Too Old to Hire, Too Young to Retire: Fashion's Ageism Problem

Part 6 in my "Behind the Glamour" Series - Confessions of a Fashion Headhunter

Let’s talk about something the fashion, luxury and lifestyle industries refuse to confront head-on: Ageism.

Behind the curated campaigns and DEI pledges, there’s a silent but devastating trend playing out in boardrooms and hiring pipelines—where brilliant leaders over 50 (especially women) are being quietly pushed out or passed over.

It’s not subtle. It’s not rare. It’s a pattern. And it’s getting worse.

The Invisible Line at 50

I can’t tell you how many times I’ve heard this story. A highly accomplished leader—decades of success, teams built, brands scaled—suddenly finds themselves out of a job. Maybe it’s a restructure. Maybe a new CEO. Maybe just a “change in direction.”

At first, they’re optimistic. They’ve done this. They’ve led. Surely someone will recognize their value.

But the phone doesn’t ring. Recruiters go quiet. Interviews stall. Feedback is vague.

And it hits them: they’ve aged out.

Not because they’re irrelevant. Not because they’re out of touch. But because somewhere around 50, the industry decided they were “too experienced”—which is just code for “too expensive,” “too senior,” or worse, “too old.”

It’s as if there’s an unspoken forced retirement age of 55—whether you’re ready to stop working or not.

This recent Korn Ferry piece puts it plainly:  The New Forced Retirement Age: 55?

“It’s not that workers at 55 suddenly become ineffective. But many companies still equate age with obsolescence—despite the reality that 55+ workers are often at their peak in terms of leadership, EQ, and wisdom.”

At the same time, governments around the world are debating raising the official retirement age to 67, even 70.

So let’s ask the obvious question: If we’re “too old to hire” at 55 but not “allowed to retire” until 70… what exactly are people supposed to do for the 15 years in between?

This isn’t just a human contradiction. It’s a systemic failure.

The Double Bias: Age + Gender

Now, let’s add another layer.

For women, the impact of ageism hits earlier—and cuts deeper.

• Studies show 80% of professional women have faced gendered ageism.

• Many say it starts as early as their mid-30s.

• After 50? Nearly 9 in 10 report workplace bias.

But here’s what’s even more telling: when men age, they’re often seen as “seasoned,” “wise,” or “well-rounded.” They’re seen as mature leaders with gravitas—someone you trust in the boardroom.

But when women age, especially in fashion, the narrative shifts. They’re more likely to be perceived as “out of touch,” “less energetic,” or simply “no longer relevant.”

It’s the same experience, completely different framing. Silver hair signals wisdom on men—but invisibility on women.

And in fashion—where youth is currency and image is everything—this double standard isn’t just unfair. It’s institutional. 

The Cost of Cutting Out Experience

Companies like to tell themselves they’re being lean or agile when they push out seasoned leaders. But let’s be real: they’re cutting the very muscle they’ll wish they had in the next storm.

What’s walking out the door isn’t just a high salary. It’s:

• Institutional memory

• Calm in crisis

• Deep, cross-functional knowledge

• Mentorship for rising talent

• Mature, strategic thinking

And in a time like now, when fashion is more complex, more volatile, and more scrutinized than ever—we need more wisdom, not less. You can hire five juniors for the cost of one VP. But don’t be surprised when the team doesn’t have a compass.

Age + AI: The Power Combo We’re Ignoring

One of the biggest myths floating around boardrooms right now? That older leaders can’t keep up with AI.

Let’s clear that up.

Many senior leaders I work with aren’t just keeping up — they’re embracing AI. They’re asking the tough, strategic questions:

• What do we automate, and what needs the human touch?

• How do we keep decision-making ethical, brand-aligned, and people-centered?

• How do we guide younger teams through the noise of tech hype toward real impact?

This blend of emotional intelligence and AI savvy is exactly what I focus on in my coaching — helping leaders harness both their experience and technology to lead with purpose.

AI doesn’t replace experience—it needs experience to be used wisely.

Think of it this way:

Junior teams know how to use the tools. Senior leaders know how to ask the right questions.

Ignore one, and you get speed without strategy. Embrace both, and you unlock real transformation.

What Leadership Could (and Should) Be Doing Differently

So here’s my challenge to boards, brands, and decision-makers:

Look again.

Start seeing senior talent not as a cost—but as an asset with ROI written all over it.

Ask yourself:

• Are we creating flexible, strategic roles for experienced leaders?

• Are we leveraging reverse mentoring to pair innovation with wisdom?

• Are we offering fractional, advisory, or project-based pathways instead of boxing talent into full-time or nothing?

If not—your leadership model is outdated. And you're leaving value on the table.

Let’s Make Room for the Future

The good news? This doesn’t require some radical industry overhaul.

Just a mindset shift. A willingness to get creative with how we build and retain talent. A little humility to admit that wisdom and relevance are not mutually exclusive.

Because if we want an industry that lasts, evolves, and leads— We need leaders who’ve seen things. Who’ve made mistakes and learned. Who know what questions to ask when the stakes are high.

That’s not old. That’s gold.

And fashion needs more of it.

This article was originally published on LinkedIn.