Superdry is rewriting its history. Just a year after losses, the British fashion label has returned to profitability. For 2025, the company reported an adjusted pre-tax profit of 33.8 million British pounds (around 39.55 million euros). This result marks the successful start of a comprehensive transformation plan. This plan included a court-approved restructuring and a clear departure from the previous discount strategy.
FashionUnited spoke to Chief Executive Officer (CEO) Julian Dunkerton about the journey from restart to recovery and the next steps. “Last year we were firmly convinced of our restructuring strategy. The current figures now confirm that our belief was justified. They give us clear confirmation and the confidence to continue building on the positive momentum.”
Superdry has shrunk its store network, sharpened its wholesale model and focused on full-price sales. This enabled the gross margin to increase to 58.2 percent.
The financial realignment, which delivered cost savings of over £130 million (around €152.1 million), now paves the way for the brand’s next chapter. The focus is on the presence in stationary retail, the preppy style and the upscale identity of Superdry & Co.
From restart to rhythm: Preppy mode sets the tone
“We’ve found our rhythm again,” says Dunkerton, “and womenswear is really driving that momentum.” Superdry’s creative compass, he explains, is firmly aligned. “We understand very well from a product perspective what we should be making. The most important thing is that preppy fashion is back and we are in a great position. Our ambition is to be at the forefront of this resurgent aesthetic.”
The enthusiasm for preppy fashion is reflected in the numbers. Superdry’s TikTok presence exploded to 200 million views last year, with engagement particularly strong in the German market. Outerwear, particularly jackets, remains a cornerstone of the collection and a key growth driver. The confidence in the new collections comes in part from Dunkerton’s involvement in the entire design process. He is involved “from the range plan to the fabrics to the design and visiting the factories where we produce our clothes. Where our design identity may have been a little unclear in the past, we are now completely streamlining the collections.”
The new confidence is paying off: “People are excited about Superdry again,” he says. “That’s a big part of the change. We’re now able to tell a cohesive story as a brand again, which is difficult with a listed company.”
Strategic freedom: Light, bright and high quality
After restoring profitability, Superdry is back on the offensive. Dunkerton outlines a two-pronged strategy: digital reach and physical experience. “We’re focused on TikTok, digital marketing and our businesses,” he says. “We are opening a new store in Aberdeen, remodeling the existing ones and planning to open stores in Germany and the Netherlands.”
The remodeled stores reflect the brand’s new identity: “They’re brighter, friendlier, very preppy, very Hamptons. We want to offer a premium experience with fair prices.” A disciplined pricing approach supports this positioning. “Selling at full price is now part of our DNA,” emphasizes Dunkerton, pointing to a like-for-like sales increase of 23 percent in brick-and-mortar retail last month. “We are a brand again and that is our biggest focus.”
Unveiling the full Superdry & Co experience
The clearest symbol of transformation will soon be visible in Superdry’s retail landscape. Dunkerton says the vision is to unite Superdry with other brands under one roof. The aim is to create a uniform yet diverse environment that reflects the brand’s upscale positioning. “It’s about creating a new experience: a place where everything comes together.”
As he reflects on the company’s new energy, Dunkerton points to the people who have made this progress possible. “I now have a fantastic team around me, highly talented people who trust each other. Building this team has not been an easy process, but it has been incredibly important and rewarding. The momentum is behind the brand and the numbers give us the confidence to continue building.”
This article was created using digital tools translated.
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