In short
- 30-40%: of revenue Saint Sass lost at times on its bestseller range because stock was missing.
- 97%: availability in September, after the first ordering round with VOIDS.
- 30% → 3%: stockouts. Saint Sass is winning back around 90% of the lost revenue.
Berlin brand Saint Sass had product-market fit by mid-2026 and was growing in Europe and the US at the same time. The next step: moving from a pure drop business to a fixed bestseller range. That is exactly where stock ran out.
Saint Sass went live with VOIDS in June. After the first ordering round, availability in September was 97 percent.
Who is Saint Sass?
| Brand | Saint Sass, Berlin, founded by Vivien Wysocki and Larissa Schmid |
|---|---|
| Markets | Europe and the US |
| Range | Moving from a drop business to a fixed bestseller range |
| With VOIDS since | June 2026, after a speed onboarding |
| Founded | 2021 in Berlin |
| Largest market | US, 40% of revenue (TextilWirtschaft, 2025) |
| Production | Italy |
| Website | saintsass.com |
According to TextilWirtschaft (2025), Vivien Wysocki and Larissa Schmid founded Saint Sass in Berlin in 2021. The brand sells tights with English statements embroidered on the thigh, made in Italy. One third of revenue comes from the black "Bite me" tights.
The US is the largest market with 40 percent of revenue. The range now also includes thongs and bodysuits, and in brick-and-mortar retail Saint Sass sells through department stores such as Engelhorn and Ludwig Beck.
What problem did Saint Sass have?
Mid-year, Larissa reached out to VOIDS. The brand was doing well, but on its bestseller range Saint Sass was at times losing 30 to 40 percent of revenue because the stock wasn't there when people wanted to buy. Since the start of the year, that added up to a high seven-figure amount.
With drops, this barely shows: selling out is the goal. With a fixed range, every day without stock is lost revenue.
Why is a hero product an inventory risk?
When a third of revenue depends on a single product, its availability decides the month. If the "Bite me" tights sell out in one size, there is no equivalent replacement in the basket. The revenue is gone.
Then there is the supply chain: made in Italy, 40 percent sold in the US. Production and shipping across the Atlantic sit between order and sale. If you only reorder when stock runs low, you are too late. According to IHL Group (2023), out-of-stocks and overstocks cost retail around $1.77 trillion a year worldwide.
What did VOIDS change at Saint Sass?
No back and forth: speed onboarding, live in June. Right after, Saint Sass placed the quantities for September to November with VOIDS, including Black Week.
Order quantities come from the SKU-level forecast instead of gut feeling, so the stock is there for the season and the peak.
How does VOIDS plan purchasing for Saint Sass?
According to Jannik Semmelhaack (Commerce Roundtable, October 2026), VOIDS forecasts more than 200,000 SKUs for merchants worldwide. Five things set the forecast apart from an Excel plan: historic stockouts are corrected so demand isn't underestimated. Seasonality and campaigns like Black Week are modelled separately. Every sales channel gets its own forecast. New products with little history are planned with their own launch curve. And cannibalisation between products is taken into account.
According to Semmelhaack, many brands update their plan only every four to twelve weeks. VOIDS recalculates the forecast every week and shows stock, inbound and sell-through per channel for every SKU. Each SKU has a safety period and an order cycle, and the order suggestion follows from them. At HYROX, forecast accuracy was 32 percent higher in a direct comparison with the team's own manual plan.
At the start, VOIDS analyses the last 12 to 24 months for every new customer: how much revenue was lost because stock was missing, and how efficiently is the existing inventory working? That produces the business case the collaboration can later be measured against.
At Saint Sass, the focus was the bestseller range. The first ordering round in June covered September to November, including Black Week. Because the goods come from Italy, quantities had to be fixed months before the peak.
What results did Saint Sass achieve?
| Metric | Before | With VOIDS |
|---|---|---|
| Stockouts | 30% | 3% |
| Availability | bestsellers often sold out | 97% in September |
| Revenue lost on the bestseller range | at times 30-40% | around 90% of it won back |
| Black Week quantities | open | placed in June |
According to VOIDS founder Jannik Semmelhaack (LinkedIn, 2026):
- 97 percent availability in September, after the first ordering round
- Stockouts down from 30 to 3 percent
- Saint Sass is winning back around 90 percent of the revenue it used to lose
- Quantities for September to November, including Black Week, placed on time
We have product-market fit. The only way we can still mess this up is if we don't get purchasing under control.
The crazy part: Vivien and Larissa did everything right, and still one single topic almost stopped them.
What can you learn from this?
- Moving from drops to a fixed range needs different purchase planning: selling out there means lost revenue. Reduce stockouts
- Black Week quantities are decided in summer, not in November.
- The free check shows how much revenue out-of-stocks are costing you right now. Open the OOS tracker
Sources:
- Jannik Semmelhaack on LinkedIn about Saint Sass
- TextilWirtschaft: TW-Forum 2025 award winners, Saint Sass
- IHL Group: Inventory Distortion Study 2023 (RetailTouchPoints)
- Jannik Semmelhaack and Jochen Möller at Commerce Roundtable (YouTube, October 2026)
Frequently asked questions
How quickly did Saint Sass go live with VOIDS?
Saint Sass went live with VOIDS in June 2026 after a speed onboarding. Right after, the brand ordered the quantities for September to November, including Black Week. Only a few weeks passed between the first conversation with co-founder Larissa in mid-2026 and the first ordering round.
What did VOIDS change at Saint Sass?
After the first ordering round, availability in September was 97 percent. Stockouts fell from 30 to 3 percent. According to VOIDS founder Jannik Semmelhaack, Saint Sass is winning back around 90 percent of the revenue it used to lose because stock on the bestseller range was missing.
Why was Saint Sass losing revenue although the brand was doing well?
Saint Sass wanted to move from a pure drop business to a fixed bestseller range. On that range, stock was often missing when customers wanted to buy. At times 30 to 40 percent of revenue was lost there, a high seven-figure amount since the start of the year.
Why is a fixed range harder to plan than drops?
With drops, selling out is the goal and quantities are deliberately tight. With a fixed bestseller range, customers expect products to be available at any time. Every day without stock is lost revenue. A fixed range therefore needs SKU-level forecasts and regular reorders instead of one-off quantities.
How did Saint Sass plan Black Week?
Saint Sass placed the quantities for September to November, including Black Week, with VOIDS right after going live in June. The decision was made months before the peak, in time for supplier lead times. The first ordering round led to 97 percent availability in September.
Who founded Saint Sass?
Vivien Wysocki and Larissa Schmid founded Saint Sass in Berlin in 2021. According to TextilWirtschaft (2025), Larissa Schmid is co-CEO and responsible for sales and finance. The brand sells tights with embroidered English statements, made in Italy, and makes 40 percent of its revenue in the US.
Why is the bestseller so critical for Saint Sass?
According to TextilWirtschaft (2025), the black "Bite me" tights account for a third of Saint Sass revenue. If they sell out in one size, there is no equivalent replacement. That is why the brand planned the bestseller range with VOIDS first and cut stockouts there from 30 to 3 percent.
What role does the US play for Saint Sass?
According to TextilWirtschaft (2025), the US is Saint Sass's largest market with 40 percent of revenue. Production is in Italy. Between order and sale, there is production and shipping across the Atlantic. For planning, that means quantities for the US peak have to be fixed months ahead, or the stock is missing at Black Week.
Increase availability. Reduce capital tied up in stock.
Find your biggest procurement lever in an inventory audit.
Jannik Semmelhaack · CEO & Founder, VOIDS
Jannik is founder and CEO of VOIDS. He writes about AI-powered demand forecasting, inventory optimization, and supply-chain strategy for DTC brands.
Reviewed by Jannik Semmelhaack, founder and CEO of VOIDS.
Jannik checks every article for factual accuracy and practical relevance before it is published.