In 2013, Matt Scanlan launched Naadam Cashmere. The company sourced the yarn from Mongolia, made it into sweaters and other products and then sold it direct-to-consumer for a more accessible price than it could via wholesale. In the ensuing years, the company has grown to sell the raw material to other brands, create private labels for retailers, open retail stores and expand its assortment for both men and women. In 2017, Scanlan also started a venture capital firm for sustainability-focused investments.

In mid-August of this year, the influencer Ariel Charnas announced that she was spinning off Something Navy—an apparel brand she started with Nordstrom and was quite successful, likely grossing over $10 million in sales—into an independent entity. To do so, she 1) raised $10 million from Silas Chou, who helped commercialize, globalize and overscale Tommy Hilfiger and Michael Kors; and 2) hired Matt Scanlan to be CEO, with plans to bring on another 12-20 employees in the next two years. Charnas’ Nordstrom collaboration was a license, which expires at the end of this year, enabling her to launch the brand independently. Chou is also an investor in Naadam.

Then, in mid-September, just a few days ago, Thakoon Panichgul announced the third relaunch of his eponymous label that he started in 2004. The new brand will focus on more affordable essentials after trying and failing to breakout with a see-now-buy-now model in 2015. Bright Fame Fashion, which is Silas Chou’s holding company, bought a controlling stake in the brand back in 2015 and is behind this new relaunch as well. But he is not alone: Matt Scanlan will also become CEO of Thakoon.

There has been plenty of talk, albeit much less action, about “brand platforms of the future.” From Revolve’s private labels to Farfetch’s acquisition of New Guard Group to Walmart’s digitally-native group to Seed Beauty to Gin Lane’s pivot to Pattern Brands, many different companies are trying to figure out how to launch and scale brands for similar audiences by building common infrastructure. The thinking is that brands have a number of overlapping functions (marketing, supply chain, customer service, retail, finance, operations, etc.) and there are more similarities than differences among them. This allows for cost savings and a faster learning and integration of best practices than one can do on its own. But this model is usually built on each brand having a different leader at the helm—hyper-focus is often crucial for success—along with an executive overseeing the group at-large.

Additionally, portfolio theory always means some investments will thrive while most will barely perform or fail, which often forces a platform to double down on its winner(s) and abandon its losers rather quickly. This is one of the reasons many brand platforms launch a number of brands and then recede to focusing on one or two. Private labels are the exception since they live within a retailer’s four walls, which allows each one to build towards a similar goal.

Outside of the consumer goods space, founders like Elon Musk and Jack Dorsey have built their existence running three companies (Tesla, SpaceX, Boring Company) and two companies respectively (Twitter, Square). This model is more founder-as-a-platform than a brand platform, since each of Musk and Dorsey’s companies are more different than they are similar—distinct industries with specific customer bases.

Scanlan’s triple role falls somewhere in the middle. With Chou’s backing, all of the brands he now leads have the financial and operational muscle of a larger entity, which will allow them to scale at a reasonable pace without many of the financial constraints other brands would deal with. Thakoon, for example, spared no expense in its 2015 relaunch.

But having the same person run three different companies says a lot about what a brand is today: The brand itself is more of a facade, sometimes created without a face (Naadam) or with a face (Something Navy, Thakoon) that houses a complex set of operations underneath. In this case, Naadam, Something Navy and Thakoon each will have their own teams, and while there will likely be some shared support across them, the approach is more aligned with independent brands than a brand platform that tries to find efficiencies among multiple entities with one core team.

The biggest commonality is Scanlan himself, who now has three brands to run. Even if one believes there is a core skillet required to run a brand, running three brands means each will objectively have its own intricacies, regardless of the core operating overlap. Could the model work? It’s possible, especially if each brand has a very strong leadership team in place under Scanlan. One could also argue that it’s riskier to assume multiple brands can rely on the same infrastructure and audience than three different brands going after different customers with the same leader, which makes this scenario still risky but less so than trying to launch multiple new brands at once. After all, each of these brands is somewhat established already.

What remains to be seen is how much further this model can work. It’s hard to imagine that Scanlan could run another brand on top of these three, or that if each of these brands grows to $50 million and $100 million in sales that he alone will be able to give each brand the attention that it needs. It’s also unclear how many other people could do (or want to do) what he is doing. But in the meantime, Scanlan clearly has his hands full trying to realize the potential of a founder-as-a-platform. Time will tell if it manifests more successfully than existing brand platforms have so far.