Companies Owned by Patrick Starrr: Stakes, Investments & Exits

ONE/SIZE sells performance makeup through Sephora, its own ecommerce channel and expanding international retail. Hero products such as setting spray and powder drive repeat purchases and simplify marketing around clear use cases. Cosmetics margins can be attractive before retailer discounts, sampling, freight and returns. The brand must finance inventory across shades and markets, making sell-through and replenishment more important than wholesale shipment growth.

Luxury Brand Partners supplied incubation capital, infrastructure and beauty-industry expertise. Vogue Business reported a $10 million launch investment in 2020, substantially larger than the incubator’s usual early spend. That backing let ONE/SIZE enter all Sephora North America stores quickly and expand abroad. It also means Starrr shares economics and strategic authority with the owner rather than operating a self-funded personal label.

Starrr contributes product credibility, content and a recognizable inclusive identity. His audience lowers initial acquisition cost, while professional makeup experience informs claims around long wear, setting and stage performance. Celebrity use of On ’Til Dawn created demand beyond sponsored promotion. The company gains durability when product efficacy, reviews and retailer placement produce sales without constant founder content. Otherwise, marketing efficiency can weaken as audience attention shifts.

The 2024 sale exploration reported by Business of Fashion shows that ONE/SIZE is treated as an institutional beauty asset. Revenue scale attracts buyers, but valuation depends on profitability, hero-product concentration, channel mix and transferability of the founder relationship. LBP can supply finance and operating systems, while Starrr sustains creative permission in makeup. Their partnership creates a stronger platform than a short licensing deal, although undisclosed ownership prevents precise attribution of enterprise value to him. Operationally, spray products introduce aerosol supply and shipping constraints that differ from pressed powders. Supplier diversification and compliance therefore influence whether the hero product can remain available during rapid international growth.

ONE/SIZE presents split control between founder influence and corporate ownership. Starrr leads the creative identity and remains the public founder. Luxury Brand Partners owns the brand according to Vogue Business and industry reporting, and it provided the launch capital. LBP therefore likely controls the board, financing and sale process, while Starrr’s contract and any equity determine his approval rights. Those terms are private.

The arrangement can align both parties when product performance and brand authenticity reinforce each other. LBP contributes executives, retailer relationships, supply chain and financial oversight. Starrr supplies audience trust, artistry and campaign direction. Conflict could arise over assortment, cost reduction or an exit. A buyer may want long-term founder participation, while Starrr may prefer creative freedom. The strength of his employment, licensing and equity agreements would determine leverage.

The 2024 appointment of an adviser to explore options did not itself transfer ownership. Until a completed transaction is announced, LBP remains the documented owner and Starrr remains founder. Sale rumors should not move ONE/SIZE into the former-company table or create proceeds in his wealth estimate. Governance analysis must follow closing evidence rather than banker engagement or market speculation.

The Beauty Coop illustrates the opposite structure: Starrr founded the agency directly, but the LLC later became inactive. A current biography can preserve the founder title after operations end. ONE/SIZE’s ongoing retail presence and executive team provide stronger evidence of activity. Its long-term value still requires reducing key-person risk through product development, marketing and leadership that can function when Starrr is not present for every launch. Trademark and likeness agreements are especially important because the brand does not use Starrr’s personal name. A buyer needs durable rights to the ONE/SIZE identity while retaining enough founder participation to support customer trust.

Luxury Brand Partners reportedly invested about $10 million to launch ONE/SIZE in 2020. The capital financed product development, content, team building and an immediate Sephora rollout. For Starrr, the tradeoff was faster scale against shared ownership. A smaller self-funded launch might have preserved more equity but could not have supported the same inventory, staff or international reach. The return depends on his retained participation after investor capital and preferences.

Inventory is the continuing capital requirement. Powders, sprays, complexion products and limited collaborations have different lead times and demand patterns. Retailers order ahead of sale, so reported revenue can rise while cash remains in receivables and replacement stock. Management should allocate working capital toward high-velocity hero products, maintain backup supply and limit slow shades. Lost availability on a viral item can waste demand that is expensive to recreate.

International growth demands additional investment in regulatory compliance, packaging, logistics and retailer support. The 2026 Boots rollout expands access but should be evaluated on net profit per door. ONE/SIZE’s brand identity may travel well, yet price points and makeup routines vary. Capital should follow repeat sales by market rather than a uniform global plan. Distributor economics also determine how much of overseas growth reaches the company.

A future strategic investment or sale could fund larger expansion and create founder liquidity. The company should avoid accepting a headline valuation that carries aggressive preferences or performance conditions. Starrr’s opportunity cost includes giving more time to ONE/SIZE instead of media projects with immediate fees. Investment is justified when it increases transferable enterprise value and his attributable share, not merely when it produces a larger campaign or temporary earned-media figure. Product-development spending should be staged against technical milestones and retailer commitments. This reduces the chance that a large campaign budget is committed before formula stability, packaging supply and margin targets are secured.

The Beauty Coop is Starrr’s clearest former company. Florida records show Beauty Coop LLC became inactive following an administrative dissolution dated September 24, 2021. No reported sale or buyer accompanied the change, so it should not be treated as a cash exit. The agency may have created relationships and knowledge, but its historical client activity does not establish current enterprise value.

Starrr’s MAC collections ended after the agreed series of releases. They were collaborations, not a company sale. MAC retained ownership of its corporate brand, while Starrr contributed creative direction and promotion. Royalty or fee terms were private. The conclusion of a product agreement can end an income stream without producing sale proceeds or transferring a corporate interest.

ONE/SIZE explored strategic options in 2024 when Luxury Brand Partners engaged The Sage Group. Market exploration is not a completed exit. As of September 2026, current reporting continues to identify LBP as owner and Starrr as founder, with the brand expanding internationally. A profile should wait for a definitive closing announcement before recording a buyer, sale value or exit year.

Potential routes include a sale to a global beauty company, a private-equity recapitalization or continued ownership under LBP. A strategic acquirer may value Sephora productivity and hero products, while a sponsor may focus on margin expansion. Starrr could receive cash and retain minority equity, but his proceeds would depend on the cap table and preferences. Clean profitability, diversified demand and a durable founder agreement will determine whether a transaction converts brand scale into personal liquidity. Starrr’s post-closing role would be a major negotiating point. A multiyear creative agreement can protect buyer value and increase consideration, but it can also limit competing projects and make part of the payout dependent on continued service.