JJ Park, CEO of ShinWon Corporation
An Intro: JJ Park began his career as a financial analyst and joined ShinWon in 2006 as the Knit Sales Manager. Since then, he has held various pivotal roles within the organization.
In 2014, JJ Park was appointed President of the Export Division, where he successfully led the knit, sweater, and wader manufacturing businesses. His outstanding leadership and commitment led to his promotion to CEO of ShinWon Corporation in 2016. In this role, he has overseen not only the export division but also managed the company’s retail operations in the dynamic markets of Korea and China.
Beyond ShinWon, JJ Park has served on the Steering Board of RISE for women’s empowerment across the global supply chain since 2022 and became a board member of the Fashion Supplier Advisory Council at US major retailer in 2025.
TextilesResources.com: Share with us your journey at ShinWon Corporation — challenges, expansion, successes, opportunities, and experiences. Any special achievements or incidents?
JJ Park: The key lesson I’ve learned in this industry is that innovation begins with a mindset, not technology.
The textile industry now stands at a crossroads—between incremental improvement and disruptive reinvention. According to industry reports, many traditional textile companies struggle with digital transformation not because of technological constraints, but due to resistance to organizational change.
One of the greatest challenges we faced was overcoming the inertia of conventional thinking. For example, the traditional view of global supply chains prioritized efficiency; however, the pandemic highlighted the critical importance of resilience.
One of my proudest achievements has been embedding Design Thinking across our organization. We shifted from merely reacting to buyer requests to proactively solving consumer problems. This change was not just philosophical—it led to measurable business outcomes.
Another critical strategic insight was recognizing the need to pursue both vertical integration and horizontal collaboration simultaneously. Future textile companies will not thrive as isolated entities, but as nodes within interconnected ecosystems. Industry studies have shown that textile firms embracing open innovation outperform those operating within closed models.
From a leadership perspective, I’ve learned that an elastic strategy—one that adapts to external volatility—is far more effective than rigid five-year plans. It has enabled us to remain agile while maintaining a clear long-term vision.
Ultimately, the future of the textile industry lies with companies that generate both environmental and social value, not just products. This belief guides every decision we make at ShinWon.
Additional points:
- ShinWon has over 50 years of experience as a trusted global fashion manufacturing partner.
- Operates 15 subsidiaries in over five countries, including Guatemala, Nicaragua, Vietnam, Indonesia, and the United States, with strategic regional offices enabling real-time communication.
- Honored with multiple global awards, including the Walmart Fashion Excellence Award (recognized as the only Direct Import partner in 2024).
- Developed and implemented SWIMS (ShinWon Intelligent Manufacturing System) to integrate data-driven operations—AI-powered forecasting, real-time production monitoring, advanced quality control, and unmanned logistics.
TextilesResources.com: What is your view on recycling, circularity, traceability, transparency, and equal opportunity? How is ShinWon Corporation embracing these principles?
JJ Park: One of the biggest misconceptions surrounding sustainability is that it’s solely about environmental responsibility. In my view, it’s fundamentally about business model redesign.
The textile industry is transitioning from a linear economy to a regenerative one. This shift is not a passing trend but a fundamental redefinition of how value is created in the market. Recent industry analysis indicates that companies adopting circular business models are seeing significantly higher revenue growth rates on average.
What I find particularly compelling is the distinction between adaptation and proactive innovation. Many companies view sustainability as a defensive measure—responding to regulatory or customer pressure. But in my experience, those who see it as a strategic opportunity are the ones shaping the future of the industry.
Another common misconception is the so-called “sustainability premium.” Many CEOs fear that investing in sustainability will increase costs, but research shows it can lead to greater efficiency and long-term cost reduction through improved operations and supply chain optimization.
Traceability and transparency, once technical goals, have become the new currency in a trust-based economy. Today’s consumers and investors are no longer asking just for good products—they are demanding good companies with values and accountability.
Equal opportunity and inclusion are not only ethical responsibilities but also powerful drivers of innovation. Diverse teams consistently bring more creative, human-centered approaches to solving problems.
In summary, true sustainability is not simply about doing less harm—it’s about creating more value through systemic change. Achieving this requires rethinking design, operations, and leadership mindset. For meaningful and lasting progress, the industry must shift from competition to collaboration and from short-term profits to long-term value creation.
Additional points:
- ShinWon is developing an RFID-enabled traceability system to monitor sustainable products (e.g., BCI cotton) throughout the entire supply chain from yarn to finished garment.
- Actively incorporates recycled and eco-friendly materials through in-house R&D initiatives and supplier partnerships.
- Developing proprietary eco-washing technologies that minimize water consumption and energy usage while maintaining premium quality standards.
- Exploring full vertical integration by establishing a local fabric mill, designed to enhance production speed, strengthen quality control, and facilitate closed-loop manufacturing processes.
- Collaborating with RISE (Reimagining Industry to Support Equality) to empower female garment workers with comprehensive training programs in financial literacy, hygiene, and healthcare management.
- Approx. 75% of global management-level workforce comprises female, reflecting ShinWon’s commitment to diverse and inclusive leadership.
TextilesResources.com: What is your opinion on current geopolitical tensions and tariff wars?
JJ Park: One clear takeaway from recent geopolitical shifts is this: survival depends not only on adaptability, but on proactive responsiveness.
The textile industry is especially sensitive to changes in global trade dynamics. Recent international trade patterns show that tariff volatility has accelerated the migration of production from Asia to Central and South America. These shifts are increasingly becoming structural rather than temporary.
In this context, collaboration with global trade communities and brand partners becomes essential. I believe that anticipating policy shifts and developing joint solutions is far more strategic than simply focusing on cost reduction.
That’s why we’ve realigned our sourcing strategy around the principles of friendshoring—building supply chains in regions where long-term political and economic stability foster trust and collaboration. This shift has helped us strengthen resilience and ensure continuity amid recent global disruptions.
Moreover, we’ve found that co-developing solutions with our partners—rather than responding unilaterally—leads to more stable sourcing, shared accountability, and faster innovation.
This is also why we’re investing in AI-driven systems and design innovation—to strengthen our responsiveness and scenario planning capabilities in the face of continued uncertainty.
Additional points:
- Strategically invested early in CAFTA-DR regions (e.g., Guatemala) to leverage preferential tariff benefits, optimize geographic proximity to U.S. buyers, and enhance lead time efficiency.
- Acquired Modas Blue manufacturing facility and established a comprehensive local sales office in Guatemala to strengthen regional operations and market presence.
- Maintains active participation in influential global trade associations such as AAFA (American Apparel & Footwear Association) to anticipate and navigate evolving regulatory frameworks and tariff structures.
TextilesResources.com: Your recent expansion has been in Central America. What other regions are included in your future expansion strategy?
JJ Park: When evaluating regional expansion, I always begin by envisioning where the industry will be 10 years from now.
The global textile landscape is shifting rapidly. Industry forecasts predict that China’s share of global textile production will decline from 36.7% in 2020 to 32.3% by 2025—driving the emergence of new regional hubs.
We’re actively exploring El Salvador not only for its duty-free benefits under CAFTA-DR, but as part of a broader strategy to build an integrated manufacturing ecosystem across Central America. We are also assessing vertical integration opportunities, such as setting up local fabric mills to reduce lead times, improve quality control, and optimize cost structures.
Beyond Central America, we are also evaluating Egypt and India. Egypt’s inclusion in the Qualified Industrial Zone (QIZ) program provides tariff advantages for U.S. exports and offers strong logistical connectivity to both Europe and the Middle East. India, on the other hand, is emerging as a global hub for technical textiles, supported by government initiatives and showing an annual growth rate of approximately 12% in this sector.
That said, our decisions are not driven by incentives alone. We prioritize macroeconomic and political stability when selecting expansion sites. The true success of textile investments lies not in short-term cost advantages, but in building long-term infrastructure and resilient regional networks.
TextilesResources.com: Fast fashion, micro fast fashion, and throw-away textiles are significantly impacting the environment. As a brand, how are you addressing these issues?
JJ Park: Addressing the environmental impact of fast fashion demands a comprehensive approach that transforms production practices and encourages lasting changes in consumer behavior.
At ShinWon, our approach emphasizes three key strategies. First, we focus on circular design and sustainable material selection during the earliest stages of product development. Industry data indicates that decisions made during the design phase determine approximately 80% of a product’s environmental footprint. By prioritizing the use of recycled fibers and designing garments with durability, repairability, and recyclability in mind, we significantly extend the lifecycle of our products, thereby reducing overall environmental impact.
Second, we have adopted eco-friendly production methods, including sustainable wash techniques, fabric waste recycling, and smart manufacturing processes aimed at minimizing production waste. These innovations play a critical role in addressing global textile waste issues and reducing our environmental footprint across the entire supply chain.
At the same time, we recognize the importance of transforming consumer behavior. We’re currently exploring service-based models—such as rental or subscription options—that could help address overconsumption and minimize textile waste.
In conclusion, we’re striving to create products that are ‘inherently good’ rather than ‘less bad.’ This means a fundamental redesign of our business model, not just an environmental project.
Additional Response
- Collaborating with global brands on innovative durability-focused products (e.g., “Tough Cotton”) engineered to sustainably extend garment life and reduce textile waste.
- Utilizing GEC Cotton to support regenerative farming practices that sequester carbon and restore soil health ecosystems.
- Implemented advanced 3D virtual sampling and AI-driven design forecasting technologies, significantly reducing physical sample waste while accelerating speed-to-market capabilities.
- Introducing bulk packaging systems across key production stages, resulting in over 30% reduction in plastic usage and advancing efforts to minimize packaging-related environmental impact.
TextilesResources.com: How stable is the company in terms of business and revenue? How do investors view ShinWon, and how the company has performed in the stock market?
JJ Park: True financial stability is not defined by static figures, but by a company’s ability to anticipate change, execute with discipline, and invest with a long-term perspective.
At ShinWon, we’ve built a resilient business structure supported by diversified revenue streams across regions, categories, and customer segments. This diversification enables us to navigate macroeconomic volatility with agility while maintaining operational consistency. Our portfolio includes both stable, recurring businesses and high-growth initiatives in design innovation, sustainable manufacturing, and global expansion.
To sustain performance, we follow a distributed innovation strategy—balancing short-term commercial results with long-term transformation. This includes strategic investments in digital capabilities, ESG integration, and value chain modernization. These forward-looking efforts create long-term value while mitigating risks.
In conversations with investors, we emphasize long-term resilience over quarterly results. Financial credibility in today’s environment comes from aligning with shifting consumer and regulatory expectations and delivering innovation-driven growth. Our sustained reinvestment and responsible strategy have earned us trust in the capital markets, even amid retail sector volatility.
Ultimately, our stability stems from our ability to evolve. By continuously aligning our vision with where the market—and the world—is heading, we aim to remain not only competitive, but indispensable in the years to come.
TextilesResources.com: Any message to the industry professionals and viewers of TextilesResources.com?
JJ Park: The textile industry is moving from product-centered output to value-driven ecosystems. In this evolving landscape, leadership means more than performance—it means influence, integrity, and shared responsibility.
We’ve learned that complex challenges often require the simplest, most human-centered solutions—rethinking how we design, source, and collaborate. I believe it’s time for our industry to move from isolated ambition to collaborative progress. Supply chain transparency, pre-competitive knowledge sharing, and joint sustainability initiatives must become the norm, not the exception.
To the readers of TextilesResources.com—your leadership and ideas are shaping the future. Let’s continue to challenge outdated systems, embrace new thinking, and move forward together—not just as competitors, but as co-creators of a better industry. Thank you.
