arrange a confidential discussion, please contact Scottish Business Centre.