Side hustle to skillset: Can retail’s D2C help solve the youth unemployment challenge?
The UK’s youth employment outlook is becoming increasingly concerning. New data from the Office for National Statistics outlines that the number of young people not in work or education is at a 12-year high, and persistent skills gaps as well as reduced access to traditional career pathways are leaving many young people unsure where to start.
For a generation navigating economic uncertainty, debt, and a rapidly evolving labour market, the idea of a stable, linear career is no longer guaranteed – nor, in many cases, even desirable.
Subscribe to TRBAgainst this backdrop, a different kind of career path is quietly gaining momentum: direct-to-consumer (D2C) retail. Long-associated with entrepreneurship and flexible working, this channel of retail is emerging as a practical and accessible entry point for young people seeking real-world experience – and income – on their own terms.
One of the defining advantages of D2C retail is its low barrier to entry. Unlike many traditional roles that require prior experience, formal qualifications, or lengthy recruitment processes, D2C pathways allow individuals to get started quickly and with minimal upfront investment. Whether it involves building a personal brand, selling products through social media platforms, or partnering with established direct selling companies, young people can begin small, experiment in a supported environment, and develop at their own pace.
Retail brands such as Avon and Oriflame are increasingly recognising the value of attracting younger representatives, whilst young people can access structured opportunities to enter the world of sales and entrepreneurship with built-in support systems, as well as the opportunity to be creative and entrepreneurial, particularly in areas such as social commerce, influencer marketing, and community-building online.
In addition to income generation, participation in this area of retail can equip young people with a practical and transferable skillset. Core competencies such as sales, digital marketing, financial management, and customer engagement are developed in real time, often far earlier than in traditional career environments. Rather than being confined to a single function, individuals in D2C roles gain exposure to multiple aspects of running a business, from branding and promotion to logistics and budgeting.
Crucially, this learning is not theoretical; it is experiential. Running even a modest side hustle demands problem-solving, adaptability, and self-motivation. Sellers must respond to customer feedback, refine their approach, and manage the inevitable challenges that come with building something from the ground up. In doing so, they also develop confidence, resilience, and a sense of ownership over their progress, traits that are invaluable in any professional setting.
Another strength of the D2C model is its emphasis on community and mentorship. Many direct selling brands provide peer networks, training programmes, and ongoing support people to succeed. This can be particularly valuable for young people who may lack access to traditional professional
networks or role models. In effect, D2C retail creates informal learning environments where individuals can gain guidance, share experiences, and build connections that support both personal and professional growth.
As the UK continues to grapple with youth unemployment and widening skills gaps, the potential contribution of retail’s D2C channel – as with entrepreneurship more broadly – deserves greater recognition.
Far from being a peripheral or niche channel, it aligns closely with broader shifts in the economy and labour market, including the rise of platform-based work, digital commerce, and portfolio careers. The evidence suggests this shift is already well underway: Deloitte reported in 2023 that 42% of Gen Z already have a side hustle, while research from global online gig marketplace Fiverr indicates that more than a third (36%) of UK 16 – 26 year olds see owning a business or freelancing as their ultimate career goal. Together, these trends point to a generation actively reshaping traditional employment models, and a growing role for D2C as an accessible route into work, skills development, and entrepreneurship.
However, for its potential to be fully – and responsibly – realised, a more coordinated approach is needed. Greater collaboration between industry, policymakers, and educators would help formalise and scale these opportunities, while stronger governance through existing trade bodies such as The Direct Selling Association would help to promote responsible practice. This might include integrating D2C experiences into career guidance programmes, recognising informal learning and skills development, or providing incentives for companies that support youth participation and training.
There is also an opportunity to challenge outdated perceptions of retail and direct selling, which simply do not accurately reflect the sector today. Rather than viewing these roles as temporary or purely entry-level, they should be seen as dynamic and evolving pathways that can provide meaningful entry points into the world of entrepreneurship.
In a labour market where traditional pathways – both in retail and more broadly – are no longer working for many young people, alternative models must be taken more seriously. D2C retail offers not just a side hustle, but a practical way to build skills, confidence, and independence. With the right recognition and support, this type of entrepreneurialism could become a vital part of the solution to the UK’s youth employment challenge.
Susannah Schofield is director general of the Direct Selling Association.
