Her entry point wasn’t a runway or a flagship store. It was the gym. “I was carrying my sweaty kit in single-use plastic bags,” she recalls.

“I thought: we can make something better.”

That “something” became a range of reusable, stylish, and functional bags — designed to outlast trends, survive a decade of use, and replace the endless churn of plastic and low-grade polyester.

The Unsexy Side of Sustainability

This episode is refreshingly light on green-washed marketing language. Rouch doesn’t promise to “save the planet” with a tote. Instead, she talks about the unglamorous, often hidden layers of responsible production:

• Working with mills that meet strict environmental standards

• Manufacturing in small runs to avoid excess inventory

• Designing for durability so replacements aren’t needed every season

It’s the side of sustainability that doesn’t get Instagram likes — but actually moves the needle.

Luxury’s Dirty Secret

Having spent years in high fashion, Rouch knows the industry’s contradictions. The luxury sector markets permanence but thrives on novelty; it tells stories of craftsmanship while quietly overproducing to maintain shelf presence.

“The most sustainable thing you can do is make something people want to keep,” she says.

That philosophy runs through La Pochette’s entire model: timeless designs, repairable hardware, and materials chosen for both performance and longevity. In a culture obsessed with ‘newness’, it’s a direct challenge to fashion’s growth logic.

Small Brand, Big Responsibility

For a founder, leading responsibly means wrestling with trade-offs daily. Scaling production could cut costs but increase waste. Moving manufacturing overseas might improve margins but lose oversight. “Every decision has a sustainability cost,” she admits.

“You have to know your red lines.”

It’s a principle she believes applies beyond fashion: responsibility isn’t just about the material you use, but the model you build.

The Real Question

The Responsible Edge asks whether it’s really possible to lead responsibly in today’s commercial world. For Rouch, the answer is yes — but only if you define success on your own terms. That means rejecting the idea that growth must be infinite and accepting that “luxury” should mean not just high price, but high principles.

Because sometimes leadership isn’t about scaling up. It’s about knowing when not to.