WWD x FN x Beauty Inc 50 Women in Power 2024 (2024)

“We are heavily invested in understanding our customers’ needs, their preferences, as well as buying habits,” said Isha Ambani, a growing force at Reliance Industries, one of India’s most powerful retail groups with a registered customer base of more than 300 million people.

Under her leadership, Reliance Retail has grown to $36 billion in revenues, its valuation doubling since 2020 to approximately $100 billion. Last year, Reliance opened India’s largest luxury mall, Jio World Plaza in Mumbai, welcoming global brands including Louis Vuitton, Gucci, Giorgio Armani, Dior, Saint Laurent and Bulgari.

As executive director of Reliance Retail Venture Ltd., Ambani has also led her family-owned group into a variety of new categories and formats, including the beauty platform Tira and the youth retailer Yousta.

“I believe that empathy is the most crucial quality in leadership today,” she says. “I have come to believe this observing my parents, Nita and Mukesh Ambani, work with their teams at Reliance. Empathy fosters a positive team environment. It is all about making people feel valued, building trust and providing a sense of security that enables every team member to give their best.”

Ambani also takes inspiration from her grandfather’s belief that work must be enjoyed.

“True success is not merely measured by financial achievements but by the happiness and satisfaction one derives from their work,” she said. “When people feel that their well-being and job satisfaction are genuinely valued, they are more likely to be committed to their roles and the company’s vision, which in turn leads to better teamwork and collaboration.

“It is all about making people feel valued, building trust, and providing a sense of security that enables every team member to give of their best,” she added.

Ambani graduated from Yale University with a double major in psychology and South Asian studies and also holds an MBA from Stanford University. Ambani’s titles include non-executive director of Reliance Industries Ltd., executive director of Reliance Retail Venture Ltd., non-executive director of Reliance Jio Infocomm Ltd. and Jio Platforms Ltd., and director of Reliance Foundation and Reliance Foundation Institution of Education and Research.

In January 2023, Pamela Anderson took control of her own story, when she released both a memoir, “Love, Pamela,” and a Netflix documentary, “Pamela, a Love Story.” At the time, appearing in nearly no makeup for a WWD cover shoot, Anderson said, “I always thought that I repelled clothes.”

But that narrative has since been thrown out the window. Anderson’s now-signature makeup-free face has drummed up admiration from the fashion and beauty communities, as well as a slew of projects. She became the face of Pandora, launched a skin care line called Sonsie and was front row at fashion weeks from Paris to Coppenhagen. She walked the runway for Boss, and did most of this makeup-free, spinning up a whole new media frenzy.

In May, she made her Met Gala debut in a custom Oscar de la Renta gown, and hosted a party the night before with Fernando Garcia and Laura Kim for their other line, Monse. This fall, she’ll hit the campaign trail for Gia Coppola’s new movie “The Last Showgirl,” which premieres at the Toronto International Film Festival and stars Anderson as a Vegas showgirl.

“I thought my legacy would be a red swimsuit and a pink fuzzy hat and nobody would ever know how much I’ve gone through and what I’ve overcome,” she told WWD in 2023. Surely, not anymore.

Responsible for leading Unilever into the next generation of marketing and maximizing its opportunities for growth, Eggleston Bracey is a trailblazer in many ways.

Eggleston Bracey joined the company in 2018 and has served as president of Unilever USA and chief executive officer of personal care in North America. Prior to this, she led the company’s $5 billion beauty and personal care portfolio for North America as executive vice president and chief operating officer, which included brands such as Dove, TRESemmé and SheaMoisture.

Throughout her career, she has championed diversity and inclusion, including as an architect of Dove’s CROWN Coalition to help foster beauty inclusivity and eradicate hair discrimination through the CROWN Act legislation. CROWN stands for Creating a Respectful and Open World for Natural Hair. Early in her career, she led CoverGirl’s work to diversify the face of beauty, tapping the likes of Queen Latifah, Ellen DeGeneres and Janelle Monáe.

Her leadership advice? “Feet on the ground, eyes on the horizon and dreams in the clouds.”

“This is one of my core leadership principles and is of the utmost importance in these dynamic times of constant disruption,” she said. “We must all stay grounded in the realities and needs of our business and teams today, while paying close attention to what lies just ahead, and never forgetting that breakthroughs come from envisioning a future and better tomorrow for people.”

She also adheres to the concept of the “business of you,” she said.

“This is about tapping into our authentic self for maximum business impact and performance,” she said. “The best leaders learn to get beyond our personal agendas and concerns (like fear of failure, career advancement desires and our egos) and tap into our ‘unique selves,’ strengths and superpowers to serve the business and the people who rely on our business and our products.”

As CEO of Beymen Group since 2019, Elif Çapçı has lifted the Turkish luxury retailer to new heights of notoriety and success.

Last year, Beymen celebrated its 50th anniversary with a lavish event to highlight its “Golden Opulence” trilogy — an Istanbul exhibition, Assouline book and documentary, now streaming on Netflix — that trace the history of luxury in Turkey, its heritage, craftsmanship and openness to the world at large.

In addition to its 26 multibrand locations, Beymen also operates a long list of designer boutiques including Celine, Dolce & Gabbana, Brunello Cucinelli, Alexander McQueen, Balenciaga, Valentino, Balmain and Loewe, plus three in-house brands in the upper mass segment: Beymen Club, Network and Divarese. Beymen Group is owned by Mayhoola for Investments, the parent company of Valentino and Balmain.

“I believe adaptiveness and change advocacy, resilience and empathy are the most important skills of our times,” Çapçı told WWD. “Global challenges, rapid technological developments, evolving market trends and the need to work with diverse generations, coupled with the fast pace and ever-changing nature of the fashion industry, require these qualities to keep steering the ship and the crew no matter what comes down.”

An MBA graduate from Duke University, Çapçı worked as a management consultant at Bain & Co. and in banking at Citigroup in New York, London and Brussels before transitioning to luxury retailing, first with Boyner. “Luxury fashion retail is a pendulum that goes back and forth between design, creativity and emotions on one end and on the other end, data, analytics and facts,” she said. “Similarly, luxury fashion retail is a constant balancing act between the highly demanding day-to-day operations, which sometimes get very tactical and more strategic and longer-term growth planning and new business development.”

Under Sonia Cheng’s leadership, the Rosewood Hotel Group has turned from a well-respected American brand to an ultra-luxury global powerhouse in the competitive luxury hospitality landscape.

A Harvard graduate in applied mathematics who cut her teeth at a major international investment bank and a global American equity firm, Cheng joined real estate and investment conglomerate New World Development in 2008 to head up its hospitality arm.

The group, founded by her grandfather Cheng Yu-tung, a tailor’s son turned jewelry apprentice who became a real estate and jewelry business tycoon, acquired U.S.-based hotelier Rosewood Hotels & Resorts in 2011.

Cheng said there were three key areas she strives to excel in as a leader: innovation, empowerment and impact.

“In today’s fast-paced and ever-evolving world, I believe adaptability stands out as the most crucial leadership quality,” said Cheng, who serves as chief executive officer of Rosewood Hotel Group and as vicechairman of Chow Tai f*ck. She also holds several positions including executive director of New World DevelopmentCo.Ltd.; independent non-executive director of The Hongkong and Shanghai BankingCorp. Ltd., the Hong Kong-based Asia-Pacific subsidiary of the HSBC banking group,and member of the Hong Kong Tourism Board.

She has seen firsthand how vital it is to have “an agile business mindset that embraces change while honoring traditions,” she said, adding how vision and a people-centric approacharethe hallmarks of a good leader.

“Vision provides direction and purpose, helping to alight the efforts of the entire organization toward common goals,” she continued. “A successful leader must genuinely care about their team, fostering an environment of trust, respect and collaboration.”

While fresh ideas help a business stay ahead of the competition, she said “innovation also means making a positive impact in the world.”

Hence the “roadmap to a sustainable future” that 95-year-old jeweler Chow Tai f*ck will be unveiling later this year. Meanwhile, Rosewood has recently introduced unique concepts such as integrated well-being concept Asaya and the Rosewood Impacts program, dedicated to sustainability and social impact.

“Our goal is to create a positive impact that extends beyond our businesses, ensuring a sustainable and equitable future for all,” said Cheng. But empowerment is the win-win that leaders need to reach for. “By empowering those around us, we build strong, more resilient communities and drive our brands forward,” said Cheng.

Maria Chiclana, who oversees legal, mergers and acquisitions, intellectual property and risk management for Shiseido, has worked to penetrate company silos in the name of powering the global business strategy.

Chiclana, who joined Shiseido in 2015, has said her goal is to enhance value creation within the entire enterprise. During her tenure, Shiseido has acquired the likes of Drunk Elephant and Dr. Dennis Gross Skincare.

She views her job as being a true business partner with a global lens and acting as a guardian, catalyst and strategist. “Prior to my role, the legal team and risk management team were in silos and not seeing themselves as business strategy enablers. I have changed the mindset and pierced through the silos,” she said during an interview with WWD in 2022.

Historically, the upper echelons of Shiseido have been dominated by Japanese executives, though in recent years, the company has tried to diversify its C-suite. Chiclana is the company’s first Latina and first woman chief legal officer.

In addition to stintsat global law firms, Chiclana, a graduate of Harvard Law School, spent 12 years at Unilever and was instrumental in forming Unilever Prestige, a pivotal part of the wider business today.

She believes one of the most important leadership qualities is being agile. “The modern age is evolving every day so we, too, as people and within companies need to evolve as well and stay current to new ways of thinking and doing things, new ways of protecting people and the planet, new ways of connecting, convincing and converting consumers,” she said.

Chiclana said a good leader is positive, optimistic and inspires people to navigate the tough times as well as the good times.

“You need to acknowledge the negative and the reality of a particular situation, but you have to incorporate the positive,” she continued. “See the opportunities in the difficulties. Focus on solutions and not the problems. Being a good listener, an avid student of people and life, plus possessing common sense is key to motivating people and being a catalyst for strategic change.”

At Jared, the most upscale of the Signet Jewelers Ltd. divisions, Claudia Cividino is on a mission to further elevate the clients’ experience and strengthen the brand’s “full-service, omnichannel accessible luxury” positioning.

Cividino, president of Jared since January 2023, brings a focus on luxury to the brand based on her time as CEO of Loro Piana North America, North America CEO at Bally of Switzerland, and in senior roles at Prada and Saint Laurent.

“My background has trained me to always over-index on brand equity, protecting and enhancing brand equity at every turn,” Cividino told WWD in an interview last fall where she discussed testing new products and pilot programs at Jared, which specializes in accessible luxury engagement and bridal jewelry, fashion jewelry, timepieces and more, with collections from designers and brands including Vera Wang, Pnina Tornai, John Hardy, Le Vian and Tag Heuer. She posed the question: “If I think about protecting the core but extending the edges, how far can we push this consumer?”

Cividino has increased Jared’s exclusive offerings, including custom designs, through Jared‘s Foundry Design Studio. She led the launch of designer collections such as Charm’d by Lulu Frost with Lisa Salzer and Shy Dayan for Jared Atelier. She’s also pushed to personalize services and led the Jared team towards a “connected commerce” experience that is more fluid across channels.

As a leader, Cividino strives to transform “mindsets, reinforcing a results-oriented culture of accountability and building an empowered and valued workforce,” she said. Her commitment to mentorship is underscored by the Executive Women in Fashion Council at the Fashion Institute of Technology, which she created and where she engages in conversations and workshops between leaders in fashion and related industries with rising industry professionals. Cividino has received the “Creative Leadership” Award from the Otis College of Art and Design, and The Lupus Research Alliance awarded Cividino its “Woman of Achievement” Award, recognizing her distinguished career in fashion and her long-time commitment to the lupus cause.

In just a few years, WNBA superstar Caitlin Clark has become one of the most important figures in women’s basketball — and women’s athletics as a whole. Amid her meteoric rise, the 22-year–old has discovered what it means to be a good leader: consistency and communication.

“You should never hesitate from distributing positive feedback to uplift those around you, but also [maintain] a professional relationship where constructive criticism is encouraged,” said Clark, the WNBA’s number–one pick in April and the rookie guard for the Indiana Fever. “As long as everyone has the same goal in mind, I think communicating with your team will always be important.”

Clark previously told ESPN that she learned to embrace her role as a leader while playing basketball at the University of Iowa, where she broke the NCAA Division I women’s record for scoring the most points in a single season. Now, as one of the most visible players in the WNBA, Clark said she strives to stay confident in her decisions and lean on and trust her team. At the same time, she makes it a point to have fun and embrace the journey, she said.

Those leadership skills translate offthecourt as well. Outside of playing basketball, Clark is reportedly gearing up to sign an eight–year, $28 million deal with Nike and recently entered a multiyear partnership with Wilson Sporting Goods Co. to help the brand launch her first signature basketball line. As a college athlete, Clark also partnered with brands like Nike, Gatorade and State Farm. “How you inspire those around you while also working every day to enhance your life is a direct reflection of someone’s leadership,” Clark said. “Whether you’re setting up an out-of-bounds play or navigating the challenges life throws at us off the court, having someone with an impactful leadership characteristic in your life is vital to everyone.”

Véronique Courtois is the CEO of Parfums Christian Dior — the largest brand in parent company LVMH Moët Hennessy Louis Vuitton’s portfolio of 16 fragrance and cosmetics brands, which altogether generated 445 million euros in the first half of 2024.

Since becoming Dior’s CEO in March 2023, Courtois has instigated some big moves. Among them: signing superstar Rihanna as the face of the J’Adore fragrance.

LVMH recently lauded Parfums Christian Dior for its solid performance in all product segments, reinforcing its leadership position in strategic markets. The brand’s Sauvage, for instance, was again the world’s number-one fragrance.

Courtois is down-to-earth, with laser-sharp strategy. She speaks with infectious excitement, and has swiftly risen up the ranks at LVMH, where prior to Dior, she served as Guerlain’s CEO, starting in November 2019.

Courtois began her beauty industry career at age 20 at Parfums Grès as an area manager, then spent a decade at Beauté Prestige International, Shiseido’s then fragrance arm. In 2000, Courtois joined LVMH for her first stint at Guerlain. She became international marketing director there, prior to heading to Christian Dior Couture, followed by Parfums Christian Dior. There, she was general brand manager beginning in 2012.

When asked about what the most important leadership qualities are for the modern age, she said: “Courage, because it makes you unstoppable, and it makes the difference when things are not easy. Audacity, because it turns dreams into reality.

“Curiosity, because it allows you to remain open to change and to what comes next; it forces you to adapt yourself with agility,” Courtois continued. “Creative instinct, because in our industry it creates brand value.”

A good leader, she said, “is as simple as being capable to inspire’ with a little ‘je ne sais quoi’ that moves a team in the same direction.

“The best ones for me are those who lead with passion,” Courtois said. “This is what has guided me from the beginning, inspired by Christian Dior’s motto: ‘Whatever you do, do it with passion.’”

As a leader, she strives for an out-of-the-box mindset, authenticity, empathy and organization. At Dior, Courtois said she focuses on bringing “to the world this touch of beauty and happiness so dear to Mr. Dior.”

Tiffany Dufu was appointed president of the Tory Burch Foundation in January 2024, overseeing all operations, programs and fundraising for the foundation, which empowers women entrepreneurs with access to education, community and capital.

Throughout her career, Dufu has raised more than $25 million to help advance opportunities for women and girls.

Before the Tory Burch Foundation, Dufu served as president of The White House Project, which trained thousands of women in the U.S. to run for political office; founded the peer-coaching tech company The Cru (which was acquired by Luminary in 2023); was a launch team member of “Lean In,” an initiative of the Sandberg Goldberg Bernthal Family Foundation, and acted as chief leadership officer of Millennial professional network Levo. Dufu is also a bestselling author of the book “Drop the Ball: Achieving More by Doing Less,” and has written for Essence, The New York Times and O, The Oprah Magazine.

“Exiting my company last year and welcoming an outstanding group of women entrepreneurs to the 2024 class of Tory Burch Foundation Fellows this year,” is one of her proudest, recent accomplishments, Dufu told WWD.

Dufu is a board member of Moms First; a member of Delta Sigma Theta Sorority Inc.; a lifetime Girl Scout, and a trustee of Simmons University. Dufu calls Seattle home but resides in New York City with her husband and two children.

As a leader, she strives for three things: “To leverage my ability to motivate others for good. I strive to encourage others to take positive action to make the world better for all of us. To advance women and girls, and to walk the talk — to model the leadership I admire,” she said.

Good leaders “motivate others to take action in the face of uncertainty,” she said, adding that one of the most important leadership qualities in the modern age is “adaptability.”

When Sabrina Dhowre Elba launched her beauty brand, S’able Labs, with her husband, Idris Elba—it wasn’t out of vanity, but frustration, combined with a plan to show that women can take the reins in the beauty world, which is predominantly run by men.

“A lot of times as women we start feeling like we’re the first and people don’t necessarily look at us with the same seriousness or professionalism [as others] because they think we don’t know what we’re talkingaboutor that we don’t understand the finance side of our business, but that actually makes us step up to the table even more with double the work and effort so we’re recognized and understood,” she said in an interview.

S’able Labs launched in 2022 with three products made with natural ingredients from East Africa. Today, the line has six products created for a “whole group of people who we feel historically has been ignored and it’s our responsibility to get it right,” Sabrina Dhowre Elba said.

Listening and networking are thetwo most important traits for leading a team, she said. “Listening is vital because we can get very focused on our own passions, dreams and opinions. Being a thought leader does require you to take leadership, but it also requires you to understand and listen to the people around you—that can be hard to do when you think you’re the most passionate [person] or this is your vision,” said Elba.

She surrounds herself with people that she admires and can look up to. “It sounds quite selfish, but there’s so much power in people. We forget that one of the hardest parts of business is managing people, but you have to also leverage the people around you,” she said.

Being a good leader, she said, starts with discarding the archaic mentality that a businesswoman needs to rule with an iron fist. “You need to treat people with kindness. I would never want to be like ‘The Devil Wears Prada’—that’s not my vibe,” she added.

Allison Ellsworth started modern soda brand Poppi with a plan to take on “big soda” and heal her own gut problems — and has since built a nine-figure business.

Poppiappeared on “Shark Tank” in 2018 and became well-known for the better-for-you soda, which comes in bright packaging with flavors such as Cherry Limeade, Classic Cola and its latest Cherry Cola. Each soda has between 3 and 5 grams of sugar and is formulated with agave inulin, a prebiotic and apple cider vinegar.

Poppi, which received a $400,000 investment early on from Cavu Ventures cofounder Rohan Oza, went on to secure a $25 million seed round from the firm in 2022. Industry sources pegged the business at $100 million in sales for 2023, but said that it’s been growing in the triple digits, and today the drinks are available at Target, Walmart, Costco, Whole Foods, Kroger, Sprouts and even Chipotle.

“We’re truly taking on big soda. We want Poppi to be soda for the next generation,” Ellsworth previously told WWD.

This year, the brand launched its largest marketing campaign to date called “The Future of Soda” with a Super Bowl commercial that reached 29.1 million households, according to television data and audience analytics firm Samba TV.

Ellsworth, who has more than 31,000 followers herself on Instagram, is the brain behind those buzzy moments. Poppi has more than 400,000 followers on Instagram and 550,000 followers on TikTok. Ellsworth went viral in 2022 after a TikTok talking about the brand’s creation took off — receiving more than 2 billion views. Since then, she and the Poppi team tapped into social media-friendly collabs to keep the buzz going, including with 7-Eleven for the Wild Berry tallboy, and a collab with influencer-turned-Poppi-investorAlix Earle to launch a Lemon Lime flavor, which garnered more than 200 million impressions.

For Ellsworth, it’s that type of collaboration that has driven success. “Supporting and uplifting each other can create a powerful network. Through collaboration, we can celebrate each other’s achievements, uplift diverse voices, and see new perspectives. It starts a whole wave of positive change and progress,” she said. “Only together can we inspire each other and the next generation of female entrepreneurs.”

Top model Paloma Elsesser emerged on the scene after being discovered on Instagram by Pat McGrath. Although Elsesser, who grew up in Los Angeles and was born in London to her African American mother and Chilean-Swiss father, initially came to New York for school, her career as a model took off — and hasn’t slowed down — since McGrath cast her in a beauty campaign.

Since then, the plus-size model has fronted countless magazine covers, fashion campaigns and walked dozens of luxury designer catwalks during global fashion weeks, including for Hermès, Tory Burch, Michael Kors, Mugler, Chloé, Balenciaga and more. Throughout her career, Elsesser has used her influence for good and has been breaking down outdated boundaries within the industry as a representative and advocate for body diversity and inclusivity.

In 2023, Elsesser became the first curve model to receive the Fashion Awards’ Model of the Year award. In addition, the model is an ongoing member in the selection committee of the CFDA/Vogue Fashion Fund.

For Miranda Qu Fang, understanding the passions and pursuits of the Chinese consumer fired up both sides of her brand, and eventually led her to create Xiaohongshu, one of the most popular social commerce platforms in China.

It all started in 2013, when the 29-year-old Qu left her high-flying supply chain executive role to launch Xiaohongshu with her good friend and cofounder Charlwin Mao. It started as a mobile platform that allowed users to share shopping tips when traveling abroad. Fast-forward to 2024, Xiaohongshu, which means “little red book” in Chinese, has become the go-to site to help consumers make informed purchasing decisions, a process dubbed “planting a seed” by Chinese netizens.

With 300 million monthly active users, who are 70 percent women, with 50 percent residing in affluent cities, Xiaohongshu has become a desirable branding platform for luxury, fashion and lifestyle players alike.

In 2023, Xiaohongshu’s e-commerce branch hit a breakthrough and ignited a new round of livestreaming frenzy, calling for a content-driven selling style conducted by celebrities and influencers who call themselves “fashion buyers.”

As an emerging player amongst China’s e-commerce goliaths, Qu has led her team with encouragement —especially when it comes to courage, just like her company nickname, Mulan, the historical Chinese heroine.

“I started the tradition of creating a nickname or username for each person to be identified with…I hope my colleagues don’t simply see me as ‘boss,’ but as an individual,” Qu said. Her belief in creating an environment where Xiaohongshu’s driven, creative team members can shine is a testament to her leadership style. For Qu, who was trained as a journalist in college, decoding the cultural zeitgeist has always inspired her work. “I believe that entrepreneurs should continuously evolve. I personally strive to maintain a balance between the arts and sciences, stay curious about the changes in the world, and exercise good judgment when balancing long-term strategy with short-term goals,” Qu added.

At a time when fashion and entertainment are converging more than ever, Erin and Sara Foster sit at the nexus of both, with multiple content channels they can use to drive sales of their relatable Favorite Daughter brand, including an upcoming Netflix comedy that they coproduced, “Nobody Wants This,” premiering Sept. 26.

After launching four years ago with a COVID-19-friendly mask hoodie, Centric Brands’ Favorite Daughter is on track to do $50 million in sales in 2024, appealing both to the Fosters’ celebrity friend group, as well as to young women looking for work clothes who may not even know about the founders’ Hollywood pedigrees.

The Fosters are gifted communicators and have cultivated appeal by not taking themselves too seriously. At the same time, they are big-sister types willing to share and talk about their most vulnerable moments on their social media channels and podcast. Bringing their creative ecosystem together, in September they will open a 4,500-square-foot “store of the future” in Beverly Hills, with 2,500 square feet for retail and a 1,000-square-foot content creation studio and VIP area.

They run their business with intention and humility. “I think making sure the people around you feel comfortable pushing back against you and telling you the truth is one of the most important parts to being a good leader. A leader who is untouchable, or won’t be challenged, is missing out on important perspectives and opportunities to keep the business evolving,” said Erin Foster. “Sara and I are always learning at Favorite Daughter — we don’t pretend we are seasoned founders. If we’re in a meeting and we don’t understand what something means, we ask. I hope that allows everyone else around us to be honest with their thoughts as well, so we can just make the best brand possible.”

“In the modern age, being decisive is the most important leadership quality to have,” adds Sara Foster. “Leaders who are feeble or not confident are not people that others trust. And it trickles down from there. If the top is unstable, everything is unstable.”

The duo prize collaboration, including with their sister Jordan, who is the brand’s style director, and they believe deeply in the importance of having work/life balance. “I know this sounds crazy! But I think it only makes us better at our jobs,” said Erin Foster. “If I’m able to get dinner with my husband and Sara can see her kids, that only makes us happier and only makes us better leaders.”

With some of beauty’s biggest brands under her purview, Michelle Freyre knows a thing or two about arriving first to the party. Clinique made history earlier this year as the first Estée Lauder Cos. brand to land on Amazon. In addition to that, Freyre expanded one of TikTok’s perennially viral products, Almost Lipstick in Black Honey, into an entire franchise with blush, lip gloss and more.

“In today’s rapidly evolving landscape, agility stands out as the most crucial leadership quality,” she said. “The pace of change in technology, consumer behavior and the geopolitical environment, both domestically and internationally, is unprecedented. To thrive, leaders must be lifelong learners, constantly adapting to new realities.”

That fast-moving, faster-thinking agenda has made Clinique a key growth driver at Lauder, which Freyre joined in 2020. Prior to that, she spent two decades at Johnson & Johnson before that company spun off its consumer health product divisions, in the now-publicly traded entity Kenvue.

The through line in all of her roles, though, has been an emphasis on the human aspect of building effective teams.

“A good leader inspires and motivates others to reach their highest potential in pursuit of a shared mission and purpose,” she said. “This involves a clear articulation of the ‘why’ behind everything the team does, creating a sense of meaning and direction. Effective leadership requires a dual focus on both the individual and the team.”

Freyre extends that people-first ethos outside the organization, too.

Earlier this year, Clinique pledged $5 million over seven years to the Mount Sinai-Clinique Healthy Skin Dermatology Center with Icahn School of Medicine at Mount Sinai, which will fund research on varied skin conditions like eczema and contact dermatitis.

“Leading with empathy is paramount, especially in the post-COVID era where mental health has become a new and significant part of the conversation,” Freyre said. “Having grown up in Puerto Rico, where there was a strong sense of community and care for one another, empathy comes naturally to me as a leader.”

After a lengthy career of wheeling deals, Janki Lalani Gandhi has found just as much success building brands as she has in selling them.

The managing director of Parkwood Ventures, the corporate arm of Beyoncé’s Parkwood Entertainment, oversees business development, investment and strategy. Most recently, that includes Beyoncé’s fragrance launch in 2023 — a direct-to-consumer exclusive called Cé Noir — and, since then, the launch of Cécred.

The hair care brand, which debuted in February with seven products powered by the brand’s proprietary Bioactive Keratin Ferment, became the top hair care brand by earned media value for that month, according to data firm CreatorIQ. Gandhi, along with the brand’s famed founder, also works alongside Tina Knowles and Cécred chief executive officer Grace Ray.

“There is power in numbers and when you surround yourself with the right people, you learn from one another and have significantly higher chances of finding solutions and having successful outcomes,” Gandhi said.

Prior to her time building brands alongside Beyoncé, Gandhi was the managing director of Goldman Sachs’ cross markets group, where she oversaw deals with enterprise values below $2 billion. That coincided with Goldman’s increased interest in beauty. Her purview prior to that was across fashion, accessories and beauty at Lincoln International, where she held the same title from Los Angeles.

Gandhi worked on deals including Supergoop’s sale to Blackstone, as well as the acquisitions of Ilia, Billie and Youth to the People.

To keep up, Gandhi stays agile.

“Adaptability is one of the most crucial leadership qualities in the modern age. Technological and social change is accelerating at such a rapid pace, that it is increasingly challenging for leaders to navigate this new environment,” she said. “You have to be open to doing things differently versus what you’ve always known or what may have worked in the past.”

Emma Grede is a pop-culture powerhouse and diversity champion.

Working with Khloé Kardashian, she has led apparel brand Good American to $250 million in global sales with a message of inclusivity that carries over to her work with the Fifteen Percent Pledge. One of the fashion and beauty industry’s most visible equity advocacy organizations, the nonprofit that encourages retailers to dedicate at least 15 percent of their shelf space to Black-owned businesses had its highest profile fundraiser to date in Los Angeles in February, kicked off with a surprise speech by First Lady Jill Biden.

A serial entrepreneur, Grede is a recurring guest shark on ABC’s hit series “Shark Tank” and the show’s first woman investor of color. In March, the first season of her Roku series, “Side Hustlers,” premiered as the number-one on-demand title on the channel. Cohosting with Ashley Graham, Grede helps female entrepreneurs turn their side hustles into full-time careers. Season two of the series premiered Aug. 16.

Balance is key to keeping all the plates spinning, she said: “I am known to be relentless in my pursuit of perfection; I always want everything to improve, I work really hard and never take ‘no’ for an answer. I also leave the office at 5 p.m. every day and talk about my kids’ needs openly and what I need to happen to work around them, giving other people in the office the permission to do exactly the same. My leadership style is very deliberate and as a result, we’ve created a culture that is super results-oriented, yet still allows for real life to exist side by side for everyone in the business.”

She believes in flexibility.

“A good leader isn’t afraid to pivot. While it’s key that we stay true to the brand’s core values, the world is constantly changing and a successful company will adapt to the climate and move with the moment rather than be left behind,” she said. Three principals drive her every day: “First, I hire the best people, we work hard on what it means to be a real team and I get out of their way. I never micromanage and I trust my team to execute the company vision implicitly. Second, we admit and work to correct deficiencies without blame and finger pointing. The last one is to lead with kindness, at the end of the day we’re all in the people business and it costs nothing to be kind and yet there is so much positive return when you make decisions through a lens of kindness first, no compromise.”

Unlike some celebrity stylists whose TV gigs, entrepreneurial pursuits and paid social media ads have made them almost as famous as their clients, Danielle Goldberg has taken a quieter approach.

Largely staying out of the spotlight and out of Los Angeles to focus on her family in New York, she’s managed to have a powerful influence in shaping the latest celebrity fashion darlings Ayo Edebiri (“The Bear”) and Greta Lee (“Past Lives,” “The Morning Show”), tapping hot brands big and small, including Loewe, Bottega Veneta, Alaïa, Celine, Rabanne and Luar.

One of her most memorable moments was dressing Edebiri in an oversize white suit by The Row with round Oliver Peoples sunglasses for the Critics’ Choice Awards, inspired by Whoopi Goldberg. “I get to be myself,” she said, “but also have this armor of the clothes,” Edebiri told The New York Times of the magic she and Goldberg make together.

Goldberg was also responsible for Lee’s thoroughly modern, cream-colored twist-back Bottega Veneta gown. Lee described working with Goldberg as being akin to the relationship between “an actor and a director.”

Goldberg has always been surrounded by fashion. Her father, Oded Nachmani, founded the contemporary sportswear line Coolwear in the 1980s. Sisters Michaela Podolsky and Arielle Charnas are influencers.

Her career followed a traditional path from magazines to styling runway shows to assisting stylists, before eventually going out on her own and working with Olivia Rodrigo, Kaia Gerber and Laura Harrier, among others. Through Annabel Tollman, she met Mary-Kate and Ashley Olsen, whom she styled for several months, including for the 2009 Met Gala. And it’s the designers’ quiet approach to luxury that seems most similar to Goldberg’s, as she continues to guide clients to inspired red carpet choices that have edge but also ease, paving the way to lucrative brand ambassadorships with Loewe, Louis Vuitton and others.

Hoka president Robin Green isn’t afraid of failure. Instead, the footwear industry veteran, whose résumé includes a 17-year stint at Nike, sees setbacks as learning opportunities.

“Throughout my career, failure has been one of my greatest teachers,” Green said. “Learning to realize that failure isn’t the end of the world has created an opportunity for me to learn, reflect and evaluate in order to grow as a leader. Over time, shifting my mindset has made it much easier to bounce back in tough situations and move forward toward a solution that is more positive and productive.”

Since starting her role in February, Green has spent time listening and learning from the teams at Hoka and parent company Deckers. In just a few months, she has helped expand the brand’s new marketing campaign — Fly Human Fly — and announced Hoka as the new title sponsor of the UTMB World Series. A champion for mentorship, Green has also made an effort to create deep relationships across several teams.

“Mentorship of future generations is important to me as I continue to take on new leadership positions,” Green said. “Past mentors of mine have played a critical role in defining my why and how I show up as a leader on a daily basis — they provided me with a feeling of support and guidance that I want up-and-coming leaders to have as well.”

As for her advice for up-and-coming women in the industry, Green recommends abandoning the pursuit for perfection and remaining true to one’s authentic self.

“Look to build trusted relationships with other women inside and outside of your specific organization, those that you can be an advocate for and mentor to, as well as those who you can lean on when needed,” she said.

This fall, if you spot women on the street wearing sweaters with the words “Hag” and “Spinster” emblazoned on the fronts, Batsheva Hay is the reason why. She reclaimed the terms in her fall 2024 runway show, a rallying cry that questioned what it means to “dress your age.”

With a cast of gorgeous over-40 women including actresses Molly Ringwald and Ione Skye alongside dancers from a local ballet school and other everyday people who were street-cast, the designer proved that fashion has no limits, showing bows, sequins, high-necklines, flashes of midriff, hoods, sheer fabrics, the aforementioned “Hag” sweaters and more.

“Especially since fashion becomes a very unwelcoming place for aging, I wanted to make clothing that was dignified and beautiful but also fun,” says Hay, 42, who started her business in New York in 2016 with the goal of rethinking the traditions of feminine dress, from Victorian to pioneer, housewife to punk.

The inspiration for the fall collection was an identity crisis she was having both as designer now in a different stage of life than when she started her business as a young mom, and as a woman not knowing how to dress —and be — as she gets older.

“I strive to understand what I want to wear, because I truly believe that if I don’t really want an item, why would a customer?” she says of being a fashion leader today. “I also strive to understand my customers’ unique needs and make the things they dream about too, through my eyes. I want to use my own point of view to express a world that includes people not often embraced by the fashion world.”

While plenty of older models are working in fashion now, it sent a powerful message to see an entire runway show filled with them. Hay has found commercial success and staying power by selling clothing with a sense of modesty and stylish irreverence, with inclusive sizing and pricing. This year, she debuted a collaboration with Keds, creating the Keds Point sneaker. She also opened her first retail store in Manhattan on Elizabeth Street, with green shirred fabric walls inspired by French interior designer Madeleine Castaing, a hand-painted leopard patterned floor, and a dressing room with torn layers of antique wallpaper she had collected herself.

Clare Hornby doesn’t have a background in fashion, but she has never let that stand in the way of building a clothing business aimed at busy working women who have limited time to ponder their daily wardrobe choices.

Hornby knows the challenge of dashing from the office to her kids’ hockey match, and then onto drinks, all while looking pulled-together. In 2009, she launched a fashion business that was up to the challenge.

She often describes Me+Em’s offer as “fashion Lego,” meaning that pieces should be able to multitask, layer and work together season after season. Belts are double-sided; trousers have two sets of loops, and sweaters have detachable necklines. Sleeves on some of the blouses have a hidden elastic at the back “so you can push them out of the way when you’re doing the washing-up,” Hornby says.

The approach has won her clients on both sides of the Atlantic and celebrity following that includes Kate Middleton, Helen Mirren, Amal Clooney, Olivia Colman, Margot Robbie and Katie Holmes.

Most recently, Britain’s new First Lady Victoria Starmer strode into No. 10 Downing Street wearing a Me+Em orange red midi dress that cost 275 pounds, and was also crease-resistant and machine-washable.

Early in her career, Hornby worked for Harrods, in the marketing department, and has held various jobs in advertising, data and customer insight. Data, and her own instincts and experience, drive Hornby’s decisions on everything from design to retail.

The most important quality in a leader is vigilance, she said, “because you can’t underestimate the responsibility” that comes with it.

“Staying one step ahead is crucial in protecting your business and your employees. You are only as good as the team around you, so knowing who to hire, and when to hire, is so important.

“You then need to be transparent and work collaboratively with your team to bring them on the ride with you. Knowing where your own strengths and weaknesses lie, and listening to the experts you’ve hired is crucial,” Hornby added. The three things she strives for as a leader are tenacity, kindness, “and to always do business fairly, without compromising” on her personal values.

With her debut runway show for Chloé in February, Chemena Kamali vaulted straight into the big leagues, with retailers raving about her revival of the brand’s signature boho chic aesthetic.

“We could feel the excitement in the room. The industry is very clearly energized for this next chapter of the brand,” said Jodi Kahn, vice president of luxury fashion at Neiman Marcus.

An alumna of Saint Laurent — who also worked at Chloé under both Phoebe Philo and Clare Waight Keller earlier in her career — Kamali is the latest in a string of female designers to helm the Paris-based fashion house.

Born in Germany in 1981, she studied fashion design at the Trier University of Applied Sciences and graduated from Central Saint Martins in 2007, beginning her career at Chloé as part of Philo’s team.

Kamali rejoined Chloé in 2013 as design director under Waight Keller until 2016, when she departed to become Saint Laurent’s women’s ready-to-wear design director under Anthony Vaccarello.

After returning to Chloé at the end of last year, Kamali wasted no time in setting out her vision. Ahead of her big runway reveal, she released a series of portraits of iconic women from different eras of the maison including Jerry Hall, Jessica Miller, Natalia Vodianova and Liya Kebede.

The images telegraphed confidence, natural beauty and the dreamy femininity long associated with the Paris house, founded by Gaby Aghion in 1952. “They are effortlessly powerful, beautiful, free,” the designer said.

She also brought in a new Chloé logo in a font inspired by the original from the ’70s, when designer Karl Lagerfeld propelled the house to prominence. That era was back in the spotlight this year with the release of the Hulu series “Becoming Karl Lagerfeld.”

Asked what leadership quality she considers most important, Kamali said: “A clear vision, communication skills, transparency and to know your teams and to inspire them.” The things she strives for herself? “To be true to myself. To bring together a great team. To communicate clearly a common goal. To recognize talent and create an environment for people to be their very best.”

Launched in 2016 with $480,000 raised from friends and family, Dôen is closing in on $100 million in annual sales with its romantic and feminine, golden-cast aesthetic that is as potent and recognizable as some brands’ that are billions of dollars bigger.

The sister founders built Dôen to be woman-centric and diverse, celebrating all sizes, pregnancy, breastfeeding and children in its imagery, creating a community before it was a fashion industry buzzword, and extending their values of empowerment to their supply chain.

This year ushered in a new phase of growth for the L.A. brand with a feminine gaze — a rare player in the contemporary market that can reach both aspirational and luxury customers with its emotional product and evolved fashion offering.

It has expanded wholesale and retail distribution; a wide-ranging Gap collaboration and received celebrity love from Kaia Gerber, Dakota Johnson, Brie Larson, Alexandra Daddario and many more, who have boosted brand awareness globally. Sales are tracking for 40 percent year-over-year growth.

As Dôen changes, the Klevelands strive above all to maintain self-awareness — “knowing where you excel and where you need support, and not letting an ego get in the way of collective progress and constant learning,” Margaret said. “We started Dôen with a collective of women all offering their expertise and leadership in the fields in which they excel — as we grow and continue building the team, we hope to maintain this model of thinking as it pertains to company structure. My goal is to lead with curiosity while also being communicative, intentional, and receptive to the diversity of thought we’ve worked so hard to foster at the company.”

Beyoncé is decades into her career as a multihyphenate entertainer, and this year, she delved further into entrepreneurship with the debut of her much-anticipated hair care line, Cécred.

The debut followed the release of her eau de parfum, Cé Noir, that began during her 2023 “Renaissance World Tour,” which raked in more than $579 million in revenue.

She also cocreated a couture collection with Balmain to coincide with her tour, then quickly pivoted to new aesthetic territory. With the subsequent release of her eighth album, “Cowboy Carter,” earlier this year — and penchant for cowboy hats, boots and Western motifs — she reignited sales in the category and helped yank Western wear back into the zeitgeist.

Stetson, which designed several of the cowboy hats Beyoncé sported publicly, described sales spikes and “the response across the social media landscape nothing short of amazing,” a representative of the company told WWD earlier this year. Data also showed that “Levi’s Jeans,” a track from “Cowboy Carter,” had shoppers beating down Levi’s doors.

Beyoncé’s lesser-known collaborators on the album, such as Shaboozey, Tiera Kennedy and others, have also seen newfound notoriety. It’s the halo effect she’s able to give emerging talent that propels her forward.

“When you are breaking down barriers, not everyone is ready and open for a shift,” Beyoncé told The Hollywood Reporter earlier this year. “But when I see Shaboozey tearing the charts up and all the beautiful female country singers flying to new heights, inspiring the world, that is exactly what motivates me.” The first-name-only superstar has amassed 32 Grammy Awards, 29 MTV Video Music Awards, 36 BET Awards, 14 Billboard Music Awards and more.

When Kyle Leahy took the reins as chief executive officer of Glossier in 2022, she faced what seemed to many a mammoth task: restore the Millennial-loved brand to its former glory, and forge for it a new calling card — intergenerational appeal.

Her appointment came just after the company endured a significant round of layoffs and saw both Google searches and earned media value for Glossier drop by roughly 50 percent each.

Leahy, leading an all-women C-suite, delivered a turnaround story for the ages — starting with bringing the famously direct-to-consumer brand to Sephora in 2023, where its sales have since soared.

That fall, the brand revealed to WWD that sales at Sephora were on track to hit $100 million in its first year, while the brand’s signature perfume, Glossier You, was the number-one fragrance at Sephora for the year and “continues to drive exponential growth,” said Leahy.

The CEO oversaw the opening of a 7,000-square-foot flagship in New York’s SoHo — a homecoming for Glossier after its previous (smaller) store in the neighborhood closed due to COVID-19. The brand also opened a shop in Las Vegas this spring, marking its 13th stand-alone store to date, and launched at SpaceNK and Mecca.

With sales said by industry sources to be around $275 million, Glossier’s new high is in no small part thanks to its sharp finger on the pulse. In 2020 — long before beauty’s newfound love affair with female athletes — the brand signed on as the WNBA’s first official beauty partner. Since then, Glossier has doubled down on its initial bet, routinely tapping basketball stars as ambassadors and becoming the first beauty partner of the U.S. women’s national team for U.S. basketball at the 2024 Paris Olympics.

For Leahy, whose work/life mantra is on display via a sign in her office reading, “Work hard and be nice to people,” this is just the beginning for Glossier, which celebrates its 10th anniversary this year.

“We are truly just getting started,” she said. “We are in year 10 of building a 100-year brand.”

As president of Nordstrom Rack, Gemma Lionello plays a vital role in shaping Nordstrom Inc.’s future.

The corporation is leaning more heavily on the Rack off-price division for growth, while also striving to increase digital sales and lift the comparable sales performance at the Nordstrom department stores. Lionello has been charged with rolling out Rack units in key markets and elevating the assortment with “great brands at great prices” that are more recognizable to customers.

Much has happened since she became Rack president in fall 2023. She’s opened 19 Rack stores; with 22 more planned for this year, adding to the fleet of about 264. Lionello is also credited with improving Rack’s merchandising (where shortfalls were apparent in recent past seasons), including negotiating for top beauty brands to sell at both Nordstrom banners, and making shopping easier and increasingly omnichannel.

“I encourage my teams to maintain a ‘here to win’ mindset by setting clear goals and accountability measures, but I also believe in letting them find their own paths to success,” Lionello told WWD. “I hold myself accountable for our team’s outcomes and stand firmly behind them when support is needed. I’m not afraid to dive into the details when necessary and believe in being flexible and solution-oriented when challenges arise.”

Lionello started her 35-year career at the Seattle-based Nordstrom Inc. on the beauty selling floor, rose to regional manager roles at Nordstrom and Rack, and spent nearly a decade leading the beauty and accessories teams as executive vice president and general merchandise manager. She introduced beauty stylists, the beauty “concierge,” the “mini-must haves” section and innovative beauty events. She also expanded offerings in luxury, natural, sustainable and inclusive beauty, and started a beauty packaging recycling program — a first for a major retailer.

In accessories, Lionello drove growth with new handbag brands, improving the designer handbag selection via increased digital presence, and launching new fashion and fine jewelry strategies. Based on her extensive experience leading merchandising and store operations teams, she was promoted to Rack president. “Hiring and supporting the best team is paramount,” Lionello said. “The collective strength, talent and dedication of a well-rounded team are what drive an organization forward. I place great emphasis on building a team with diverse perspectives and backgrounds. It enriches the decision-making process and fosters innovation. Emotional intelligence, fairness and empathy are also crucial. Developing strong human connections and strong relationships within our teams builds trust and resilience.…Leaders must be flexible and open to new ideas, continuously refining strategies to meet emerging challenges and opportunities.”

“I’m in the business of positively impacting the lives of our customers through incredibly thoughtful and beautiful design, and that’s a really incredible privilege to have,” Lee Mayer, CEO of Havenly told WWD. Mayer started the interior design platform in 2014 at just 30 years old when she wanted to spruce up her own home — but on a budget. She has since democratized interior design for a digital generation.

Over the last three years, Havenly purchased home furnishings companies Interior Define, The Inside and The Citizenry, a marketplace built on promoting artisan-crafted home goods. With the latter deal, Havenly is working on completing the interior design experience for the rising group of Millennial homeowners and securing its place as the largest digital-first, direct-to-consumer platform in the home decor market with a strong strategy for sustainable growth.

The private equity veteran and Harvard Business School graduate told WWD said building her business has taken commitment to learning and growing and that leadership qualities in a modern age include the willingness to embrace change and be adaptable. “We’re living in a dynamic, super-fast paced, constantly evolving world, with many external factors presenting unexpected challenges — and a leader who is able to understand the trends, adjust their roadmap accordingly and uplift their team along the way is likely to be impactful,” she said.

Since joining Rothy’s as CEO in January, Jenny Ming has prioritized product innovation, which she sees as “the dual engine” behind the eco-minded shoe brand’s success and brand identity.

In the last few years, several Rothy’s products have benefited from this focus on innovation. The Square Mary Jane Shoes, in particular, has garnered a cult following on TikTok with millions of views and searches for reviews on the platform. And this past spring, Rothy’s launched its first wedge sandals —a style also featured on the much buzzed-about Chloé runways.

Since its founding in 2012, Rothy’s said it has turned more than 179 million plastic bottles into the signature thread it uses to create shoes and has repurposed more than 629,000 pounds of ocean-bound plastic.

Ming has also focused her efforts on diversifying sales channels. In July, Rothy’s opened a new flagship store in Manhattan’s Flatiron neighborhood, the brand’s sixth store opening in three months and its third and largest location in New York. Rothy’s also operates a robust digital business, and this year entered the wholesale channel with partners like Amazon, Anthropologie and Nordstrom.

According to Ming, the “collaborative team environment” at Rothy’s is what makes the ambitious growth agenda possible.

“This focus on teamwork ensures our innovation efforts translate into a successful and impactful brand,” said Ming, who also makes an effort to serve as a mentor for other women in the industry.

At Rothy’s, Ming sits at the helm of an executive team composed entirely of women, including president Dayna Quanbeck. “Because mentorship has made such a huge impact on my professional journey, I believe in giving back,” Ming said. “I’m committed to helping female leaders, especially female leaders of color, reach their full potential.”

To that end, Ming regularly coaches and mentors peers, sits on company boards and speaks at conferences to share her experiences. “It’s incredibly rewarding to connect with aspiring leaders and help them navigate the challenges and opportunities in business and personally,” she said.

Closing in on 20 years in business as independent American designers with zero outside investment, Rodarte’s Kate and Laura Mulleavy have built their brand on their own terms and not been afraid to call out inequities in the industry.

They had a remarkable presence on the red carpet this awards season, including dressing 12 stars on Oscar night—a personal record. And unlike most every other brand in the competitive, monied game, they did not pay-for-play and write checks to do so.

Designing custom dresses for every creative profession, size and age, theLos Angelessisters proved their range and their appeal in Hollywood, where they consistently dress A-listers and recruit them to model in their collection look books. Also filmmakers themselves, their latest project in that arena is a fashion collection inspired by the film “Beetlejuice Beetlejuice” selling in Saks stores and on the Rodarte website now. They’ve also wowed on the runways in New York and Paris, showing collections on their own timetable, and their clothes have landed in major museums.

Even so, they have felt overlooked as women in an industry, a topic they spoke openly to WWD about in March.

Although several male designers from L.A. have been plucked for plum luxury brand director jobs, the late Virgil Abloh and Jeremy Scott among them, the Mulleavys have not—they haven’t even been approached.

Experiencing firsthand issues of sexism and omission, they believe the industry needs systemic change if women-led businesses and women designers are going to thrive, including using the same language and mythmaking to build up women as men.

“The design positions and the positions in our industry of leadership need to be reflective of the amazing diversity that exists that makes fashion exist,”saidKateMulleavy. “Being a good observer and listener is vital—to your team, to your audience and to the general population,”saidLauraMulleavy of how things can change.“We are always wanting to learn and grow. There are no boundaries to experience! We want to push our creativity, and to foster creativity in those that we work with, as well as prioritizing integrity.”

Priya Nair has been building successful brands for close to three decades, so it came as no surprise when she was named president of beauty and well-being at Unilever last year, overseeing a 12 billion-euro business, comprised of hair care, skin care, prestige beauty, and health and well-being brands.

Unilever’s Beauty and Wellbeing division saw the highest revenue growth of the entire business in the first half of the company’s fiscal year. Reported turnover climbed 5.1 percent to 6.5 billion euros, while underlying sales growth was 7.1 percent.

Nair began her career at Hindustan Unilever in 1995 and later led its beauty and personal care and home care business. Prior to becoming president of Beauty and Wellbeing, she was the global chief marketing officer for the Beauty and Wellbeing business, responsible for global revenue growth and profit, brand equity management, brand building, global innovation program delivery and digital marketing transformation.

She believes clarity, vision and the ability to connect people to the vision is critical for any good leader. “You then need to ensure that people are not only connected to what they are doing, but that they really believe it, especially in a world that is becoming increasingly transactional,” she said. “A great leader helps people achieve their purpose and align their purpose to that of the organization.”

She added that in this age that is more and more about technology and artificial intelligence, it’s vital for leaders to remember the value of human creativity. “We not only need to remember how important it is, but we need to continue to think of ways to enhance and magnify it. Human creativity is the most important differentiator and will lead to winning with consumers and customers.”

Artemis Patrick, an 18-year Sephora veteran often referred to in industry circles as the “brand whisperer,” has officially taken over as chief executive officer of Sephora North America — making her the first woman to lead at the LVMH Moët Hennessy Louis Vuitton-owned retailer since it was founded in 1970. Patrick has been with Sephora since 2006, when she joined the U.S. arm as director of e-commerce merchandising.

Sephora is the largest prestige beauty retailer in the U.S., with about $10 billion in sales, and Patrick will look to continue to build the company’s momentum. To do that, she’ll focus on a handful of priorities, including skin care, body care and hair care, and not worry about what the competition is doing, she has said.

There’s also Sephora’s continued deal with Kohl’s, which Kohl’s CEO Tom Kingsbury lauded recently, calling 2023 a “breakout year” for the partnership, which delivered a more than 90 percent increase in sales year-over-year, to more than $1.4 billion. Patrick said the pairing is on a path to reach $2 billion in sales next year.

She will also oversee an extensive round of Sephora store makeovers as the company looks to update its fleet and make sure all shoppers get the same experience no matter where they are in the country. In some cases, this will involve essentially building a new store.

In her new role, she is leading via three key pillars: driving innovation, empowering employees and positively influencing her teams and the communities they serve, as well as the beauty industry.

“At Sephora, a good leader embodies our values of inclusivity, innovation and passion for beauty,” Patrick said. “It’s about leading with authenticity and understanding the diverse perspectives of our employees and customers alike. Empathy is also key in our industry — being able to connect with our employees, our clients and our brand partners on a personal level. I believe this is what sets us apart. And of course, a good leader at Sephora is someone who has a clear vision for the future of beauty, inspiring our teams to strive for excellence every day.”

Academy Award-nominated actress and producer Michelle Pfeiffer disrupted the fragrance industry when she launched Henry Rose in 2019, becoming a leading voice in ingredient transparency.

Before entering the world of beauty, Pfeiffer was known for her movie star roles; her breakout was in “Scarface” in 1983, followedby“The Witches of Eastwick” and “Tequila Sunrise.” Then came “Married to the Mob,” “Dangerous Liaisons” and “The Fabulous Baker Boys” — cementing her as one of the highest-paid actresses of the1990s. She’s unforgettable as Catwoman in “Batman Returns” and in striking performances in filmsof the 2000slike “What Lies Beneath” and “White Oleander.”

Pfeiffer took breaks from Hollywood here and there when she became a mom, the catalyst for launching Henry Rose.

“It started after the birth of my kids,” she told WWD of venturing into beauty. “I started paying attention to what was in the products that we were using and the food that we were eating, and I started reading labels…I had just enough information to get super alarmed, but not enough information to actually do anything about it, until the day I stumbled upon the Environmental Working Group’s Skin Deep database.”

All Henry Rose products are certified by the EWG and Cradle to Cradle Products Innovation Institute, nonprofits that aim to protect human health and the environment. With producer International Flavors & Fragrances as partner, the brand discloses all ingredients used, providing goods that are cruelty-free, hypoallergenic and free of known or suspected endocrine disruptors, carcinogens, parabens, phthalates and formaldehyde.

Today, Henry Rose is found in more than 500 Sephora stores in the U.S., with a recent expansion into Sephora Canada, as well as at Credo and Nordstrom. Last year was a momentous one for the brand, which secured aseries A investment led by Sandbridge Capital, which also backsU Beauty and Thom Browne. Now, Henry Rose is getting ready to introduce its 13th fragrance later this fall.

As a leader, Pfeiffer said her aim is “keeping the best talent by encouraging and nurturing an environment where everyone’s opinions feel heard.” “We do a lot as a team and I am heavily involved with all the creative elements of the business. I am constantly telling them that there are no wrong answers or ideas. We will go through dozens of ideas to come to the right fit for our given purpose,” she said.

Kathleen Pierce, a former senior vice president of global transformation and channel innovation at Estée Lauder Cos., was hired by Dyson in November 2022 to lead the company’s beauty division as president.

Her role is a new one, but also one that’s face-fronting and exemplifies female leadership at the British technology brand.

In less than two years, she’s worked on bringing Dyson’s latest innovation — the Supersonic r — to market and is spearheading future beauty projects, including the company’s launch of its first non-machine products: a hair care line.

She calls on four attributes for leading a team, both in challenging and joyous moments. “I think about the main pillars of leadership: empathy, clarity, communication and integrity,” Pierce said.

“You don’t really progress as a leader unless you respect your team and they conversely respect you. Everything has to be earned on all sides and that’s the way to get positive momentum,” she added.

The COVID-19 crisis was a moment of reflection for many businesses and for Pierce, it was one about stepping up for her team.

She felt that leadership during that period became very individualistic and the only way to connect with her team was through empathy and one-to-one chats, she said.

“As a leader, you have to adapt your style. It’s no longer about your teams adapting to you, it’s you adapting to them,” said Pierce. “A good leader provides the right amount of psychological space to take risks, and to fail, but to feel safe about doing so.”

In her day-to-day life, Pierce encourages disruptive thoughts in her teams and recognizes that she can pull from the best of her team’s respective areas of function. She’s a firm believer that healthy, constructive debates are where brilliant and innovative ideas come from, she said.

Her best advice to young women is to find jobs where they have genuine responsibilities. “You don’t want to be in a structure that has lots of layers and hierarchy. It might mean going to a smaller company — only responsibility and accountability teaches you and gives you confidence, clarity and decision-making [skills],” said Pierce.

“If you have too many people along the way that can catch your issues and mistakes, you’re genuinely not going to grow and you’re not going to become as strong of a leader as you can be,” she added.

Not many designers earn a name for their disciples: Phoebe Philo has Philo-philes, and they stampeded to the internet last October when the British designer’s new, eponymous brand finally made its debut after a long gestation period.

They were rewarded with a collection that embodied her penchant for luxurious fabrics and impeccable make, unexpected flourishes via volume or texture, and womanly silhouettes with a modernist touch. She has a knack for creating clothes that are carefully considered and often plain, but at the same time deliver jolts of fashion.

What’s more, Philo has always done things her way, letting the product do most of the talking during her acclaimed nine-year tenure at Celine, which she exited in 2017.

Her new brand, with LVMH as a minority partner, was unveiled with little fanfare — a London showroom presentation for select journalists — with a tumble of images on her Instagram account and website of favorite models like Daria Werbowy and German actress Sandra Hüller mixed in with fresh faces cast from the street.

She forged a newfangled take on a direct-to-consumer fashion brand: launching all the main product categories at once but producing them in limited quantities in order to sidestep overproduction, the biggest blight of the fashion industry.

Rather than doing collections, Philo is releasing “edits” according to her own schedule, rather than the standardized fashion calendar. She sees her designs as seasonless and part of a continuous body of work. Asked about her views on leadership, Philo told WWD: “Ultimately, it’s about what one sees and the vision. Staying close to that and trying to do it with as much care and passion as possible. Kindness, humor and an appreciation for everyday life including the simple stuff, alongside a good old-fashioned dose of hard work helps, too.”

Before becoming chief executive officer of Boucheron in October 2015, Hélène Poulit-Duquesne was asked by her professional coach to think about the posture she wanted to take at the helm of the jeweler.

Her choice? Staying true to herself.

“Just because I became a CEO doesn’t mean that I have to be someone else,” she said. “I am the same at home, the same with my kids, the same with my friends, the same when I am working with my teams. This is the only posture that I know and that I adopted coming to Boucheron,” she said.

In her opinion, having a clear vision and listening to one’s intuition is an important factor in leadership. “Then, you must share your energy and passion within your company in order to make that vision come true,” she added.

Prior to joining Boucheron, she spent 16 years at Cartier, where she was most recently international client and business development director, and before that, cut her teeth at LVMH Moët Hennessy Louis Vuitton after graduating from the ESSEC business school.

Among Poulit-Duquesne’s successes are the reinforcement of Boucheron’s position among the top jewelers globally, with innovation as a springboard to push the boundaries of jewelry ever further—particularly with the creative Carte Blanche collections presented every July by creative director Claire Choisne—and the house’s international development, culminating with the opening of its first flagship in New York City in September.

While those achievements show her ability to steer the Kering-owned house forward, she is a staunch believer in collective intelligence. “We are always stronger when we bring different points of view and expertise on a project,” she said. “At Boucheron, I encourage everyone to express themselves and to adopt a collaborative approach.”

Asked what makes a good leader, the seasoned jewelry executive placed the ability to create a safe work environment at the top. “The values of empathy, generosity and inclusivity were advocated by Frédéric Boucheron during his time,” Poulit-Duquesne said. “He was the only jeweler to display the names of his craftsmen during the World Fairs. He had a deep respect for his teams and peers.” “I genuinely share these values as a CEO, and I intend to make them last,” she continued. “My experience showed that leading with empathy and kindness was not only positive for well-being,but also for running a company. Kindness is not synonymous with weakness.”

For Ilaria Resta, who became chief executive officer of watchmaker Audemars Piguet in January, the most important quality a leader can have is to “never stop learning and always be [open] to new ideas and new perspectives,” she said. “This is crucial for staying relevant and responding to clients’ ever-evolving needs.”

For her, a good leader is someone who earns trust through actions rather than relying solely on appointed authority. “Building a strong foundation of respect and credibility is essential,” she said.

Over the course of nearly three decades, Resta has made her mark by helping businesses transform into lasting success stories thanks to her clear strategic vision, a deep understanding of consumers and inspirational organization leadership.

Her priorities at the helm of Audemars Piguet are ensuring the perennity and independence of the company, including scaling while never losing the essence and family spirit of the watchmaker, and making it more accessible and relevant to diverse audiences, especially women and younger generations; enhancing client centricity and building its people-to-people strategy with employees, partners and clients at the heart of everything, and integrating a strong sense of service, care and support in all of the company’s interactions.

Prior to joining the watchmaker, Resta served three years as president, global perfumery and ingredients of Swiss fragrance and flavors supplier Firmenich, now DSM-Firmenich, the first woman to serve as president of a major fragrance company.

And for more than two decades before that, she was at Procter & Gamble, where she is credited for renewing the firm’s European hair care business, restructuring Duracell before it was successfully divested and leading the home cleaning and laundry detergent portfolio in successive positions in Geneva, London and Cincinnati.

Top executive as she may be, Resta said she “prefers sitting at the center of the organization amid the action, as opposed to [being] at the top of the pyramid. I want to listen and learn from the teams, aware that they are the ones that are closest to our customers.”

Creating a strong sense of belonging and a safe work environment is also something Resta feels helps empower and equip teams to do their jobs to the best of their abilities. In particular, she is an active mentor to women and a believer in the power of diverse perspectives for driving progress and innovation. Nine months into her new position, Resta sees “a large part of [her] role as removing barriers and promoting projects that advance human expertise and talent,” she said.

Rachel Scott is a fashion star in the making with her inclusive new American luxury label celebrating Afro Caribbean and queer culture.

Since its start in May 2021, Diotima has stood for craftsmanship rooted in the domestic tradition of handmade crochet in Jamaica, where Scott grew up and continues to draw inspiration from dance hall queens, children’s school uniforms and more.

After gaining experience at Costume National, J. Mendel, Elizabeth and James and Rachel Comey, where she worked in design for more than eight years, she launched her own collection in New York with $30,000 in savings. She gained attention for extraordinary sculptural pieces, constructed from overlapping crochet doilies covering the body almost like sea creatures. She has since expanded into crystal, macramé, loop, fringe and ribbon hand embellishments applied to tailoring, shirting, knits and other everyday wardrobing pieces stocked by Ssense, Net-a-porter, Bergdorf Goodman, Nordstrom, McMullen and Moda Operandi, among others.

Last year, she was the CFDA 2023 Emerging Designer of the Year winner and a finalist for the LVMH Prize, which added international credibility to the brand.

“I’d like to be a part of and support expanding the Caribbean basin and trying to do collaborations and build fashion and culture within the region,” said Scott, who works with artisans in her native Jamaica and has collaborated with artists there on prints.

In an effort to counter the colonial gaze, she avoids beachy backdrops, instead shooting her imagery at landmarks such as the National Gallery of Jamaica, where trans activist and model Emani Edwards was photographed in her 2022 pre-fall collection.

At New York Fashion Week, her presentations are a highlight as she continues to expand her brand language and step into new categories like footwear.

“It is crucial to have unwavering belief in what you do to be a leader today. Flexibility and perseverance are also essential, but without strong conviction, these qualities are never truly activated,” she said. “The challenges we face, particularly as small independent businesses, can feel insurmountable at times. I always go back to my deep conviction that I have a voice amidst all the noise, and that belief keeps me moving forward.”

The late Azzedine Alaïa always did things his way — staging shows only when he felt like it, fastidiously finetuning his shape-shifting silhouettes. Nearly seven years after his death, the house that bears his name is hitting its stride, led by creative director Pieter Mulier and CEO Myriam Serrano.

“To succeed in a fashion house, you first need to understand the brand from the inside, to focus on its values and its differences,” Serrano said, stressing the need to “start from creation to assert a singular point of view on products and communication, even if it does not speak to everyone. This helps to build a stronger identity, which is key in a market saturated with products.”

Serrano quietly joined Alaïa in 2019 from another Compagnie Financière Richemont-owned house, Chloé, where she had been its director of communications and accessories. Among her first strategic volleys was launching a wardrobe of the Tunisian couturier’s most emblematic designs, called The Editions alongside the brand’s spring 2021 collection.

Bringing Mulier on board in 2021 was a linchpin move, marking “the opening of an important new chapter for our maison as we jointly seek to carry the foundational values and distinctive style of Alaïa into the future,” Serrano said at the time.

The house has accrued strong critical reaction to its recent shows, and hit on several “It” accessories, including its version of ballerina flats and its low-slung Teckel handbag with long handles. Serrano has also slowly expanded Alaïa’s retail footprint, with a New York flagship boutique that opened in January 2023, and a Paris flagship due to open in January on the Rue du Faubourg Saint- Honoré.

She shares the credit for Alaïa’s recent successes with her team. “A good leader is never succeeding alone and needs to have a clear vision and positive energy to recruit the best teams and empower them while setting up a culture of dialogue and trust,” she said. “Good leadership comes from a balance between the ability to listen and have empathy on one side and the capacity to make decisions and have the courage to assume them on the other side. Passion is also essential, to inspire and motivate others.”

Lori Singer has had a big year. And she’s given Parlux, the company she joined as president in 2019, an even bigger five years.

Not only has the beauty executive overseen the development (and consistently splashy successes) of Grammy Award-winning artist Billie Eilish’s eponymous fragrance trio; she has also led the developer in snapping up several buzzy new licensees — one of which marked a breakthrough category for Parlux — at record speed.

To recap the last year: in November, Parlux debuted the amber-infused Eilish No.3, which like its predecessors in the franchise nabbed The Fragrance Foundation’s Consumer Choice Award. In February, it unveiled a foray into men’s grooming alongside LeBron James and Maverick Carter via a seven-product line called The Shop, inspired by the pair’s Emmy Award-winning show of the same name. The company brought Drake’s Better World Fragrance House beyond candles and into fine fragrance with the launch of a roll-on fragrance oil; introduced Vince Camuto’s first new fragrance since 2019, and ushered in Steve Madden’s reentry to fragrance with the launch of Goldie Eau de Parfum, the first of a “wardrobe of Steve Madden fragrances” Parlux plans to inaugurate, Singer told WWD.

All in all, a busy 12 months — and still just the earliest phase of the company’s “focus on elevating and transforming our entire portfolio of iconic brands with and for our partners,” said Singer, who describes herself as a “collaborative and transparent” leader who aims to lead by example — and with kindness. “These qualities have helped me shape, inspire and motivate our best-in-class team at Parlux,” she continued. “Integrity and empathy are important, and they have helped me garner the trust of colleagues and business partners alike; at the same time, they have helped me better understand the diverse perspectives and experiences of others, ultimately bringing out the best in everyone.”

As chief human resources officer of LVMH Inc. (North America), Gena Smith is well versed in what it takes to be an effective leader.

The key, she said, is humility. “Humility as a leader is one of the most important things. It hasn’t changed, maybe it’s more important than ever. Humility keeps you as a leader, open, curious, it’s sort of the antidote, if you will, to complacency,” she said.

Smith manages two teams of 25 to 30 people in LVMH’s New York and Paris offices. She is the head of HR for LVMH North America and is the head of executive recruitment for the LVMH group, a global role. She is decisive, with a clear vision and strategy, courage in her convictions, and surrounds herself with a strong team that’s ready to deliver the best answers.

When hiring executives and potential leaders at LVMH, Smith considers not just their track record and résumé, but also people who display humility and curiosity, she said. “I’m always appreciative of leaders who can share those openly and look critically at themselves, what they could do better. It shows a level of humility and a willingness to constantly improve,” she said, adding the passion for the industry, creativity and global mindset also help.

“That curiosity keeps you agile and in constant learning mode, which again, for an organization like ours, in our industry, is critical for success,” she said.

Smith has been with LVMH for 14 years and has helped to spearhead initiatives that raise women up through the organization. Today, more than 57 percent of LVMH North America executives are women, she said. She has also helped to develop Employee Resource Groups that have been duplicated in other regions to support employees, particularly when it comes to mental health and wellness. “In this region alone we have 43,000 employees. Making sure that employees feel that they’re part of this incredible organization and being able to participate in all of the different initiatives that the group has to offer has been an incredible engagement and retention for us,” Smith said.

Kecia L. Steelman, Ulta Beauty’s chief operating officer, added “president” to her title last year — and sources suggest she’s in line for the top job next.

In the joint roles, Steelman is responsible for corporate strategy, information technology, store and services operations, supply chain, Ulta Beauty at Target, enterprise-wide transformation and loss prevention. She is also overseeing Ulta’s first international expansion into Mexico.

Steelman was named chief operating officer in 2021 when Dave Kimbell was appointed chief executive officer, with the duo driving a strong period of growth in the post-pandemic beauty landscape. Prior to that, she had been chief store operations officer since 2015 and group vice president at Family Dollar Stores from 2011 to 2014.

“The most important quality for all leaders to possess is a clear and compelling vision for the future and the ability to bring others along on the journey with you. Success doesn’t happen alone and is much more rewarding when you’re sharing it with the people and communities who helped you get there,” said Steelman.

Steelman said good leaders have a balance of IQ, AQ and EQ. (AQ being adaptability quotient and EQ emotional quotient.)“Some of the greatest leaders I’ve worked with and continue to be inspired by, demonstrate strong business acumen and the ability to make thoughtful decisions in a decisive manner, while also being empathetic,” she said. “We’re all human, so being understanding of emotions is essential to bring out the best in people and can create an atmosphere in which they can leverage the strengths of each other, and ultimately makes the team stronger. Having intellectual and emotional skills, underpinned with the ability to navigate adversity in an ever-changing world, is what separates good leaders from great ones in today’s business environment.”

Taylor Swift has become a worldwide phenomenon, starting out at as country pop singer-songwriter before reaching global stardom.

Swift first made a splash in the U.S. in the summer of 2006 with the release of her debut single “Tim McGraw” at just 16 years old. Growing up in Pennsylvania, she had moved to Nashville two years prior to pursue a career in country music.

She has since had crossover successes in both country and pop, and experimented with more genres, from rock to hip-hop on hit albums “Speak Now” and “Reputation.” What remains throughout is her autobiographical songwriting, which receives gushing praise and attention from her Swifties — one of the largest and most devoted fandoms, who are known to dissect her every lyric. Swift, an incredible marketer, shares a very intimate and loyal relationship with her fans, offering them playful Easter eggs and clues leading up to album drops.

To date, Swift has released 11 studio albums; her latest — “The Tortured Poets Department,” which came out in April — topped charts and broke records. It sold 2.6 million units in its first week in the U.S. and became the first album to garner 1 billion Spotify streams in a week. Swift was also the first music artist to completely take over the top 14 songs of the Billboard Hot 100, led by her single “Fortnight” with Post Malone.

But not only is Swift, now 34, an influential figure in popular culture, she impacts economies. Her current global “Eras Tour” is the highest-grossing tour in history, reportedly collecting more than $1 billion. In the U.S. alone, the tour is projected to have generated close to $5 billion in consumer spending as Swifties shopped to dress on theme. Among her accolades, Swift has won 14 Grammy Awards, including four for Album of the Year (the most by any artist); an Emmy Award; 40 American Music Awards; 39 Billboard Music Awards; 23 MTV Video Music Awards; 12 Country Music Association Awards, including the coveted Pinnacle Award; eight Academy of Country Music Awards, and two Brit Awards.

You might call Louise Trotter the embodiment of quiet power.

Where other designers’ Instagram feeds show off everything from their celebrity friends to their vacation destinations, hers is all about the work.

Trotter’s social media footprint allows you to appreciate the aesthetic evolution from her days at Joseph, through her tenure at Lacoste through to her current post as creative director of Carven.

In just two seasons, the British designer has succeeded in reigniting buzz around the brand, which was bought out of bankruptcy in 2018 by ICCF Group, the Franco Chinese fashion entity that also owns Icicle. Carven had been absent from the runways and without a marquee designer for several years.

Trotter studied fashion design at Newcastle University and worked at contemporary British label Whistles before moving Stateside to design for Calvin Klein, and later Gap and Tommy Hilfiger.

She returned to London for a stint at Jigsaw and then served as creative director of Joseph from 2009 and 2018, a period of product diversification and international expansion for the brand. During her four-year tenure at Lacoste, she beefed up the womenswear offering and explored innovative methods of upcycling.

At Carven, Trotter has revamped everything from the brand’s logo to its stores, including the 79-year-old house’s historic boutique at the foot of the Avenue des Champs-Élysées.

“It is rare that you have an opportunity as a creative to have a blank page,” she told WWD. “I want to build this quite carefully and slowly.”

She’s won plaudits for her quietly sensual designs, in tune with Madame Carven’s fondness for simple constructions and clean lines.

Her leadership style, accordingly, is both detail-oriented and focused on team building. She values an open mind, a curious approach and a collective spirit — not to mention “a sense of humor and ambition.”

Trotter aims to “inspire and motivate teams by setting clear objectives. Recognizing and sharing success with the people who were part of making it happen. Creating an enjoyable and trusting workplace, where teamwork, not silos, are encouraged,” she said. Open conversations and clear objectives are key, as is creating diverse teams with talents who “have complementary skills and positive, creative personalities.” Her final piece of advice? “Be calm under pressure.

Costume designer, stylist and consultant Shiona Turini has established herself as one of the industry’s leading voices throughout her nearly 20-year career.

Turini first worked in fashion editorial — serving as Cosmopolitan’s fashion director and working with Carine Roitfeld to launch CR Fashion Book, as well as in senior roles at New York Magazine, W Magazine and Teen Vogue, before expanding her distinctive taste into commercial styling, red carpet events and music videos, such as Solange Knowles, “Don’t Touch My Hair” and “Cranes in the Sky.”

She has worked with some of the most influential celebrities, serving as lead stylist throughout Beyoncé’s “Renaissance World Tour”; as costume designer for “Renaissance: A Film by Beyoncé,” and as stylist for the singers’ ongoing personal styling and “Cowboy Carter” album cover visuals.

Turini’s powerful work has expanded beyond myriad magazine covers and global performance stages and into television screens through her role as costume designer, wardrobing three seasons of HBO’s popular “Insecure” series created by Issa Rae; FX’s “Y” pilot, and her first feature film, “Queen and Slim,” which led Turini to a Costume Designers Guild Award nomination in the Contemporary Costumes category. In addition, she recently led costume design for Apple TV+’s “Lady in the Lake” series, starring Natalie Portman.

Throughout her career, Turini has collaborated with global fashion, beauty and corporate brands spanning from Tiffany & Co., Dior, Nike and Loewe to La Mer, MAC Cosmetics, American Express, HBO and more. In addition to her influential career, Turini serves on the board for the Bermuda Tourism Authority — a testament to her belief in never forgetting where you come from.

As the chief artistic officer, jewelry and high jewelry at Tiffany & Co., Nathalie Verdeille is helping to lead the way during the American jewelry brand’s fresh, new chapter.

She joined the business in 2021 with decades of experience at Chaumet and Cartier, and her creative touch has evolved the Tiffany & Co. legacy with new a Blue Book collection, as well as expanded collections for the Bird on a Rock collection inspired by Jean Schlumberger, and the Tiffany Icons jewelry offering.

To succeed, Verdeille said leaders should embrace and foster creativity in others. “This involves creating an environment where team members feel safe to take risks and express their ideas without fear of judgment. Balancing the dual roles of being a visionary and an operational director is essential, constantly shifting between these identities to stay inventive and grounded,“ she told WWD. Being a good leader is similar “to that of a conductor of an orchestra, orchestrating diverse talents and skillsets to ensure harmony and excellence,” she said.

She aims to celebrate and appreciate her team’s unique talents, she said. “I remain committed to excellence, ensuring that the final product meets the highest standards of quality and craftsmanship,” she said. “Strong convictions lead to defending these high standards passionately. Acknowledging mistakes easily is important, but having a clear vision and strong convictions drive the leadership. I work to make decisions quickly and efficiently, always ready to challenge the status quo and push for the best outcomes.”

Her holistic approach “respects the heritage of the craft while continuously challenging and evolving practices. The focus on legacy and enduring value ensures that what is created today will be cherished forever.”

Since Carla Vernón took the helm of Jessica Alba’s The Honest Company in January 2023, she’s worked to improve cost structures and fuel long-term growth.

Her strategy — brand maximization, margin enhancement and operating discipline — is working, leading to more than 10 percent year-over-year revenue growth in 2023, and record gross margins in the first quarter of 2024.

Vernón has a track record of driving innovation and scaling brands, and when she joined The Honest Company in January 2023, she became one of the first Afro-Latina CEOs of a U.S. publicly listed company. Prior to joining The Honest Company, Vernón was the vice president of consumables categories at Amazon.com, where she led double-digit top-line growth in Amazon’s $200 billion online store across baby care, household products, food, beverages, health and wellness, and beauty. Previously, she spent more than two decades at General Mills, most recently as the operating unit president of the natural and organic division. She guided General Mills to become a leading branded maker of natural and organic food in North America.

“As a leader, I strive to deliver remarkable results at the intersection of three key forces: rewarding work, energizing team culture and an optimistic belief about the future,” Vernón said of her leadership style. “With my teams, I always share this wish: I hope that this is one of your most fulfilling work experiences ever, but I also hope your best experience is still yet to come. I know it won’t always be easy, but I hope we will accomplish something great together and make fun memories along the way.”

Vernón holds a bachelor’s degree in ecology and evolutionary biology from Princeton University (where she serves on the board of trustees) and a master’s of business administration from Texas McCombs School of Business.

Nicole Wegman launched jewelry brand Ring Concierge in 2013 after her own struggle purchasing an engagement ring in the male-dominated Diamond District.

She built Ring Concierge as an approachable, women-focused company that’s become known equally for bespoke engagement rings and timeless, accessibly priced fine jewelry.

While engagement rings are at the core of the business, Ring Concierge’s fine jewelry now comprises 60 percent of the brand’s revenue. It’s bestselling mini diamond tennis bracelet, starting at $898, brought in $12 million in sales last year.

Self-funded with $2,000 from Wegman’s savings, Ring Concierge has been profitable since its first year, generated $100 million in sales last year, and recorded 222 percent growth between 2020 and 2023. The private company still has not taken any outside funding.

As a leader, Wegman strives to foster a positive culture, drive innovation and provide a clear vision, she said.

“Adaptability is one of the most crucial leadership qualities,” Wegman said. “It enables leaders to navigate the complexities of the modern business landscape, drive innovation and inspire their teams to thrive amidst change.

“Leadership is as much about business fundamentals as it is about creativity,” she said. “By balancing the two, leaders can build sustainable and dynamic businesses that are well-equipped to thrive in today’s competitive landscape.”

Next up, Wegman plans to take Ring Concierge further into retail. The brand, which operates out of a West Village storefront and a bridal showroom in Midtown, has plans to open more stores across the country later this year.

Katie Welch is a leading voice in the world of beauty marketing. A founding member of the Rare Beauty team as chief marketing officer, she has been a key element of the brand’s success working alongside founder Selena Gomez.

“A good leader must recognize that no one is perfect — no person, no team and certainly not oneself — and model this for their team,” Welch said. “Removing the pressure of perfection and replacing it with the approach to show up and do your best every single day is crucial. It’s something I work on every day and try to encourage my team to do the same.”

The strategy appears to be working. Rare Beauty is a standout in a sea of celebrity-founded brands, with products prized for their effectiveness, a platform dedicated to mental health, and net sales of about $350 million in 2023.

Prior to Rare Beauty, Welch has had roles at Hourglass Cosmetics, The Honest Company, Bliss and Victoria Secret Beauty, among others.

“I strive to foster a collaborative and inclusive environment where every team member feels valued and heard,” Welch said. “I believe in diversity of thought and collaboration over competition. I wholeheartedly encourage curiosity and creativity. By continuously seeking new ideas and approaches, we can leverage the strengths of the entire team. A constant desire to learn and understand new things keeps the team engaged and our work exciting. I prioritize well-being by implementing practices that support work-life harmony, providing resources for mental health and promoting a culture where taking care of oneself is prioritized.”

Outside of work hours, Welch dedicates time to mentorship; she works with young marketing professionals as an Adweek Executive Mentor and has garnered a following of nearly 100,000 subscribers on TikTok, where she shares marketing and career content (@katiewelch). A graduate of Denison University, she has also spoken to students at universities, including Harvard Business School, UC Berkeley and USC.

“I believe the most important leadership quality in today’s age is adaptability,” Welch added. “As adaptable leaders, we can navigate fast-paced, ever-evolving landscape, embrace new perspectives and be open to change. Rigid leadership is not the answer — today, we must be collaborative, foster curiosity and encourage creative solutions. As adaptable leaders, we can tailor our style to meet the needs of our multigenerational teams.”

In retailing — where executive turnover is all too often and loyalty to one company is scarce — Jennifer Wong is a rarity.

The CEO of Aritzia, which this year celebrates its 40-year anniversary, has been at the company for 37 of those years. Wong began her career at Aritzia in 1987 as a part-time style adviser, rose through the retail ranks serving as president, COO and chair of the executive committee, joined Aritiza’s board of directors in 2016, and became the CEO in May 2022.

“Having held so many roles at Aritzia, from style adviser to CEO, helps me to lead with empathy and inspire our team to embrace the long runway for growth ahead,” Wong told WWD.

Among the things she’s most proud of is heading up a women-led company, where 73 percent of the senior leadership are women; 92 percent of the retail leadership team are women, and 74 percent of all employees are women.

Wong has led nearly every aspect of the business, overseeing the Canadian company’s initial expansion into the U.S. in 2006, launching Aritzia’s e-commerce business in 2012, and leading the IPO to take Aritzia public in 2016. Additionally, she has been instrumental in developing critical infrastructure across people, processes, technology and space.

Under Wong’s leadership, Aritzia today is focused on geographic expansion, e-commerce acceleration and continuing to build on its message of offering “everyday luxury” at affordable prices. Aritzia, founded in 1984 in Vancouver, Canada, operates aritzia.com, 115 plus boutiques throughout North America, and a design studio creating a wide variety of in-house labels. The brand in recent years has had explosive growth in the U.S., with internet-sensation products, including the Super Puff coat and square-neck bodysuit.

Sales for Aritzia’s first fiscal quarter of 2025 were positive, with net sales up nearly 8 percent year-over-year to almost $500 million, with the U.S. region posting a 13 percent sales jump in the period.

“For me, leadership is about authenticity,” Wong said. “My journey has been marked by overcoming doubts with relentless hard work and staying true to myself. While I may set the vision, being a good leader is empowering my team to shape and contribute to it. I try to adapt a balanced leadership approach. While I’m very operational, because I came from the operational side of the business, I’m also very passionate about our brand, our creativity and our innovation. Most importantly, I care about our people, who are the ones making it all happen.”