Leadership Series
The 135-year-old denim manufacturer is blending institutional knowledge with new sustainability and new technologies to stay ahead of the market
Few companies in the textile industry can point to a history that spans more than a century. Yet Cone Denim (USA) is approaching exactly that milestone. This year marks the company’s 135th anniversary, a remarkable achievement in an industry known for constant disruption and reinvention.
Over the decades, the company has built a reputation not only for innovation in denim manufacturing but also for maintaining a culture that values deep experience and long-term thinking.
Kevin Reardon, SVP Commercial Strategy, who has spent more than four decades with the company, believes that culture has played a critical role in Cone Denim’s ability to adapt while remaining grounded in its roots.
“I’ve been with Cone Denim for 43 years coming up in May,” he says. “And a lot of the people that work for Cone have been there for their entire careers.”
That depth of experience, he argues, is not just a point of pride – it is a strategic advantage.
“Cone patented the long chain dye range in 1921. The majority of denim dyed in the world today is still using long chain dyeing.”
– Kevin Reardon, SVP Commercial Strategy
Cone Denim’s legacy stretches back to some of the earliest innovations in modern denim production. The company played a pioneering role in the development of the long-chain dye range for denim, a process that became foundational for the industry.
“Cone patented the long chain dye range in 1921,” Mr. Reardon explains. “The majority of denim dyed in the world today is still using long chain dyeing.”
That technical innovation helped establish Cone’s reputation early on. Equally important were the relationships the company built with iconic brands.
“For so many years we were the only supplier of Levi’s shrink-to-fit 501 fabrics,” Mr. Reardon says. “That gave us the groundwork and the framework for our heritage.”
Today, the company continues to draw on that legacy while expanding its capabilities in areas such as sustainability and product development. But Mr. Reardon believes that one of Cone’s most distinctive strengths lies not in its machinery or processes – but in its people.
“A lot of our team at Cone Denim have been here for their entire career – currently ranging from 2 years to over 50 years of service,” he says.
In an era when many companies prioritize rapid turnover or constant reinvention, Cone has taken a different approach. Experienced employees are viewed not as outdated but as critical mentors who help guide the next generation of leaders.
“It’s the experience and the mentoring of the younger generation,” Mr. Reardon explains. “If you don’t have these people that have been in the industry for as long as we have, then there’s nobody to pass that on.”
That institutional knowledge helps younger employees navigate complex challenges. “You may not know the answer,” he says, “but you know how to find the answer.”
Mr. Reardon describes the atmosphere at Cone as “very much a family-type environment.” That continuity has helped the company maintain its technical expertise even as the broader industry has changed dramatically.
Cone’s product development team is currently working on a new dyeing process designed to reduce water consumption while improving the wash down characteristics of denim.
Like much of the global textile sector, the denim industry has undergone significant shifts in recent years. Manufacturing geography continues to evolve, and companies must constantly evaluate where future opportunities may emerge.
When asked where he sees the most promising developments, Mr. Reardon points to one country in particular.
“If I were to put my finger on growth geographically, I would probably have to say Egypt,” he says.
“A lot of people are looking to expand in Egypt,” Mr. Reardon explains. “And many U.S. brands are looking there for production now.”
Cone Denim is exploring opportunities in growth markets – particularly in Europe. “We’re really trying to expand into Europe,” he says.
A key part of that strategy involves collaboration with Artistic Milliners (Pakistan), which has announced plans to acquire Cone Denim. Although the transaction has not yet been finalized, the two companies are already exploring ways to combine their strengths.
The approach allows Cone to supply fabric that can then be converted into garments within Artistic’s production network.
“We’re bringing fabric from China into Pakistan, making garments, and selling them into Europe.”
That collaboration has already opened doors with major European brands, helping Cone build a stronger presence in a region where it has historically had limited exposure.
“There’s been talk about nearshoring for North American brands for a long time. But I think it’s really happening now.”
Despite these opportunities, the global denim industry is facing significant challenges – many of them driven by geopolitical tensions and shifting sourcing strategies.
One of the most immediate challenges for Cone Denim has been the growing reluctance among some brands to source products connected to China.
“The one that we can’t overcome right now is people’s aversion to China,” Mr. Reardon says.
Because Cone operates a manufacturing facility there, the trend has had a direct impact on the company’s business.
“If they say ‘no China,’ then we’re out,” he explains.
Some brands have already made that decision.
“There’s one European company – we had a nice business with them – and they walked away from us because they made a decision to shift sourcing out of China.”
At the same time, other customers continue to maintain production relationships in China, allowing Cone to sustain a portion of its operations there.
“Fortunately for us there are some large U.S. brands that are still okay with China,” Mr. Reardon says.
While geopolitics and sourcing shifts dominate many industry discussions, Cone Denim continues to invest heavily in product innovation and sustainability.
One of the company’s most significant environmental initiatives is its zero liquid discharge system in Mexico, which allows Cone Denim Parras to recycle over 90% of the water used in its processes.
“We recycle over 90 percent of our water,” Mr. Reardon says.
“By 2030, 100 percent of our cotton will be sustainably sourced.”
Innovation is also happening on the technical side of denim production.
Cone’s product development team is currently working on a new dyeing process designed to reduce water consumption while improving the wash down characteristics of denim.
“It’s a new dye technique that would actually make the color chip off quicker and use less water when you dye it,” Mr. Reardon explains.
Although the technology is still in development, it reflects the ongoing search for ways to combine sustainability with the authentic characteristics that define traditional denim.
Another shift Mr. Reardon has observed is a renewed interest in rigid denim fabrics, particularly in Europe.
“We see a large move now to more 100 percent rigid fabrics,” he says.
After years of stretch-heavy denim products, many brands appear to be returning to more traditional constructions.
In many ways, the trend represents a return to the product’s roots – something that aligns naturally with Cone Denim’s long history in the category.
Like most companies in the apparel supply chain, Cone Denim is navigating a market environment characterized by uncertainty and shorter planning cycles.
Customer forecasts have become less reliable, forcing suppliers to adapt to increasingly compressed timelines.
“There used to be forecasts eight or ten months out,” Mr. Reardon says. “Now it’s not like that.” Many brands are planning only a single season ahead – or sometimes even less. “Some customers don’t even give you a season.”
Instead, suppliers often have to rely on historical data and reserve capacity based on expected demand.
“You just have to gauge it on historical performance.”
Despite those challenges, Mr. Reardon remains cautiously optimistic about the year ahead. “At a minimum, I look for it to be slightly better than 2025 was,” he says. Nearshoring trends, particularly in Mexico, appear to be gaining momentum after years of discussion.
“There’s been talk about nearshoring for North American brands for a long time,” he says. “But I think it’s really happening now.”
For a company that has navigated more than a century of industry cycles, that steady, pragmatic outlook may be one of its greatest strengths.
After all, as Cone Denim approaches its 135th year, the company’s strategy seems less about chasing every new trend – and more about balancing heritage, innovation, and adaptability.
And in an industry where change is constant, that long view may be exactly what keeps the company moving forward.
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