How A 21 Year Old Grew Ditch Into A Multi-Million Dollar Brand

An interview with Ditch founder Zeb Chace

Esteban: Zeb, I’m really glad to have you here with us today. Let’s start from the beginning. How did Ditch come to life? What were the early days like for you?

Zeb: It’s wild to look back on now, but it was a combination of necessity and a need for change. I was 17, living in Florida, and things at home weren’t stable. It wasn’t a healthy environment, and I felt trapped, so I’d saved up a little from past side hustles, but it wasn’t enough to sustain me long-term. Around that time, I was spending a lot of time playing Minecraft and ended up meeting some friends who became close. Long story short, I ended up moving to California and staying with one of those friends.

When I finally got to California, I started crashing in the garage and quickly found a job at Target. The pay wasn’t great, but it was something. I’d work and  put every dollar I could spare back into Ditch. Back then, I had no idea what I was doing. I didn’t have a clear plan for the brand, no design background, no connections in the industry, and absolutely no clue about fashion production. I just knew I wanted to make something.

Esteban: So you’re in California, working at Target, and starting a brand from scratch with no background in fashion. How did you start turning this idea into reality?

Zeb: I started with what I knew—or rather, what I didn’t know. I was making everything up as I went along. For the first drop, I designed everything on my phone because I didn’t know how to use Photoshop, Illustrator, or anything like that. I used apps to create rough mockups and then sent those to a screen printer. I found blanks from LA Apparel and had a random kid in Texas screen-print my designs on them. It was all very DIY, very scrappy. I wasn’t even sure if it would sell. One of my early influences was this Mayhem band tee that I loved—the design was spiky, chaotic, just really raw. I paid a kid I found on Instagram to design something similar, and that became the first Ditch piece. I had no marketing strategy, no experience, and no following. I was just winging it. But it was exciting, and people seemed to resonate with it, so I kept going.

Esteban: How did you start picking up the technical aspects of fashion?

Zeb: Honestly, it was mostly trial and error, and a lot of mistakes. I didn’t know the basics. I didn’t know what GSM was or the difference between fabrics. I didn’t even know what a tech pack was. Every time I needed to figure something out, I’d go online and dig around for any information I could find. I spent hours on TikTok and Instagram, watching videos and learning from other people’s experiences. But back then, there wasn’t as much content available for starting a clothing brand. I was piecing together information from whatever I could find.

One of my first big mistakes was with a bulk order. After that initial drop went well, I decided to invest in a larger order to save on costs. I found a manufacturer on Alibaba who could produce hoodies for around $16 a piece, which sounded amazing. But when they arrived, the quality was terrible. I didn’t know anything about material specs, so I didn’t realize that the price was a red flag. Still, I managed to sell most of them and used that money to invest in better-quality items. The lesson was brutal but essential: you really do get what you pay for.

Esteban: Once you had the product sorted out, how did you approach marketing?

Zeb: Marketing was actually something I could tackle a little easier, just because I had friends who were popular on social media. That helped a lot. I’d send them clothes, and they’d wear it on TikTok or Instagram, and it really started to create some buzz. From there, I’d reinvest every dollar I made back into the brand. I wasn’t spending on myself at all. Every bit of profit went back into inventory, marketing, and figuring out how to make the brand bigger and better.

Social media was huge for us. I’d post consistently, send out free clothes to influencers I thought were cool, and try to get the brand in front of as many people as possible. I wasn’t focused on building the “perfect brand” or having a pristine image; I just wanted it to feel authentic and relatable. Even now, I think one of the biggest reasons people connect with Ditch is because it doesn’t feel like a traditional brand. It feels like something real. Esteban: And what were some of the biggest lessons at this stage? 

Zeb: When you’re just starting out, marketing is everything. I tell everyone who asks me for advice that you could put anything on a shirt, but if you know how to market it, people will buy it. Design is important, but I see it as secondary—especially at the beginning. If I had focused on making each design “perfect,” I wouldn’t have been able to build any hype around Ditch.

I remember early on, I designed a knit sweater on my phone that I didn’t think was all that great. It was just an oatmeal-colored sweater with bats on it, but I got it onto some influencers, and it sold fast. People would even ask me to restock it. At the time, I thought it looked cheap and thrown together, but they loved it. That’s when I realized that marketing could make or break a brand.

Esteban: So it was all about building hype and leveraging your network?

Zeb: Exactly. I was lucky to have friends who were popular on TikTok. I’d send them clothes, and they’d post about it, which really helped Ditch take off. But it wasn’t just about reaching big influencers. I’d cold DM people I thought were cool, even if they didn’t have huge followings. I wasn’t focused on follower counts—I was looking for people with real style and authenticity. I wanted Ditch to feel genuine, not like some mass-produced label.

Esteban: That’s interesting. So for you, it was about getting attention first, and refining the designs as you grew?

Zeb: 100%. Marketing is the foundation. You could make a basic product look cool if you put it in the right hands. I often say that you could put anything on a plate, but if someone famous is serving it, people will want it. And that’s what we did with Ditch. The designs weren’t always the most intricate or complicated, but they looked cool because I got them on people who knew how to wear them and make them look good.

Once we had that attention, I started putting more focus on product quality and design. As the brand grew, people began expecting more from us, and I wanted to give them that. But I think you can only get to that stage once you’ve established the demand. For us, it was marketing first, design second.

Esteban: That’s interesting. You mentioned that Ditch transitioned from a drop-based model to more consistent inventory. What drove that decision?'

Zeb: At first, the drop model made sense for us. It created this urgency—people knew they had to buy quickly or miss out. But over time, I started to feel like we were missing out on a lot of potential sales. People wanted to buy our stuff, but if it was always sold out, they couldn’t. So we started keeping more items in stock, and while it might make the brand seem “less exclusive” in some ways, it’s been great for our growth. We still do limited drops for special items, but having evergreen pieces means we can consistently make sales and capture demand that we were previously missing.

It was a mental shift, though. Part of me worried that people would think we’d “fallen off” if items didn’t sell out immediately. There’s a perception that if you’re not selling out, then you’re not as “hyped.” But we’re actually doing better than ever, and that shift in mindset has been key. Now, every day we’re getting consistent orders, and it’s become a sustainable business rather than just a seasonal one.

Esteban: And how did you handle the operational side of things as the brand grew?

Zeb: That was probably the most overwhelming part. When you’re starting out, it’s just you, so you can handle things one by one. But as we grew, I realized that I needed more than just a good product and solid marketing—I needed real infrastructure. At first, I was handling everything from my apartment, packaging and shipping each order myself. But it quickly became unsustainable.

Our first big pre-order was a wake-up call. We had boxes stacked in every corner, even in the backyard, and we didn’t have a proper system for tracking everything. Orders were delayed, items got mixed up, and it was just chaos. It was humbling but necessary. That’s when I realized I needed a warehouse, a fulfillment team, and systems to handle everything from inventory to customer service.

Eventually, we moved into a warehouse, and I started building a team. Hiring friends was a big part of that, and it’s been rewarding. Now I have people I trust, and we’ve built a culture that feels like a family. And while it’s expensive, having our own fulfillment operation gives us flexibility and control that we wouldn’t have with a third-party provider.

Esteban: Why did you decide to handle all of your shipping and logistics yourselves?

Zeb: I think it’s about control, honestly. Having everything in-house means I can see and touch the product before it goes out. I also love the energy of working with friends. They’re not just employees; they’re people I care about, and it makes a difference. For example, if an influencer is in town, I can invite them to the warehouse, show them around, and let them pick out some pieces. It builds a real connection that wouldn’t happen with a 3PL.

Also, I can do things on the fly—like adding free items to orders as a surprise or adjusting packaging based on customer feedback. If I had a 3PL, it would be more transactional. This way, everything feels like it’s coming directly from us, and I think that resonates with people.

Esteban: How does this strong sense of organization look when it comes to manufacturing and production. Let’s dive into that. How did you manage to get your vision across to manufacturers, especially with no background in fashion or design?

Zeb: Honestly, it was all about learning to communicate effectively. In the beginning, I didn’t have a clue how to talk to manufacturers, and I made a lot of mistakes. When you’re new, it’s easy to think, “I just need to find the right manufacturer, and everything will work out.” But that’s not really the problem. I’ve seen people send manufacturers the vaguest instructions—just a single photo or a general description—and expect them to nail the vision. They don’t realize how much effort goes into explaining exactly what you want.

Early on, I made that mistake too. I’d send over rough mockups I made on my phone, with almost no guidance, and then be disappointed when the samples didn’t look right. At first, I thought the manufacturer was at fault, but really, I wasn’t giving them enough information. I’d give a blurry idea and expect them to somehow read my mind. I learned fast that clear communication is the difference between getting something you’re happy with and something you can’t even use.

Esteban: So how did you change your process to make sure you were getting exactly what you wanted?

Zeb: I became extremely detailed. Now, even though I still don’t use tech packs, I send manufacturers thorough mockups with clear instructions. Every piece of the design is broken down, and I label exactly what should be embroidered, printed, or patched, with specific placements for each. I’ll even make maps of where elements should go on the garment, so there’s no room for misunderstanding. And I’ve learned to separate out every little detail to make it as foolproof as possible.

I also spend time understanding the language of manufacturing—learning the right terminology, how to describe fabrics, weights, and textures. If I want French terry, I’ll specify the GSM (grams per square meter) to make sure they know exactly the quality I’m expecting. I’ll even give them a reference for the texture and feel I’m aiming for. Most people don’t take it that far—they might say, “I want a hoodie in black with embroidery,” and leave it at that. But that’s just not enough information. You have to guide the manufacturer with precision.

Esteban: It sounds like you don’t see manufacturers as “good” or “bad” by default but rather look at your own role in the process.

Zeb: Exactly. When people ask me for my manufacturer’s contact, I tell them it’s not about the manufacturer itself. Any decent factory can probably make what you want if you communicate properly. I’ve visited my manufacturer’s facility in person, and I’ve seen that they make products for other clients that don’t turn out great. That’s not because the factory isn’t good; it’s because those clients don’t know how to explain what they need.

It’s really common to hear brand owners complain that their samples came back wrong and blame the factory. But when I look at how they’re communicating, it’s clear why the samples didn’t turn out. I once saw a message a client sent my manufacturer, and it was literally just one image of a hoodie with “baggy fit” written underneath. No details about measurements, no separated files for embroidery versus print. They expected the manufacturer to figure out everything from a single image. And when the sample came back wrong, they probably blamed the manufacturer.

Esteban: So it’s all about setting the manufacturer up for success by communicating in a way they can act on. 

Zeb: Absolutely. In my case, I’ve built such a strong relationship with my manufacturer that they know my preferences almost instinctively. I don’t even need to send tech packs because we have a shared understanding of the brand’s look and feel. I’ll send them a clear, detailed mockup, and sometimes even reference past items to show them the quality and style I’m looking for. They can use that as a reference, and we’re able to work almost seamlessly.

Building that relationship took time and a lot of communication, but now, if I need to replicate something we’ve done before, I can just say, “Let’s do it like we did on that last hoodie, but with this adjustment.” And they understand right away. It saves a ton of time and minimizes the back-and-forth. It’s about nurturing a partnership with your manufacturer, not treating them as just another vendor.

Esteban: That’s a great way to think about it. So in a way, you’re training the manufacturer as much as they’re producing for you.

Zeb: Exactly. I’ve learned that manufacturing isn’t just about finding a factory that can produce high-quality items. It’s about teaching them what Ditch is all about and getting them to understand our aesthetic. A lot of people spend time looking for the “perfect” manufacturer, but they don’t invest time in building that relationship. You have to see the manufacturer as part of your team. Once they know your brand’s personality and your level of quality, they can deliver exactly what you’re looking for.

Esteban: I imagine these lessons have piled up over the years. Looking back, is there anything you’d do differently?

Zeb: If I could go back, I’d delegate certain tasks sooner. When you’re starting, you feel like you need to do everything yourself to save money, but there’s a limit to that mindset. You reach a point where your time is worth more than the money you’d save by doing it all on your own. For a long time, I was handling all the fulfillment, which was exhausting. Now I realize that having a team allows me to focus on the bigger picture—like strategy, new designs, and brand growth.

Esteban: And what advice would you give to someone who’s just starting out and maybe feeling overwhelmed by everything?

Zeb: My best advice? Just start. Don’t overthink it, and don’t worry about getting everything perfect. People get so caught up in planning and trying to map out every step that they never take the first one. I didn’t have a detailed plan when I started; I just made something, put it out there, and figured things out as I went along. Each new challenge will show you what you need to do next. You don’t need to have all the answers from day one.

When I launched Ditch, I didn’t even think about things like trademarks or LLCs. I focused on making something I was proud of and getting it out there. If a problem came up, I’d deal with it, and then I’d move on to the next thing. A lot of people get stuck because they’re too focused on what might go wrong instead of just taking action.Focus on the task in front of you. Execution is everything, especially at the beginning. You can have all the ideas in the world, but if you’re not actively tackling what’s in front of you, you’ll get stuck. 

For example, learning production and getting that first drop out was a big challenge. I had no idea how to design, let alone produce something. I didn’t know Photoshop, didn’t know what a tech pack was, and didn’t understand the difference between fabrics. But instead of getting overwhelmed, I broke it down. I knew I needed a design, so I found a kid online to create a logo for me, something simple that I could work with. Then, I found blanks from LA Apparel and paid another guy in Texas to screen print the logo onto the blanks. That was my first drop. This approach to problem solving through execution is what I rely on.

Esteban: So you tackled each challenge as it came, rather than trying to solve everything at once?

Zeb: Exactly. I figured out one step, and then I’d move on to the next. After that first drop, the next issue was figuring out manufacturing. I started realizing that producing in the U.S. was way too expensive, so I turned to overseas manufacturing. But it wasn’t like I just magically found the right manufacturer. My first order from a factory in Pakistan was a total failure—the hoodies came back in terrible quality. But even then, I didn’t see it as a total setback. I took it as a lesson. I realized I needed to get better at explaining what I wanted.

So, for the next round, I spent time learning about materials, GSM weights, and the specific terms manufacturers use. I was constantly figuring things out on the go, refining as I went along. And it was never about finding the perfect answer from the start. It was about doing something, evaluating what worked or didn’t, and then adjusting.

Esteban: Amazing advice—just take action and let the process reveal itself. Now, you’ve also started doing collaborations. What role do you see them playing for Ditch going forward?

Zeb: Collaborations have been a game-changer. They let us tap into new audiences and bring fresh energy to the brand. For the future, I want to keep aiming higher. I’ve already started conversations with some brands that are bigger than us in terms of followers and sales. The goal is to partner with brands that inspire me and can bring Ditch to a new level. There’s something powerful about collaborating with a brand that challenges you to level up, and that’s what I’m looking for.

Esteban: Zeb, thank you for sharing your journey in such detail. You’ve created something really unique, and I think your story will inspire a lot of people.

Zeb: Thank you. I hope it helps.