Drowning in Emails? Here's How 5 Bosses Handle Their Inboxes

Photo: Andrew Neel for Pexels

The inbox is an equal opportunity offender. Emails have no respect for office hours or lunchtime. They wild out at all hours and it's on us to manage them. But how? We asked five women—those who run their own companies and those who freelance—all about their unique inbox management tips. 

Here’s the bad and the good of it: The inbox inbounds will never stop as long as you're making moves. To help you lower your cortisol levels and avoid overwhelm, here's a breakdown of how five bosses HANDLE their inboxes and whittle that number down to zero. (Yes, it’s possible to get to inbox zero!)

TINA WELLS, FOUNDER & CEO BUZZ MARKETING GROUP

Staying on top of and managing emails is a top priority for me. I average about 500 each day. I answer whatever I can immediately. I also have an amazing team at BuzzMG, and I'm fortunate to have an internal shorthand with them, so even just forwarding a note with a meeting request and not having to specify "please set up a coffee meeting with xx" saves so much time.

My team doesn't really use email to communicate. We use Slack and store important files in Dropbox, so it's really easy to do our work and send messages without email.

I swear by Scott Belsky's book "Making Ideas Happen" and make sure I clear out all back burner emails by the last day of the month. I file important notes from clients in specific folders. I also have years worth of sent emails. You never know when you need to find important info!

IVKA ADAM, FOUNDER & CEO ICONERY 

Some of the best advice I ever got had to do with email strategy: When you need someone to get back to you on multiple topics, make each one a separate email with clearly defined and themed email subject lines.  Why?  Because some of the topics may be shorter and easier to respond to than others and you’re not waiting on the person at the other end to gather responses to all topics at once. 

This has helped tremendously to both facilitate efficiency and keep my inbox to a minimum.

JASMINE STAR, BRAND & MARKETING GURU

My business is built on personal connections.  My entire focus is on making sure people feel seen, heard, and known.  As a result, I have set strict hours of operation and engagement.  Yes, that means, I allocate 70 minutes every morning to respond to all email. Other than that time, I don't respond to email until the next day.  Similarly, I set certain times to blog and engage on social media.  I do my best to interact with people who are interacting with me.

KARIN ELDOR, FREELANCE WRITER & CONTENT CREATOR

"Touch it once." This one changed my life. It's exactly that: when you open an email and read it, don't let it sit idly in your inbox. If it will take you less than 5 minutes to reply, then do it on the spot and file it away. Don't start reading the same email more than once, it's a huge time suck. Of course, there are emails that deserve more thought or even a more in-depth reply. In this case, reply right away to confirm receipt, and let the sender know they can expect a response "by EOD," or whatever timeline makes sense.

Then sit down and draft your reply, during your dedicated email time. The point is, because we get in the habit of checking our email on-the-go, while waiting for our favorite Netflix show to cue up, and basically all the time, we end up reading the same email more than once and not doing anything about it. By the way, "touch it once" is a great productivity tip to apply to all tasks, especially for the perfectionists out there! If it will take you 2 minutes, just get it done and move on.

No cherry-picking: When you scan your inbox, don't be selective with what you read and reply to. First, do a quick scan for urgencies. Then open and reply to your emails in sequence, rather than "cherry-picking" the ones you deal with ASAP. This one's a bit tougher to stick to, but you'll see that managing your inbox during scheduled blocks of time throughout the day and blasting through your inbox, is much more productive than dealing with rando emails, all day.

BELMA McCAFFREY, WRITER & CREATOR OF WORK BIGGER 

Unroll.me is an app that lets me quickly unsubscribe from emails that are no longer relevant, and it allows me to roll up some of my emails so I can review them all at once versus reading them throughout the day.

I also just started using Boomerang for Gmail. I can schedule reminders to read certain messages later versus leaving them as unread in my inbox. This eases my stress level because I don't have "unread" messages staring at me reminding me of tasks I need to complete.

Although difficult, I also like to schedule when I check my email throughout the day. I aim for once in the morning, once around lunchtime, and once in the evening. This is less about controlling my inbox and more about controlling how I respond to the inbox. It makes me feel more in control and organized, with 100+ emails a day and all.

This post was originally published on May 14, 2018, and has since been updated.

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Serena & Lily's CEO Shares How Women Can Stay Confident at Work

Photos: Instagram/@serenaandlily

Here at C&C, we're fortunate enough to chat with women at the top of their careers all of the time. Our most recent interview features Lori Greeley, CEO of Serena & Lily, who's killing it in the design space at the moment. 

You've likely seen Serena & Lily designs and stores that offer a breezy California approach to potential customers. But what does it take to take a brand forward and be at the head of one of today's most popular lifestyle destinations? That's where Lori's expertise comes in. 

Just like a lot of us, she ended up switching her major and dove head-first into an industry where more women should, in fact, be at the top. We chatted about switching your career path, being a female CEO, diversity in the workplace, and so much more. 

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Create & Cultivate: Where did you go to college and what did you study?

Lori Greeley: Bucknell University where I studied Psychology (after realizing that Biology/Pre-Med was clearly not my calling).

You’ve spent your career in the fashion and retailing businesses, and have taken some really big brands to the next level. Did you always want to work in corporate retail or was your journey unexpected? 

I did not have a grand plan to work in retail. I think like many of my peers, it was an obvious contingency plan. I had worked in stores or as a waitress all through high school and college and always had an interest in fashion (I have vivid memories of favorite outfits from age 3). After graduating with a liberal arts degree, career options were obviously pretty uncertain. I ended up being recruited into an executive training program at a regional department store and my career in retail began. I quickly discovered that being a department store merchant was uninteresting to me. The role was much more focused on negotiating good deals than having a strong influence over the product offering or customer experience. I was uninspired in this environment even though I had moved quickly through the training program. Fortunately, I was recommended to a store business in Ohio by a very nice woman in the market which ultimately lead to my long career at Victoria’s Secret. I joined VS only a few years after it had been acquired by Les Wexner of Limited Brands and stayed on that journey for 20 years, playing several roles from associate buyer to CEO. At VS my role evolved from retailer to a focus on brand building where we embraced the concept of “a brand is a story well told.” To deliver on this concept it’s important to understand your customer as a best friend. Knowing your customer informs decisions from product design to pricing, to brand voice. To wrap this question up, it was a journey, not a plan. A combination of being competitive and unafraid of taking risks has made my journey a successful one.

You also serve on the Board of Directors for other businesses. Do you feel that more women are being welcomed into those positions or is there still work to get done?

I’m lucky to serve on boards that are very gender balanced. I am also fortunate to serve with men and women with diverse work experience, age, and ethnicity. There has been progress made in the last few years to recruit more women to boards, but we’re a long way from parity. Honestly, the only way the pace of the progress will improve is with a strong commitment to change led by chairmen and male directors. The positive impact to business results has been documented for years with indisputable facts, and yet the change is slow. 

"There has been progress made in the last few years to recruit more women to boards, but we’re a long way from parity."

What is the best part about being a female CEO? 

It’s hard to pinpoint what’s unique about being a female CEO (since I’ve never been a male CEO). What I love about the position is that you’re able to create an environment where people can be at their best. I believe in encouraging people to take risks and step out of their comfort zone. Some of the people I’ve had the most pleasure of working with were not considered obvious future leaders early in their careers. I love scouting talent and seeing people develop into high impact players and being able to recognize that contribution with life-changing promotions. 

What is the most challenging part about being a female CEO?

There has been much written about the topic of work-life balance, especially when it comes to juggling motherhood and a career. I am fortunate enough to be married to a wonderful man who was willing to pursue a career with a more flexible work day than mine and who was always happy to share the responsibilities of parenting with me. Admittedly, if I had to do it over, I would have been more present for my daughter’s school events earlier in life (simply because they grow up so fast). Thankfully, this helped me to discover that modeling a healthy work-life balance as a CEO by being transparent about leaving the office to attend a tennis match or a concert made my team feel more comfortable leaving the office for important personal commitments. Technology has also made it so much easier to flex between work and home responsibilities.

"Every role has the opportunity to contribute to the business’s success in very tangible ways."

What’s the best thing about working at Serena and Lily?

At the risk of sounding sappy, I love so many things about leading the next chapter of the Serena & Lily brand. I spent my career prior to S&L in lingerie, but my passion was always home. I also love the beach so an interior design brand that’s inspired by coastal living is a dream come true. My husband and I were born and raised in the northeast so having the opportunity to live in Marin and explore Northern California has also been really inspiring. And last, but certainly not least, are my colleagues at S&L. We are a very small team and we all wear many hats. This creates an environment where every role has the opportunity to contribute to the business’s success in very tangible ways.

At our Create & Cultivate conferences, we meet so many young women who want to work their way up the corporate ladder. Is there any advice you can give to young women to help them remain confident in the workforce and have their voices heard? 

This is such a good question. I believe strongly in having a lean organization that allows for young women to have meaty roles early in their careers. Who you work for also really matters - if you don’t aspire to have your boss’s role in the future or you don’t admire their leadership style, don’t waste too much time on their team. That said, you can learn a lot from poor leadership. Some of the things that shaped my leadership style most were experiences where my boss behaved in a manner that I vowed never to mimic.  Ultimately, I would advise women to not wait to be invited to speak up. Ask questions you truly do not know the answers to, not just the ones where you are simply hoping to showcase your brilliance. When in a meeting - soak it up and remain mentally engaged even if you’re not in a position to speak or actively participate. Use these opportunities to build muscle by “testing” yourself in the early years before you’re the one in the position of accountability.

What is one thing you wish you knew in your 20s that you now know today? 

I honestly like the way I “played” my 20’s. In hindsight, I might have had loftier career aspirations earlier, but the truth is that I was never shy about putting my opinions on the table and challenging the status quo. When possible, perform at the next level before being recognized with a formal promotion. 

How do you stay inspired to continuously lead a team and brand successfully?

Customer feedback, beautiful products, colleague relationships (surrounding yourself with people who give you energy), and one of the great things about being a retailer is the daily report card you get from your customers in the form of sales. 

Is there any exciting Serena and Lily news that you can share with us today? 

We are very excited to continue to introduce new people to our brand through our catalogs, digital advertising, social media and the opening of more design shops in inspiring neighborhoods across the country. The design shops will offer guests the chance to work one-on-one with expert design advisors to explore styling options and bring their vision to life. As you may know, we opened our newest design shop in Lincoln Park earlier this year and are looking forward to the addition of beautiful new locations in Pacific Palisades and Dallas. Our collection also continues to expand to encourage more creativity in our customers with the depth of our new assortment. We have some exciting new bedding collections and are introducing an entirely new nursery collection in a few weeks… the first major introduction in over 10 years. We designed the collection to be sophisticated with the same quality and design details that we include in all our products for the home.

Don't forget to stop by the Serena & Lily Lake Michigan-inspired experience at Create & Cultivate Chicago!

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How This Founder Raised A Total of $67 Million For Her Company

Susan Tynan, founder and CEO, Framebridge 

Jaclyn Johnson, founder and CEO of Create & Cultivate and Susan Tynan, founder and CEO of Framebridge first met at Create & Cultivate DTLA right before they hopped on stage together. But they vibed immediately. 

There are commonalities that bond entrepreneurs and startup founders. A deep understanding of the hard work, sleepless nights, and putting it all on the line. So the two decided to have real-talk and share it—because that's what we at C&C are all about. 

Since their initial conversation, Framebridge has managed to raise an additional $30 million of funding. This brings Framebridge's total raised to $67 million after the company recently closed a Series C round of funding. 

Create & Cultivate: As a female CEO, what was the process like for raising a round of $30M for the company?

Susan Tynan: Now that we have a real business, what we've built speaks for itself. We raised $30M because we built a business that consumers love. Every nuanced detail we sweat creating this business translates to successful fundraising. Some people might be able to raise based on swagger, but we did because we built something fundamentally good.

Do you have any advice for women who plan on meeting with investors for their business?

Susan: Yes! Paint the big picture. Women have a tendency to be really credible about what we can achieve in the near term. Make sure you're presenting how big of an idea your business and your conviction in leading it.

Learn more business tips from Susan & Jaclyn below.

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JACKIE: I like to jump right into things. I think most entrepreneurs do. So can we talk founder-to-founder for a moment about the hard moments? The ones where you know you need to pivot, but you have no idea what direction to turn? What do you do in those instances?

SUSAN: You can turn to a lot of people for advice - and I do - but, at the end of the day, the hardest decisions are yours alone. It's important for me to anchor myself in the basics of the business and review, "Why did I found Framebridge? What are we providing customers? How can we keep getting better? What type of organization did we want to build?" I work through most issues by reviewing the fundamentals. Then the answer usually emerges. And I SoulCycle! A 45 minute loud-music workout sorts out a lot for me, too.

JACKIE: Totally. Everyone always talks about needing to answer the ‘WHY,’ in a simple but compelling way. Sort of like an elevator pitch to yourself. It’s definitely not easy in the moments when you can’t answer that.

SUSAN: What are some other big challenges of running your own company that took you by surprise? Was there one big piece of advice you wish you had earlier?

JACKIE: There were SO many. Everyone warns you, this will take over your life and you will work harder than you’ve ever worked before, and there’s a part of you that doesn’t believe it entirely. And maybe if you did believe it, you would never do it. I imagine that’s how people feel about their first kid. Lack of sleep and nonstop travel are both tremendously challenging. So is feeling like no one will ever care as much as you do— and the truth is, they won’t.

I wish someone had told me to get everything in writing. And I mean everything. You live and learn and sometimes that means losing money because you thought spit and a handshake were binding. Newsflash: They’re definitely not.

JACKIE: What was the most surprising part of starting a business for you?

SUSAN: I was surprised by how many people thought I was nuts to try. I left a great salary and a career that looked pretty linear. But what if it doesn't work? So, what? The truth is, I cannot imagine a way I could have grown more personally than by starting this business.

"I left a great salary and a career that looked pretty linear. But what if it doesn't work? So, what?"

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JACKIE: What was the hardest?

SUSAN: The hardest time - by far - was the period just before we launched. We had raised some money and we had made some big bets - on a warehouse, on our custom packaging, on our site design. And, yet, we didn't have customers! That felt terrifying. Now, everything is based on what we know our customers want. It's much easier, at least psychologically. What has been harder than you expected? What has been easier?

JACKIE: We've never raised money and that’s been both a blessing and a stressor. We’re not beholden to investors, but that also means I’m responsible for making this thing work. Me? I have a company and employees and this amazing community of women who turn to us for career advice… that’s the best feeling, it’s also the scariest.

Jackie (center) and Susan (far right) on panel at CreateCultivateDTLA. 

JACKIE: Let’s shift for a minute from scary to fun. Because this world is fun. You have an idea. The idea starts to take shape, becomes a business, and before you know it, that one idea has snowballed into something HUGE. What was the moment like for you when Framebridge went from idea to reality?

SUSAN: So, the truth is we have no time for reflection. I try to force reflection on other team members so I have a chance to reflect too. Just this week I made Tessa, our Creative Director, take a moment and say - "We're shooting a TV ad - in real life!!"  And, on Cyber Monday last year, we blew away our sales projections and we all went out together. I'll always remember that night, being with that group, and celebrating together. What was your turning point or moment that made you decide to take your idea and turn it into a real business?

JACKIE: I looked around and I didn’t see want I needed. That’s where almost all entrepreneurship is birthed from. I was running (No Subject) and felt a little lost, a little confused by all the moving parts of business, especially those where I was a novice. I started Create & Cultivate as a side project. The response was so overwhelming that I knew it was going to be something big, IF, and this is the big IF, I was willing to commit. Things don’t blow up because they stay a side hustle. If you expect people to get something out of your business, service, whatever it is, you need to be willing to put your heart into it. You can half-heart a side hustle, sure, but if you give it your whole heart, you give yourself the opportunity to create something bigger.  

I think that’s also so important to point out. Committing to your idea gives you the opportunity, it doesn’t mean you will succeed. No matter how hard you work. That’s advice I wish I had early on too and I think is important for our community to understand.

"Committing to your idea gives you the opportunity, it doesn’t mean you will succeed. No matter how hard you work."

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SUSAN: In a short amount of time you have managed to create an unbelievable community of likeminded women from all over the world. For some young entrepreneurs it can be intimidating to network - any advice on making connections that last?

JACKIE: I think it’s intimidating to network because of the feeling of impostor syndrome. The feeling that you don’t belong or you haven’t earned your seat at the table. That comes and goes in waves. Make connections last by believing that you have something important to say and that people want to listen. But also, make sure you’re adding to conversations. That will keep you top of mind. Everyone has impostor syndrome. At least all of the female founders I’ve spoken with and the ones who move through fear are the ones that move the needle and make connections last. 

SUSAN: Well, for sure, I relate on impostor syndrome and the isolation of being a founder. It's weird because you signed yourself up for it, but then you have so much responsibility and no one to turn to. Framebridge employs 120+ people (including 100 more seasonal employees) and they are able to take trips and buy houses and grow their families because of Framebridge. That's incredible.

JACKIE: Speaking of seats at the table, how do you feel when you walk into a boardroom or a huge meeting? Do you feel influential? Powerful? Like you’ve earned your chair?

SUSAN: Good question! I've gotten so much better at these meetings. I'm talking about my business and I know the most about this business and I truly, deeply believe in it. So, it's easier to be confident. And I always play pump up music before I go in (Lose Yourself, Eminem and the mellower Adventure of a Lifetime, Coldplay). And, cheesy, but true, I always do a power pose or two in the elevator.

JACKIE: Cheesy is necessary sometimes. We love a good AM jam around here. And power pose is strong. That’s something that produces actual results. I love a good pep talk too. 

Framebridge at CreateCultivateDTLA

JACKIE: So we do a lot of “real” talk at C&C because it’s important for women to know they aren’t alone, but it’s also important for them to know about the exciting and "everything is possible" side of owning a business. What are the good moments for you? What makes it all worth it?

SUSAN: Customer stories get me choked up. Because I dreamed that if we built this, people would frame special items and they do - things that make them proud or happy or make their friend laugh. I truly get a kick out of each customer who thinks of a creative thing to frame.

JACKIE: I know, I get inspired by conference attendees and women we meet through our platform. That was the whole point—to create a strong social network of women helping each other. There's no feeling quite like it. Speaking of social what do you think is the future of social? Where is it heading?

SUSAN: Well, I think the coolest thing about social is that it self-polices. You have to produce good content. I think that will continue to be the case and maybe even get more competitive. It's very cool that it's not like you can blast out your message without providing something in return —you have to actually earn your following!

"The coolest thing about social is that it self polices. You have to produce good content."

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JACKIE: I also feel like you have to earn your team. It's not easy to create a solid, well-oiled unit. How did you go about assembling your team? Do you have any hiring advice?

SUSAN: I knew the first members of my team from other companies. So, we liked and respected each other and we're loyal to one another and we have fun. And, now, I try to recruit people who want to work really hard and have a lot of fun. I've realized we only have room for people genuinely excited by what we're doing and people willing to roll up their sleeves. It's tough to interview for those qualities, but we're getting better at teasing it out.

SUSAN: What are your thoughts on hiring friends and family? Do you recommend keeping business separate from your personal life?

JACKIE: Yes, separate. It’s hard to be a boss and a friend. It’s hard to be a friend and employee. There are exceptions of course and every team is different, but instead of making employees out of friends and family, you should hire employees and make a family out of your team.

"Instead of making employees out of friends and family, you should hire employees and make a family out of your team."

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How To Reclaim Your Time & Your Meetings

If you were super-duper, pep-talk in the mirror honest with yourself, how would you answer this question: Where are your eyes during a meeting? Are they on your phone? Scrolling through emails?

Liking photos on Instagram…

We’ve all been there, to the point where we at C&C have a company-wide policy that at all-hands meetings, it’s all hands off phones. That’s right. They stay in our pockets or at our desks. Because ACTIVE listening is how we truly get into action.

And while you might be thinking, hold up, wait a multi-tasking minute. That’s how I stay productive. Studies show that you’re not actually getting as much done as you think while “multitasking.” The truth is, our brains can’t handle jumping from task to task.

Just. Not. Possible.

However, thanks to Bamboo, we've found a solution to the meeting madness. They introduced us to the idea of Mindful Meetings and their new smartpad is unplugged digital note taking at its finest! All you need is the Bamboo Folio and the accompanying pen, and it does the rest-- tracking your notes, sending them to your device-- it will even auto-type your handwritten notes with its Inkspace app. It’s been a HUGE timesaver for us. It also helps us focus on the meeting at hand. And the less you’re distracted in meetings, the less meetings you have to have! Who isn’t keen on that? (Your boss will love it, for one.)

And speaking of bosses, we asked 3 successful CEOs their best advice for having more mindful meetings in the office. This is what they said.

WEEKLY TEAM MEETINGS

"Something Social values weekly meetings to their core. We meet weekly to discuss major team goals, updates on clients, new initiatives, and more. While it may seem really easy to do all of this while also being on your laptop and phone, we make sure we don’t waste this time by fully focusing on the conversation. We leave our laptops and phones at our desks. Oftentimes, we’ll also take a few moments to discuss personal goals as well as professional, which helps us tie our work to our personal growth. Ironically, one of the things that most helps us stay mindful at the office is a piece of technology – the Bamboo Folio. The Folio lets us write meeting notes and ideas with a pen on any paper and then save the work as a digital file with the touch of a button."

Cali Cholodenko, Founder/CEO of Something Social

Read more on Something Social’s mindful office practices here.

TIME BLOCK YOUR SCHEDULE

"If you’ve been around these parts for a while, then you know time blocking is a method that I absolutely swear by! I give each hour of my workday a specific task and I focus solely on that task during that allotted timeframe. This keeps me from spending hours in my inbox or getting caught up on one client project that eats away my entire afternoon. Plus, having a consistent schedule for my workday allows me to plan accordingly and know what’s next. Rather than floating from task to task, I know that I’ll spend 30 minutes answering emails, one hour working on client design projects, 15 minutes brainstorming future content ideas, etc. If you haven’t tried time blocking before, I highly recommend it!"

Bonni, Founder/CEO of  B is For Bonnie Design

Read Bonnie’s Time Management Tips + Tools For Running A Business here.

STAND UP!

"When your body is active, so is your mind! Have a standing, no-tech meeting. You’ll be surprised how fast people will try to get things done in that meeting. You could also invest in a standing desk. We use them for when we are really ready to bust out tasks. Plus, it’s easier to do a victory dance when you’re already standing."

Promise Tangman, Founder of Go Live HQ

Read more on how the Go Live HQ Team tackles their to-do lists.

Want to learn more about how you can apply mindfulness to your office culture? Read more about Bamboo’s Mindful Meetings movement + see what their Smartpads have to offer. Where there’s a will, there’s a way.

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How #Girlgaze Founder Amanda de Cadenet Plans to Create $$ Jobs for Young Women

Amanda de Cadenet pulls very few punches. “If I have zero interest in the question,” she tells us, “I won’t answer it.” It’s a refreshing frankness from the founder and CEO of The Conversation and now, #girlgaze, a multimedia photo project designed (and recent book!) to support girls behind the camera. The project's first exhibition, #girlgaze: a frame of mind, opened at the Annenberg Space of Photography in October 2016 and ran until February 2017. It featured work from up-and-coming female and gender non-conforming photographers. It was received with open arms. 

As the tale of implicit career bias goes, only one-third of professional news photographers are women. Which begs the question: whose eye is capturing what's important? The goal for de Cadenet is to get more perspectives seen, and begin championing that potential early. “It’s so important for girls to understand that they have the power,” the photographer slash founder says. 

“It’s so important for girls to understand that they have the power.”

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And understanding it they are. According to de Cadenet, the #girlgaze community is seeing exponential growth. “We are growing so fast that our heads are spinning. Our little team is just trying to keep up,” she shares while noting that this is good news. “Girlgaze is obviously a much-needed platform.” One that focuses on empowerment, something, she shares, “is anything that facilitates a person feeling better about themselves, or good about themselves. Building self-esteem is empowering. For me that means hiring more women across the board in various sectors, because careers build self-esteem.” 

That means getting dollars. #girlgaze isn't only about giving women the platform, it's about getting them jobs. "Our goal is to close the gender gap one job at a time," she says. "My hope is that we give as many girls as possible the opportunity to work and share their point of view with the world by creating paid opportunities and ways to connect with each other and the people who write checks."

"Empowerment is anything that facilities a person feeling better about themselves."

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Where The Conversation addressed the fears and realities of women-- bringing the conversations taking place in Amanda’s kitchen about postpartum depression, sex, and gender stereotypes to light, #girlgaze has intentionally focused on the younger generation. "My audience was getting younger and younger-- that doesn’t happen," she says. The multitasking mama (of three) had to ask herself, why it was happening. What content was missing? She saw the gap, realizing that young girls’ exposure to the media, subtle racism and sexism and misogyny, was deeply affecting their self-esteem. “Something does well when it’s needed,” de Cadenet explains. And there was a need.

“They were getting impacted,” she says. “They wanted guidance younger, so I consciously made a choice to create something for them. Creativity is the vehicle for change for a lot of young girls that I know.” A generation she thinks highly of, citing young feminists like Rowan Blanchard. ‘It is our job and my commitment, now more than ever," she says, "to not abandon these issues and to support the next generation of girls tenfold... You have to take stock on a situation before you can change it and then you can create realistic tools.” For the lifelong activist and journalist #Girlgaze is one such tool, helping uplift strong female voices and views.

She also recently published, "It's Messy," a book of essays that came at the behest of her followers and focuses on the Brit's own story. "I wrote 'It's Messy' because many women and girls asked me to,” she explains. "The chapter subjects are curated by my social media audience and I pretty much stuck to what they wanted to know about except TMI about my sex life." The TMI part is debatable.

While it may seem that oft outspoken de Cadenet shares exactly what is on her mind, when it comes to young women sharing their POV she wants them to know, "Just speaking up without that consideration is not always smart.  It doesn't need to be complicated, but stay truthful to your point of view no matter what and know your audience.”

To hear Amanda speak on panel and learn more about the #girlgaze platform join us at Create & Cultivate Seattle. Tickets on sale now.  

Photography by Amanda de Cadenet

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Ask the CEO: Would You Pay an Executive Coach?

Daina Trout, CEO and co-founder of Health-Ade Kombucha, AKA the fastest growing kombucha company in the United States, spends her free (ahem, what?) time mentoring younger entrepreneurs. She says it’s an important part of the process that she didn’t have when starting her company in 2012.

Trout explains that often, after speaking with younger entrepreneurs, she'll “discover that they’re trying to have their cake and eat it too. The whole thing about being a successful entrepreneur is that there is some major risk you have to take. That’s the price of the game. Whether it’s a financial or personal risk, whatever it is, you’re taking a risk. I don’t think you’ll meet any successful entrepreneur who didn’t have the moment where they thought, ‘Oh shit, everybody is telling me this is stupid, I’m the only one who thinks this way. I have to quit my job. I have no money.’ Everybody has those stories. So when I talk to the entrepreneurs who are trying to mitigate that risk by keeping their job and their apartments, I tell them, ‘We had to live out of our car, what do you think this is?’” 

Not for the faint-hearted, that’s for sure. “When they talk to me like that, I say, ‘OK, you’re not ready to start a business. Give up your apartment for four years. You can’t live the life you have from a corporate, steady and sturdy job, and also start a business. That’s the whole point.” 

"You can’t live the life you have from a corporate, steady and sturdy job, and also start a business." 

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You can however, make an investment in people who can help you. Early on Trout made the decision to pay an executive coach to guide her. She says the first two years felt like, “physical labor against all odds." She also felt incredibly alone. "I never knew what the next step was. I didn’t reach out to anyone because I didn't know who to reach out to.” 

But in 2014, when the company got its first investment, Trout shares that they took $15,000 to invest in leadership. There was an understanding she explains, that “If we expected to build this into a billion dollar brand and have hundreds of employees we were going to have to get way better at managing people. We were complete cowboys. So I said, ‘We can each have 5,000 dollars, do what you want with it, but it has to somehow build your leadership.’ I put together a coaching program and I’m with that coach still to this day and talk to her every two weeks. I don’t think I would be where I am today without her.”

Health-Ade now has 100 employees. “Meeting those 100 employees is a personal milestone. It’s one thing to lead five people, 25 and then 50, but 100 feels different and I’m being forced to tap into a stronger version of myself every year. This year especially.” 

Of her coach, Trout says, “She hasn’t ‘taught’ me anything. That’s the thing. She's kind of like a really good therapist. She’s an independent sounding board. By the time you have investment you usually have a Board of Directors, but you can’t share every little thing with them. Also, I don't know if this is a gender thing, but most women I know have to get to their answer. That requires talking it out. And it’s usually right, but you have to get there. So having a coach is awesome. She knows everything that’s happening. She knows about my board members and who my employees are. We’ve talked every two weeks for three years. In that hour that I spend with her I’ll come out with a strong action plan to avoid problems I see coming.” 

You don't have to pay to play. There are free mentors out there she shares (like at Create & Cultivate Seattle-- tix on sale NOW!). “My experience has been that when you ask somebody for help, they almost always say they have time.” Noting that there has only been one instance when someone said no. “You get on the phone, talk to people, they’ll answer all of your questions. They’ll share models, structure, the mistakes they’ve made, they’re happy to talk about it.”

She’s self-reflective on this point. “I probably didn’t have to go through those first two years alone. I would recommend finding people who you think did it right and would define as successful, email them. It’s not that hard to find anybody. Just write info@company and say, ‘I’m trying to get some time on the books with blank,’  it will almost always find the CEO, unless it’s Oprah. That might be hard.” However she laughs, “I haven’t tried.” 

She explains that she made a pact with herself, that if she ever got past that stage, “the worst one to be in,” she admits, that she would go back and help fledgling entrepreneurs. “I really try to offer myself as a mentor to women in the first two years who need a little push. The people who really have it in them, they really only need a little push.” 

Would you pay a coach? Chime in below. 

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How This CEO Plans to Make Other Women Really Rich

With the unofficial tagline “Make other women really rich,” Cindy Whitehead, CEO of The Pink Ceiling, the business she founded in 2016 focused on mentoring and investing in female-focused startups, expects the pay it forward model to work. “Money is in many ways power,” Whitehead says. “And it’s a power women need for the next stage of the entire women’s movement.”  

Cindy Whitehead has spent 20+ years at the helm of companies. Most notably, her third venture, Sprout Pharmaceuticals was responsible for breaking through with the first FDA-approved drug for women with low libidos. This little pink pill, known to Whitehead as Addyi and to the media as “the female Viagra,” gave the entrepreneur “a front row lesson on what it means for women to advocate for themselves and each other.” It sold for a whopping $1 billion upfront payment. 

She’s a businesswoman. A force. And a breakthrough artist in the field of health tech. Though Addyi’s trajectory didn’t play out as Whitehead expected (that story can be found here) and she says there isn’t a day that goes by that she doesn’t think about the company, she took away an understanding of how to champion for others, the way many supporters have done for her along the way.

Having always built companies from scratch, many people expected her to jump into the next operating role. She surprised them. “What rips the sheets off in the morning for me is fighting injustices. It is an injustice that women get 2% of funding. It’s a ridiculous idea that half of the population only has 2% of the good ideas.” It’s also statistically incorrect--  and Whitehead likes data. She also likes pink. For her, these are not incongruous notions. “I like pink,” the CEO explains. “I like being a woman. I think women have unique strengths to bring to the table and by god nobody is going to make me lose my pink.”

"It’s a ridiculous idea that half of the population only has 2% of the good ideas.”

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When she says people use “pink” and the stereotype it conjures as a means to dismiss an idea, those are conversations she tends to run towards, as breaking preconceived notions is what will ultimately create change. “It’s why I showed up in blazing pink to the FDA. Every time. Unmistakably I was there to have a conversation about women because we weren’t listening to them.” She’s had her critics, sure. But thinks women embrace an unapologetic approach. “When I showed up [to the FDA] talking about sex in all pink, there was a healthy dose of underestimation. And then I’d surprise them with all the data I know.” This piggybacks on her favorite piece of advice: “Prepare to be underestimated. And then show up and kill them with competence. I say it over and over again because underestimation as a woman in business is inevitable. It is going to happen. That can either force you to retreat or you can harness it and surprise them.”

The Pink Ceiling is not a classic VC. It is Whitehead’s own investment post Sprout.

Inbound proposals abound and Whitehead and her team take an active role in the companies they choose to move forward with. “We make decisions based on bandwidth and our ability for real impact.” Can she help a woman in fashion tech as much as she could help someone in the health tech? With the fundamentals of business, yes.  With her rolodex, no. She thinks “below the belt for women” is an untapped area. “It is the last taboo in health. Even as women we don’t talk about the things we haven’t been ‘given permission’ to. If it’s below the belt it comes to me.” However, she says The Pink Ceiling teams works really hard with the companies that make it through the vetting process to find them a home. Admitting, “It’s not always with us. We have 11 companies that we actively work with every day. About another 4 that we’re about to go into. And we’ve taken 50 women through the 3-month mentorship program thus far.”

"Underestimation as a woman in business is inevitable. It is going to happen."

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The company’s battle against injustice is happening on two fronts. First, the lack of access to capital.“It requires an extra step and requires them [investors] to do their own homework with the audience that [the product] effects,” she says of why male investors aren’t funding female-focused companies or female founders. “My career has taught me the unconscious bias runs deep. I don’t think when [men] are sitting across the table that they’re intentionally thinking, ‘oh well this is for women I’m not going to fund it,’ but they’re sitting there not connecting to it.

She continues, “If I’m going to go up for investment dollars tomorrow, I have the highest probability that the entire table seated across from me will be men. And if I’m pitching an idea that is uniquely suited to women, I’m talking to an audience that fundamentally doesn’t relate. And I think the human nature component of that is that I’m less likely to invest in things that do not particularly impact me. Hopefully we’re catching up. But it’s why at the Pink Ceiling I equally look at men doing great work for women.”

To point: Undercover Colors, founded by four men. It is a nail polish intended help wearers detect the presence of date-rape drug. For Whitehead, that company is the sweet spot. “It’s not just a tool, it’s a conversation,” she says. “I’m always going to love health tech. I like the geeks that are innovating, creating a real tool-- one that creates a social conversation.” At the time we speak, she’s got at least one eye on Lauren Weiniger's “The Safe Sex” app. “We’re not yet invested, but I’m closely watching." SAFE let's you show your verified STD status on your phone, and know your partner's status.

The company is also fighting injustice with the “Pinkubator” program, The Pink Ceiling's way of addressing the lack of access to female mentors. It’s an integral part of the business that tackles the need for more straight-talk amongst female entrepreneurs. "The conversation that I’m going to have woman to woman is different," Whitehead says. "There’s nothing wrong with a climate of encouragement, I agree with that wholeheartedly. But we have to be careful that we balance that with candor,” she says.

And while she marks the powers of observation and empathy as a “superpower” of women, particularly when applied to business, she believes "data, in particular, is informed differently through the lens of empathy.” When combined the two have immense power and potential. Totally solo however, they might make for risky business.

“Oftentimes we’re delivering news that people don’t want to hear,” she explains. “But here’s my worry: If I’m a young woman coming out of college today and I know by the numbers that my chances aren’t as good in a classic corporate world and I have this idea of entrepreneurship from Shark Tank, which has given me the moxy to go out and start on my own, that’s great." The danger lies in blind encouragement. “If nobody talks about the scalability or sustainability of her business, here’s what’s going to happen: she’s going to fail. And when she fails, I fear that we are going to reinforce a narrative that women don’t have what it takes.”

Mentorship is so crucial to the process that it’s part of her team’s investment consideration. If you look at the numbers, she says, women are not only starting businesses faster than men, they're also often starting businesses alone. "One truly is the loneliest number in entrepreneurship. When we look at investments, I’m looking to see if they’ve been resourceful enough to find that network of other women who are going to help propel them.” She says resourcefulness is as easy as Google, where you can find conferences (*cough cough*), programs, accelerators, and the access to people who will push you. “Sometimes we have a paralyzing fear when it’s not going the way we expected that there’s no fallback. There’s always a fallback. And I hope that when women feel that way they can push through the moments of the deepest fear of entrepreneurship."

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Why This CEO Says You Have to Risk It All

Would you quit your job and risk it all for your business?

That’s what Daina Trout, CEO and co-founder of Health-Ade Kombucha, did in 2012. During graduate school at Tufts University for Nutrition, Trout discovered her love for holistic and fermented foods. But when she found herself climbing the corporate ladder of a pharmaceutical company in her late twenties, she felt her career going a little sour. And not in a healthy kombucha way.  

Rather, Trout was coming home at night in tears from a corporate job that left her "feeling so unfulfilled." Though she was “moving up the corporate ladder and doing pretty well,” she explains, “I’m somebody who doesn’t even take Tylenol. So to work for a pharmaceutical company was weird. I was a number. It was very red-tapey and I was particularly rebellious. There were 100,000 employees there and I wanted to be a leader. I felt like I had it in me to do that.” 

"I wanted to be a leader. I felt like I had it in me to do that.” 

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Alongside her co-founders, husband, Justin, and BFF, Vanessa Dew, the now-CEO quit her job. She calls it her most important jump. “I had steady job, where I was moving up and getting awards, to start a kombucha company in the farmer’s market,” she laughs. At first she did attempt to split her time. 

For about four months over the summer of 2012 the three co-founders tried working the farmer's market circuit on nights and weekends while keeping on with their day jobs. “I was completely driving myself into a brick wall," Trout says. "I was starting to lose my mind." Adding, "And there is no physical way I could do this if I had a kid.” Noting that at the time, she didn’t.

Right around November 2012 is when the trio knew they couldn’t continue at this pace, nor were they doing at good job at either. They weren't going to expand, “certainly not into Whole Foods,” Trout shares, if they didn't commit. So in December they shook hands, made a pact, and as of January 1, 2013 they were full time Health-Ade. “I remember that first day we showed up, January first and realized, ‘Oh shit, there is no paycheck coming. And we have no money.’ Maybe 600 dollars. It was really dumb in a lot of ways when you look back at it on paper. I don’t know if you have to do it like that, but for us, this is our story.”

 "We’re not cautious people. If an account wants to carry Health-Ade I don’t see how I could say no. And that’s the beautiful thing about being able to paint your own canvas: We get to make the choice and we deal with the impact." 

She says from the beginning they set the pace at turbo. "We’re not cautious people. If an account wants to carry Health-Ade I don’t see how I could say no. And that’s the beautiful thing about being able to paint your own canvas: we get to make the choice and we deal with the impact." 

During the startup stage, it was high impact all the time. “Those next two years were the toughest," she says. "Physically tough. We were manufacturing and brewing kombucha. Who do you think was carrying the cases around the brewery? Delivering it to stores? Working the farmer’s markets? It was us. I was in the best shape of my life, but physically and emotionally taxed. There would be times I would take a walk, look up to the sky and look for any kind of sign that I had an ounce of sanity in me.” 

Health-Ade is now a national brand and report being the fastest growing kombucha company in the U.S. Something Trout calls, “a crazy ride,” but for now she’s “on the horse and it’s exciting.” In 2016 they raised more than $7 million in venture funding from CAVU Venture Partners.

This year alone the company is seeing 4x growth, which many companies never see. “But it’s hard,” she says. “There is a misconception out there that it's glamorous,” Trout says of starting a business. "We had to dedicate our entire life. It’s almost like having a child,” shares Trout, who is now the mother of a two-year-old.

And yet, she says, there is a lot of positive. "I had to start this business. I had no choice in a way. It was a voice within telling me 'There is something bigger out there for you. You’re going to regret this your whole life.' Now I can make my own rules and it is so incredibly fulfilling at the end of the day, no matter how bad of a day I’ve had I never go to bed thinking ‘I don’t want tomorrow to come,’ or wake up the next morning thinking, ‘Oh my God, I don’t want to go to work.’”

The CEO says the closest thing to the entrepreneurship highs and lows is being mother for the first time. “I’m 36 and have had a lot of experiences, and nothing in my life has come even close to starting a business, except for having an infant."

"Nothing in my life has come even close to starting a business, except for having an infant.”

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Like motherhood, Trout says, "You eventually come to terms that you need to find your own way. Follow your instincts. Starting a business is very similar. I had to find confidence in myself and my decisions. Once you get the confidence, it’s over. It’s a complete confidence game. I think that’s why men traditionally have been better at this. But women are realizing, ‘Hey we’re fucking awesome too and we can do this. That’s all it is.”

Doing it they are. “This year we’re going to sell two million cases.” Considering five years ago the co-founders were making the product by hand with siphons in their tiny apartment closet, "lucky to make 60 cases per week," to sell “two million is insane and really cool." That means the pace hasn't slowed down, nor has the uncertainty. "We’re running this thing really fast right now. And it’s a discomfort zone.” All the time Trout says. 

But it all comes back to the company's tag line: Follow Your Gut, which the CEO jokes everyone assumes is about the gut-positive health benefits of probiotics. While that's fitting, it’s also not the case. 

To risk it all, Trout and her co-founders really had to trust their own instincts. “It has to do with how we started this business: you surrender to the fact that nobody is going to give you the answer. You hold the paintbrush. And the sooner you realize that, the more you can paint. Our whole lives we’ve always had someone to assist us with that paintbrush. A manager or a teacher, someone you can call on. Maybe you don’t realize that you’ve gone through life painting with assistance or painting by numbers. The reality is, starting a business is like a huge blank canvas where nobody knows what you want to paint, but you.” 

Arianna Schioldager is Editor-in-Chief at Create & Cultivate. You can follow her @ariannawrotethis. 

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You'll Never Guess What Birchbox Co-Founder Calls Her Secret Weapon

photo credit: Birchbox 

Before launching Birchbox in the fall of 2010, CEO and co-founder Katia Beauchamp had to figure out how to get the attention of some of the world's biggest beauty brands. The recent Harvard Business School grad knew that her love of beauty and style combined with her finance background were a winning biz combo, but getting the heads of brands like NARS and Kiehl’s to pay attention was a different story. But Beauchamp, along with fellow Harvard grad and co-founder Haley Barna, kept it simple. They cold emailed presidents, CEOs, and executives at major companies with a subject line about reimagining beauty retail. It was their way in. And it worked. 

Today, the $10-a-month subscription service that ships sample-sized products to consumers, has made good on that subject line promise. Birchbox has more than 1 million subscribers, sells full-size products on its website, and most recently announced profitability. 

We chatted with the CEO about those infamous cold-emails, why she hires new moms, and raising money while female. 

Let’s talk about cold-emailing. You’ve said that you and your co-founder started cold-emailing CEOs in the beauty industry to get the idea in front of them. What are a few things that every cold-email should include?

I cold-emailed several presidents, CEOs, and brand managers in the beauty industry and the majority of people responded! Here are some tips:

1. Have a compelling subject line. It needs to motivate the reader to open the message. At the very least it should say something more than "Hello" or "Looking to get in touch." I used "Reimagining beauty online."

2. Keep the email concise. The email should be short enough so that a person can read it without having to scroll down on his or her phone. The less time and energy it takes to read it, the better.

3. Don't attach a business plan to explain the idea. That's asking a lot. Try a one-pager that briefly describes the idea/value proposition. We framed our one-pager by introducing the brands as the stakeholder and how Birchbox could help that brand.

4. Ask for something that’s easy to say yes to. I asked CEOs and brand managers for five minutes of their time to give me advice. Those emails eventually turned into a meeting and the meeting turned into a pitch. Those pitch meetings ultimately led to partnerships with massive brands, early on.

You’ve said your secret weapon is hiring new moms because they are productive, efficient, and grounded. Why do you think this is important?

There’s a real appreciation at Birchbox that moms remain ambitious in their careers. This may not sound revolutionary but I believe this perspective can unlock the power of women at work and benefit all parties. The ideas of flexibility and ambition can seem at odds for some, but we have worked to give our team that space and see it pay off. As far as putting it into practice, we place an emphasis on on-boarding moms as they transition back to work, as a core part of our maternity policy. This has built stability and trust between us and our team members, and continues to provide value for organization. We have extremely talented people, who come back to work with energy, excitement, and a new perspective.

"We place an emphasis on on-boarding moms as they transition back to work, as a core part of our maternity policy."

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You interned at Estee Lauder during college, what about that experience made you want to get into the beauty industry? Did you have any mentors coming out of the experience that helped along the way to founding Birchbox?

I co-founded Birchbox in 2010, technically, as an outsider from the beauty industry. I did have one taste of the industry as an intern for the Estee Lauder executive training program while attending Vassar College. It was a very competitive program, which was something that initially attracted me to the opportunity. That summer, I fell in love with the business of beauty. At 19, I met Leonard and Evelyn Launder, and other executives with whom we now partner. I was struck by the passion of the Estee Lauder employees and for the beauty industry. I distinctly remember realizing that this industry was special and unique, and that it wasn’t the norm for people to feel so connected to what they did for work. I now recognize why this was the case; the Lauders and their executives put energy into their culture and they had a reciprocal passion for their people. Additionally, the beauty industry has unique and fascinating dynamics with a wide appeal. It doesn’t typically follow macro consumer trends in terms of the overall economy and the strength of the business (inelastic demand!). There are very healthy margins and a seemingly endless ability to reinvent and shift demand. Clearly, my internship experience had a lasting impression.

After starting my career in real estate finance, I went to business school thinking about shifting industries. Luckily, six months before graduation, Hayley and I had the idea for Birchbox. Seven years later, I still feel somewhat new to the party, but also truly embraced by this industry and grateful to so many of the insiders that have supported us from the beginning.

Work-life balance is now a buzz phrase. Why do you think everyone is so focused on finding a balance? And what has that meant to you throughout your journey?

My personal perspective is that this concept is becoming less and less relevant in its traditional meaning. Traditionally, work and life were stark extremes where the expectation was little overlap. Today, there is a lot more awareness in the value of having more blurred lines in these two areas that allow for a person to feel connected to their whole self. I am grateful to care so much about my work that it is something I want to spend time thinking through. I am stimulated by the challenges and motivated throughout my days, not just during specific hours. That said, I also believe it is critical to disconnect from work and have space to develop in other areas of interest. From experience, this allows us to bring more energy and a fresh perspective, but it doesn’t always need to happen during specific times of the day or week. I have learned the value in taking 10 minutes during the work day to meditate, or 20 minutes to walk outside and appreciate the world outside of our bubble. I also have experienced wanting to have meetings on a weekend to speak to a colleague or mentor about the company. There is no perfect work-life ratio but it is important to feel connected to who you are and what brings out your energy and motivation for life.

"There is no perfect work-life ratio but it is important to feel connected to who you are."

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Photo by Tory Williams 

Talk a bit about the transition into a brick-and-mortar space. What was the full strategy behind that move? And how did you know you were ready?

We opened our first brick-and-mortar store in Soho, New York in July 2014. It was never our original plan to go the brick-and-mortar route, but as we learned more about our customer and her shopping habits, we realized we could add value to her beauty experience in the offline world. We experimented with pop-ups and saw how excited and engaged our customers were. They were hungry to experience the Birchbox brand in a tangible way, and it helped them understand the full scope of our value proposition. When we opened our permanent location in Soho, we thought carefully about how to create a new, unique type of retail experience for women who typically haven't enjoyed shopping for beauty. For example, we merchandise everything by category (hair, makeup, skincare, etc.) instead of by brand, which is a more approachable, efficient way for our customer to discover new products. We just opened a store in Paris, so we’re thrilled to be able to connect with our French customers a deeper way too.

And your expansion into Birchbox Man in 2012? Did you find it challenging to shift from a brand focused on selling to women, to a brand focusing on men and women?

Back in 2011, our female customers told us they wanted a Birchbox experience for the men in their life, so we tested a limited-edition gift box filled with men’s grooming products and lifestyle accessories. It sold out in less than three days. We thought it would just be women purchasing for men, but it wasn’t. It turns out guys were buying it for themselves too. With that customer insight, we put the wheels in motion to launch a men’s vertical and debuted BirchboxMan four months later in April 2012. We’re grounded in discovery, so just like with our women’s product, our try-before-you-buy sampling model is all about helping men upgrade their routines. However, there are some important differences. For example, we knew that men were less likely to talk about grooming products so we added lifestyle to the subscription to help with the vitality. We continue to test and iterate on the product for men, but believe that there is a big opportunity to serve this very different and underserved consumer base.

Over Birchbox’s lifetime, you’ve raised 71.9M. Did you ever feel at a disadvantage because you were two female founders pitching a product built for women?

It's a challenge to pitch a female-oriented business to mostly male investors who don't inherently relate to the value proposition and pain points you're working to solve. When we first started Birchbox, it took many no's before we heard our first yes. In part, we learned to better represent the opportunity, and eventually found investors who did appreciate the total addressable market, as well as relate to the human value proposition that we saw. I do believe that more gender diversity for investors will help female-focused and female-run businesses access capital more effectively.

"I believe that more gender diversity for investors will help female-run businesses access capital more effectively."

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Were you selective when it came to choosing investors? Or was it all about collecting capital?

We decided pretty early to raise capital once we tested the concept. We launched a beta in business school to understand whether it was a viable model, whether the unit economics were sufficient, etc. We met with dozens of investors, some independent and some institutional. Ultimately, we chose individuals (largely venture capitalists) who we connected with the opportunity and believed in it’s massive potential. We are so appreciative for their individual contribution to our business as well as recognizing that they could grow their investment with the business.

Any decision that you’ve made that you'd change if you got a do-over?

No. Of course, there have been mistakes along the way! My firm belief is that it is much more valuable to be naive than try to anticipate or know every pitfall or weakness. First, you can’t really “know” until you experience the hard. It shapes you and constantly sets a new standard for challenges you tackle. Second, putting one foot in front of the other is more digestible than expending energy on every impending challenge. Take things in stride as you do with every aspect of tackling an opportunity.  

Arianna Schioldager is Editor-in-Chief at Create & Cultivate. You can follow her @ariannawrotethis. 

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Two CEOs Walk Into a Conference Room

The original version of this article appeared on Darling. 

Darling and Create & Cultivate have a long-standing relationship. Some might even call it a BFF-work friendship, seeing as CEO Sarah Dubbeldam of Darling and Jaclyn Johnson CEO of C&C have been friends for over five years. 

So when Darling thought it would be fun for the two of them to get together, and have a quick catch-up, we thought, of course! What's better than getting real IRL? 

Sarah, with and Darling managing editor Teresa Archer stopped by our West Hollywood office to meet up with Jaclyn and talk a little about why we love women, supporting female-owned companies, and the memories from the early days.

Teresa Archer: At the beginning of where you started, did you envision where you were going?

Jaclyn Johnson: It’s so funny because I always think the best businesses have no business plan. For me, when I started it was purely happy accident. I got laid off of my job before I started No Subject and the only way to go is up from rock bottom.

I always tell people, for me, it wasn’t like “I have a business plan, I have all this outreach.” It completely happened naturally and the way it was supposed to. Similarly, with C&C I was really young. I was 23, I didn’t know a lot about starting a business. I was the creative, I had all these ideas but I didn’t know about taxes and cash flow — all those things as a business owner you need to know about. So I hit a lot of trials and tribulations early on and really C&C manifested from that. I really wanted to start a community where freelancers could get together and ask, “What are you doing?” and “What’s working for you?”

So it really started out more DIY and retreats, but morphed based on my personal experiences and also the ones I heard from the other women. I saw women really need this advice, they really need a community where it’s giving you hard-hitting facts but also looks like something you want to be a part of; not a gross conference room or a legal zoom.

There’s this drawing of “the path to success” and it shows everybody thinks it’s A to B, but in actuality it’s all winding and crazy and it’s true! I mean we [Sarah and I] have known each other forever and I feel like it’s so funny to see your friends skyrocket like this. Six years ago we were like, “We have ideas!” Now, we have companies!

… the only way to go is up from rock bottom.

Sarah Dubbeldam: Yeah, we started with our mission statement which was just this concept of somehow the world being better. Originally I wanted to write a book, but we thought people have already written books about this kind of thing, so what’s a continual conversation? And we landed on a magazine.

From the beginning I wanted it to be a blog and a magazine. There wasn’t social media then, that came later. We always knew we wanted to do retreats and events and video was kind of a small inkling in my mind and I didn’t know how to do it. I was kind of the opposite [to Jaclyn] I was like, “I need a business plan!” I was an art major and I”m a creative, visionary person and I didn’t know how to do that so I partnered up early on with some people who were business majors at my college.

It was always so complicated and terrible. I had 95 versions of the plan on my computer and I was Googling “business plans” and I’d download these PDFs. Super extensive and some even said, “You just need a 1-sheet and charisma…”

JJ: [laughing] A 1-sheet and charisma! Amazing!

SD: Yeah, I was really confused about how to actually start. Same thing as you, though, we just started online content, which led to the print. It was about taking advantage of opportunity. You have to focus and figure out the shortest path to helping the business grow. That’s the hardest thing: not getting sideswiped by ideas that aren’t what you should be focusing on. Now we’re going into video because its just the most natural next step from the magazine. Darling has become a media company so that we can reach out past print and keep the dialogue we’ve started going in a really active way.

You have to focus and figure out the shortest path to helping the business grow.

TA: Awesome. What’s each of your most precious memories of the early days?

JJ: It’s funny; things sometimes happen at such warp speed that we’ll joke and talk about, “Remember that office we had that was so teeny and weird slash under construction the whole year we were there?” There are so many moments where you never think in a million years you’ll end up where you’ll end up.

I remember getting so excited about signing deals that were $2,000 and I was like, “We’re rich!” I always tell people when you’re first getting started to enjoy the beginning because once you are in it, you are IN it and you can’t even get your head up for five seconds to say, “We’re doing a great job, congrats!”

It’s always so funny to look back on, like original logo ideas. It’s horrifying! But it’s kind of the best, because you think “I can’t believe this is what I did.” All the archives show how far you’ve come.

SD: I think that my best memory of those days is shipping magazines out of my living room…

JJ: Oh, amazing!

SD: Yeah. We had like a million padded mailers in our living room, all the way to the ceiling, tables set up and our interns coming to ship them from our home. Our landlord even came and said, “You’re running a business out of your house, I’m gonna kick you out!”

The second memory is when Anthropologie emailed us to buy magazines and we didn’t know what to do. They ordered a magazine and one day we put a shipping label on that said, “Anthropologie Headquarters.” We realised that they had emailed us and were trying to buy magazines on our site but we had no wholesale set up. They were our first big retailer.

All the archives show how far you’ve come.

TA: Ok, last question. What do you each love about the other person’s brand and company?

JJ: Oooh I love this question! I am obsessed with Darling’s aesthetic, I feel like it’s very on point. I feel like there are very few brands you can look at and say, “That’s so Darling.” You’ve done such an amazing job, from the magazines to the dinners to the photo shoots to the website. You’ve built a brand that has such a feeling, an emotion and cinematic quality to it. I feel like that’s very hard to do, it’s so crowded in the market, it’s hard to differentiate yourself, but that’s what you guys have done.

SD: Thank you! Likewise, because I’m such a visual person I remember first going to your website and remember the colors, the bold font. It’s so clear what you do as a vision. From the beginning it was such a clear mission.

And your events are just gorgeous! I mean, even looking at your Instagram you get such a feeling of, “I wish I was there!” Your attention to detail is just perfect, from invites to the promoters you choose, you’ve made C&C be the coolest “next big thing.” It seems the coolest thing to be at for women in business and influence. You’ve really branded yourself as “We’re the best at this.”

So there you have it. We really, really like them and they like us. Stay in contact with Darling and check them out at Darling Magazine. 

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20 Amazing Mic Drops from C&C Keynotes

Photo credit: Smith House Photography 

We're still riding the wave of Create & Cultivate SXSW and sharing 20 of our favorite moments from last week's popup featuring keynotes: Brit Morin, Brooklyn Decker and Whitney Casey, Hannah Hart and Mamrie Hart, and Kristen Bell. 

Enjoy and pass on to a friend who needs a boost! 

"I put my name in it because I want people know I'm real about this. I'm a real person. When you Tweet me, I'm gonna Tweet you back. When you Instagram I'm gonna Instagram you back. It's not a brand just trying to be a brand." Brit Morin on incorporating herself into the company.  

“I don’t think women brag about themselves enough.” Brit Morin on being a powerful woman in charge. 

“Cooperation over domination is going to be the cure.” Kristen Bell on what will move the business needle forward.

"Cooperation over domination is going to be the cure." 

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Photo credit: Smith House Photography 

“Investors want to invest in people.” Brooklyn Decker on being yourself in meetings and believing in yourself. 

“To know your differentiators you have to know the marketplace. Do you research.” Whitney Casey on how to enter VC meetings. 

“Be incredibly well-researched on the market that you’re entering. Understand it so well and it will help you prepare for any meeting.” Brooklyn Decker on how to enter VC meetings. 

“If I were a young woman right now I would learn how to code.” Whitney Casey on how we change the male-dominated tech world.   

Photo credit: Smith House Photography 

“Beyoncé, she’s our user, she’s our girl.” Brooklyn Decker on her Finery dream user.

"Good ideas spread, they're the best infections." Kristen Bell 

"We want to work, but we also want to create." Brit Morin on the impetus of Brit+Co. 

"You can kick down the door but you better be ready to fight when you get in there." Mamrie Hart on breaking down barriers (and kicking down doors above). 

"You can kick down the door but you better be ready to fight when you get in there."

Tweet this. 

"If you try to please your audience you're not being your authentic self." Marie Hart. 

"When I would start to cry I would run to the bathroom to study it." Mamrie Hart on being an 8-year-old asking for an agent. 

"We're literally two girls with the last name Hart who started our YouTube channels in the exact same month drinking and making puns and we literally still don't feel competitive. So, there's enough room for everyone." Mamrie Hart on female competition and how she, Hannah, and third "Holy Trinity" member Grace Helbig really do support each other offline. 

"We focus so much on being pitted against each other, but we don't think about the social construct that has put us in the pit. That's the thing we should get together and try and change." Hannah Hart on women supporting women.

"It's intention into action. If you're intention is to get a lot of views and be famous, you can study all the strategies and compromise your values, but it might not work. So wouldn't it be better to make something you're proud of?" Hannah Hart of content creators breaking into the crowded space of social. 

"Ask for what you want." Mamrie Hart. Keeping it simple and smart. 

"This year especially, I just want to be around strong women. And I really want to focus on me and my girls going for it as hard as we can right now. I'm 33 and I really want to hit it hard right now. People are like, 'This is when you freeze your eggs,' and I'm like, 'No, this is when I get a frozen margarita with my bitches.' I feel like women right now need to come together." Mamrie Hart on the "Pussy Posse 2017" bracelets she gave to her friends. 

"In this 'climate' I'm worried that we're so focused on protecting our individual 'I's' that we're not listening to other people's 'we's.'' Hannah Hart on the need to be inclusive. 

"I believe our give back is the reason we are so successful." Kristen Bell on why she believes in This Bar Saves Lives and why she thinks social responsibility is the move. 

Have other favorite moments from the day? Share below!

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Brooklyn Decker On Why Tech Is More Supportive Than Hollywood

Photo credit: Smith House Photography 

When Brooklyn Decker and Whitney Casey, CEO and founder of Finery, the new online platform that's been described by users as "the Clueless closet on steroids," took the C&C stage at SXSW last Sunday, they broke down the realities of being women in tech. 

Alas, truth bombs are kind of Decker's MO. Of her friend and the company's Chief Design Officer, Casey told the Austin audience, "There is always one girlfriend in everyone’s life who will tell them the truth and that is Brooklyn Decker."

“It’s brutal,” chimed in the actor. “But it’s the truth.”

A former anchor who has won two Emmys and is a published author, Casey said she's had plenty of bad ideas before Finery. And when it came to bringing the idea to Decker, she came armed with a Powerpoint presentation. “Yes," she said, "for my own friend, because I knew she would want to know.” Decker did. (It worked.) 

What unfolded, power point by power point, was a service that might revolutionize the way women shop and dress. With patent pending technology that harvests data that already exists online, Finery skips over the manual labor part of an creating an online closet. At its simplest Finery culls through your email (and thereby every purchase you've ever made) and loads it into a virtual closet. 

“There’s all sorts of software to manage your finances, your travel, your music, but we found the millennial women will spend more than 250-300,000 dollars on clothes in their lifetime," shared Casey. "So why isn’t there something to manage your wardrobe that’s not analog? Some sort of tech that could find anything you’ve ever purchased and put into a wardrobe?” Therein is the meat of Finery, the world's first wardrobe operating system, and the reason Brooklyn came onboard.

But making a career shift is difficult for anyone-- let alone someone doing it under the public microscope. 

"Modeling to acting is the most cliché transition one can make," Decker shared about her first career switch. "The biggest challenge is that you’re making big mistakes on a pretty big stage. You don’t have the luxury of making mistakes in private or on a small scale." But in a way it prepared her for this next role. "It would be silly or ignorant of me to say that it hasn’t opened a ton of doors, but people are instantly skeptical and people instantly doubt you. I certainly don’t come from a tech background. You have to work that much harder and find women who are willing to help you along the way and teach you-- teach you how to pitch to a VC, for instance, because how does one learn how to do that?" the Austin-based actor asked. 

Photo credit: Smith House Photography 

It's something they did, first going the traditional $ route— approaching VCs. 

"It did not go well," said Casey. "One asked us to set him up on a date. So we decided to go with angel investors-- they are all women." Women like Miroslava Duma and Decker herself who is an investor in the company. “Also,” added the author, “because they wanted 30 percent of the company.”

"Luckily with women in technology— it’s an incredibly supportive environment," said Decker. "Without those women I wouldn’t have been able to make the transition.” Beta users include Man Repeller Leandra Medine and Lauren Santo Domingo.

Casey told the crowd that figuring out your bottom line when you’re first starting is all about looking into the future. “You have think about the company when it is wildly successfully,” shared the CEO. “Look at what 20 percent of that success means. You also need to think about your employees. As a startup you’re not going to be able to hire the people that you want without giving them equity. And as a startup you want everybody there to have equity because when things do go wrong you can look at them at say, ’This is your company too.' That’s our mantra. Everybody who enters is part of Finery. And the more you give to a VC the less you have to recruit really great talent. The more you keep giving away, the less your employees are gonna get. You always have to be thinking about your employees first.”

"You always have to be thinking about your employees first.”  

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"It was disheartening to realize the kind of things I needed to do to get into these VCs,” shared Casey. “Calling a friend of a friend of a friend… what if I didn’t have those friends? It should be a meritocracy. Money should be available for every good idea out there. I found that was not the case.” 

Even the connections Brooklyn and Whitney did have, didn't mean they'd it was a shoo-in. Sometimes they would't even open the Finery deck. 

“I have this crazy thing that everyone should have called MixMax. I know when you open my email and I know when you’ve opened up a link,” said Casey. This service gave the pair a competitive edge when walking into pitch meetings-- they knew if they had to start at the beginning or if they could launch into why Finery is different and why it will be successful. Their other bit of advice? Decker told the C&C crowd, “Be incredibly well-researched on the market that you’re entering. Understand it so well and it will help you prepare for any meeting.”

“You have to sit back listen. And then do your own spiel. Know every single one of your competitors so you know your value add,” said Casey. “Your value prop[ostion] is the most important.”

Photo credit: Smith House Photography 

Despite the uphill VC climb, neither women were deterred. In fact, Decker told the crowd that she's been invigorated by the community of women she's encountered. 

“Coming from the Hollywood side of things I have never seen a more supportive bunch of women than I have seen in tech. They really do come together. It’s difficult as a young female, but you can do it.” 

"I have never seen a more supportive bunch of women than I have seen in tech."

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Decker brought up tech investor Jesse Draper of Halogen Ventures, an early stage venture capital fund focused on female founded consumer technologies. “She has no skin in our game, but as a female in technology she wanted to introduce us to other people. That’s what women are doing. When she [Draper] invests in a company, she tells them once you’re successful you must invest in other female-run, female-founded companies. That’s a really strong choice. And it’s a place we want to get with our company.” 

“Look we can’t all be founders, we can’t all have money to invest," Casey elaborated. "But we can all buy from women, use products that women make, and then we will all be successful.” She also told the crowd: "If I were a young woman right now I would learn how to code." Simple, but truthful advice. 94% of tech startups are male. It's up to us to change it. 

“Women are successful because they support each other,” added Decker, who also gave attendees some pertinent info. Not everyone has access to capital or app developers, but the actress explained, “There are now apps to help you build apps. They provide a standard map. It won’t be super innovative but it will show proof of concept. Also, in all of these big cities there are development bootcamps now. The whole point is to give people jobs. If you have a startup idea and you’re far enough along, I highly recommend tapping into that resource.” 

As for who Finery wants to tap? Casey wants the average woman who wears 10% of what's in her closet. Decker got a little more specific. “I don’t want to be a total cliché, but Beyonce,” the Chief Design Officer said about her dream user. “She has so many events, has her kid, two more on the way. She’s our user, she’s our girl.” 

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Write That Down: One CEO’s Major Hacks for Managing the Hustle

photo credit: May Designs 

When Mica May, CEO and founder of May Designs, couldn’t find a pretty and practical notebook to take to client meetings she started making her own— literally stapling pages together. A woman’s gotta do what a woman’s gotta do. The designer did it so well that her clients starting asking where they came from, giving May the confidence boost that she was on to something good.

Now, May Designs offers customized notebooks (and more!) that easily fit into your purse. It’s a lifestyle brand that believes in the power of writing it down to get it done.

Here’s why:

HOLD YOURSELF ACCOUNTABLE & WRITE IT DOWN

You may not be surprised to learn that CEO and founder of May Designs, Mica May, abides by the write it down policy— a habit many of us have abandoned. The abundance of apps, notes in our phones, and the landscape of the multi-screen economy may have you thinking, paper? Who needs it? 

But don’t give up on pen and paper just yet. When you write something down, it not only helps you commit that task or goal to short-term memory, but it keeps you accountable to yourself and others. It also helps you manage the day-to-day minutiae. After all, the devil isn't in the details, the devil is the details. Luckily he doesn't like notebooks.  

"The devil isn't in the details, the devil is the details."  

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Part of that management strategy includes determining what you need to handle over the course of your day and the tasks that you can let others handle. For a long time, May Designs was a one-woman show, but now the CEO makes the point to ask herself, “‘What is on my list today that is something that only I can work on?’ Then I do those things first,” she shares.

That requires writing said “things” down. If you don’t have something to check-off or cross off, you’re using up valuable brain space attempting to keep track of it all. It may be impressive that you can remember everything, but it’s not using your talents wisely. Free up your thinker to come up with brilliant ideas, instead of keep track of tasks. May says, “Writing things down clears your mind and allows you to set clear priorities.”

DECIDE WHAT YOU ARE EMOTIONALLY CONNECTED TO

Speaking of priorities…

There are *obviously* parts of every job that don’t tug on your heartstrings and there are tasks throughout the day that no one will feel an emotional connection to (does anyone LOVE going to the bank?), but finding the joy in your job is an important part of success. There have to be points in your day where you get excited or you will burnout.

“Writing things down clears your mind and allows you to set clear priorities.”

Tweet this.

Mica May, founder and CEO May Designs. 

“When I only had a couple of employees and three babies and my husband was still working full time, we asked ourselves, ‘How are we going to get through a single day?’” May recalls. “So, I wrote down literally every single thing that had to happen on each day of the week—get the kids dressed, take them to school—and put a name by it. I asked myself, ‘Am I emotionally connected to this task? Someone needs to drop Madelyn off at art class at 3 on Wednesday. Do I care if that’s me? Nope, but I want to pick her up because she’s excited to show me what she did, and I can stay and chat with her art teacher at the end of class.”

Consider it finding the joie de vivre in your work day. YES! It exists. The happier you are, the better your work.

DON’T REINVENT THE WHEEL

Overcomplicating the process is not going to get your anywhere. The point isn’t that “writing it down” is new advice, it just so happens to be a crucial step we skip. Getting back into the habit is the hardest part.

May advises blocking your time in 15-minute increments or using a paper calendar paired with a digital "Google Calendar" to help you provide a visual representation of your days and week ahead.

She also says sustainable habits are the key to success. “Truly look at your current habits and be honest with yourself,” shares the CEO. “Do you love the way you are spending your time? What small changes can you make that will maximize your work time vs. your personal life?”

We call that working the write way.

To see everything that May Designs has to offer, click here. And then tell us what your goals in the comments below! Consider it your first step to holding yourself accountable.

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Hawaii Office Hours: These 6 CEOs Will Answer All Your Questions

You've got questions and we've got answers-- from some amazing powerhouse entrepreneurs. Thanks to our RAD friends at Richer Poorer we are heading to Hawaii tomorrow to join six CEOs to dig in on what it’s really like putting yourself out there.

Over the course of the trip we'll be swapping war stories; the ups and downs, anxiety, stress, burning the midnight oil, and why it's more important than ever to support each other. Everyone needs a tribe. Even bosses. 

We will also be participating in the The JUST MORE panel at The Surfjack Hotel. Sharing the trails and tribulations of business ownership will be: 

Iva Pawling, co-creator of Richer Poorer
Bobby Hundreds, co-creator of THE HUNDREDS and JENNIFER
Jen Gotch, founder and chief creative officer of ban.do
Jeni Britton Bauer, founder of Jeni's Splendid Ice Creams and James Beard Award-winning author
Jaclyn Johnson, CEO of Create & Cultivate
Ellen Bennett, founder and creative director of Hedley & Bennett

If you happen to be in Honolulu, RSVP here. However, if you aren't able to make it to the sandy shores, follow along on our Instagram Stories. All week we'll be hosting LIVE office hour sessions with each founder. Submit your questions below. 

If you don't ask, you'll never know. 

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The One Thing This CEO Says She Won't Do

photo credit: Richer Poorer 

Top shelf products in your top drawer. That's Innerwear company Richer Poorer, minus the hefty price tag. 

Founded six years ago by Iva Pawling and Tim Morse, Pawling says "Richer Poorer is building a brand that makes you never want to leave your house." (But, you will.)

Richer Poorer started at the bottom, literally, launching with colorfully patterned men’s socks and then expanded into women’s and kids’ socks, and underwear. Last December the company made the decision to add men's tees to the lineup. The tees were, "so passionately loved by our customers and friendlies," says Pawling, "that we fast-tracked our women's tee collection launch, and got them to market last month." That was July of this year. According to Pawling, "Women's tees sold out the first day, and have been making up over 20% of our RP.com sales since." 

This success can be tied to what Pawling believes "is the evolution of the Athleisure movement we’re all pretty tired of seeing. Instead of wearing workout clothes all day when you’re not actually working out just because of comfort, we wear our Innerwear that we’re still comfortable in, and feel presentable outside the house."

It's also a way of dressing that works well for moms, a role Pawling knows herself as mother to son, Ford. It's simple, casual, and perhaps mostly importantly, convertible. She'll wear their tanks to yoga and then wear the same tank with a fancy necklace, skirt and heels to dinner on the weekend. "Our products are blank canvases," she says. 

From scratch beginnings to a Shoes.com acquisition, we caught up with Pawling to talk mom and mogul-hood, the evolution of Richer Poorer, and if it's possible to hustle your way to happy. (She says yes, with one major "duh" caveat.) 

Mom and mogul. These roles are not mutually exclusive these days, but that doesn’t mean they’re simple. How do you do it? 

The only way I do it is with lots of help and planning. My husband and I split parenting duties pretty evenly so that we can seamlessly parent on our own when the other one is traveling or tied up, and Ford has total consistency. We also have a really great nanny as well who we couldn’t function without. She fills in the holes for us when we both have early morning meetings, crazy schedules, etc.  

One of the reasons I wanted to start my own company was because I knew I wanted to be a mom, and wanted to have control over my time out of the house. I stayed home with Ford on Fridays until he started pre-school, which was such a gift. Having one day of the week that was just for him and I to go to music class, go to the park, become besties, was great. The flip side to that coin is that running your own business does not come with a three month maternity leave, so I was back in the office a week after having him. Sacrifice is the name of the game. 

Also, lots of planning and foresight is needed to keep our life organized and running smoothly. I have found that parents with careers get much more efficient with their days almost instantly, so we pre-plan everything we can. A month in advance for travel if possible, and every Sunday go through the coming week’s logistics of meetings, drop offs and pick ups. 

How do you NOT do it?

I do not prescribe to being a martyr for my child by sacrificing myself. I love my child more than anything on earth, but I also love working and my career. Fitness is really important to me so I still squeeze it in as consistently as I can. What I learned early on was that I am not a good mom for Ford if I am not doing what I need, to be happy.

"I do not prescribe to being a martyr for my child by sacrificing myself."

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Taking care of myself mentally and physically allows me to be really present and engaged during the time I have with him, rather than in my own head battling myself. 

What are some parts of modern motherhood that you don’t buy into?

Parenting as a sport and the mommy wars. The judgment in parenting is something I have great disdain for. It’s become very present in the last decade, likely because of social media, but it is one of the most destructive things we do to each other. The topics are endless – epidurals, breastfeeding, sleep training, organic food, co-sleeping, potty training. We are all doing our best, and doing what we believe to be right for our child, so I really wish the divisive speak would come to a stop. 

Similar question, slightly different approach: If there was a part of modern motherhood that would end up on sale… what would it be? 

Unsolicited advice. After I had Ford I was totally blown away with how much direction strangers feel compelled to give when it comes to parenting. There is no other subject matter that this happens with, only parenting. And while I think most people mean well, as a parent with a young child the – shoulda / coulda / wouldas – are exhausting during a fairly confusing time when you are just trying to find your own way. 

photo credit: Richer Poorer 

In what ways did the role of founder help you prepare for your role as mom? 

There is nothing that prepares you more for parenthood, than running your own business. The parallels are endless. I was really prepared for becoming a mom to flip my entire world over, and while it certainly did from a priority perspective, on a day-to-day basis I felt like it was so similar to the early day of Richer Poorer.

In the world of a start up, the business changes all the time. The second you think you have things on lock, everything shifts and you have to dig back in to adjust. Kids are exactly the same. You think you have them figured out, and they do something like START WALKING. 

And the sleep, oh the sleep. My sleepless nights and learning to function on not very much of it began when I started Richer Poorer, so once Ford arrived it felt very similar and like old hat. 

Are there ways your leadership changed postpartum? 

My leadership style definitely changed postpartum. It softens you at the core, so I think I’m a lot more understanding than I was before. I give people a bit more rope when we make mistakes. On the flip side I’ve become a lot more direct and decisive since I can no longer afford to burn the midnight oil at the office. I require efficiency out of our team and they’ve become really good at moving through things quickly.

What are some ways you think Richer Poorer is disrupting the market?

Two ways – by defining a new category for the industry that is focused on how we’re dressing these days, Innerwear – and working really hard to be part of the solution for retailers in this really turbulent and tough market. 

We believe there is a new way of dressing that has taken over most of our wardrobes that is really focused on comfort, utility and simplicity – your Innerwear. We’re determined to be the brand that makes your favorite pieces that live at the top of your drawer, that you can’t wait to put on every day – tees, underwear, socks, sweats, etc.

There is a lot of doom and gloom in our industry right now with the shift in consumers buying habits, and quite a few brands are either launching with the plan to just be direct-to-consumer, or established ones are trying to shift their model to stop doing wholesale and only do direct-to-consumer. We really believe that you need to build both channels to support each other, in order to grow a strong brand. We are focused on working with our retailers to create unique buying experiences in their stores that tell our brand story rather than just product, and give the customer a unique way to shop that they can’t necessarily get online. 

photo credit: Richer Poorer 

When you’re repositioning what are facets you have keep, where do you have some wiggle room?

The defining brand tenets of what Richer Poorer was built on haven’t changed – Elevate Everyday – Honest Hustle – California Born. 

Elevate everyday speaks to not only our why, which is to create great products that make people’s days better in the simplest of ways at an attainable price point, but also our internal culture at Richer Poorer. We are here because we love what we do. We are lucky to be in this passion-driven industry, so I firmly believe it is our obligation to treat each other really well, both internally and all the people we work with outside the walls of our office. 

Honest Hustle is how we do it, we are as scrappy as can be and work our asses off. This was born out of necessity because we had no dollars or budget for anything when we started, and we still instill this in every employee that enters our world. Limited resources force people to think outside the box and work smarter, and we’ve almost always seen better results from that. 

"Honest Hustle is how we do it, we are as scrappy as can be and work our asses off."

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We’re a California Born brand, and it informs our overall aesthetic from product to photography. California is a dream of a place to get to live in, the entire world knows this, so we embrace it and love it. 

So short story long, we religiously adhere to these tenants with everything we do as we’ve repositioned the brand, so it still feels like the same Richer Poorer, but better.

When you shifted from the traditional wholesale model did you learn anything new about the customer?

We shifted our model in December with the launch of our first apparel item, mens tee shirts on our direct-to-consumer site, which helped us understand our customer a lot better. 

The first thing we learned was that our customer wasn’t price sensitive to our brand. They were willing to spend more with us if the product was good. This was a great eye-opener for us as it gave us the confidence to speed up our timelines on the new product categories we wanted to offer. 

The second thing we learned was launching a product direct-to-consumer first, then wholesale channel second is really, really helpful for growth of the wholesale channel. The customer is now walking into the shops asking if they have our tees and wanting to touch and feel it, but buying it right away. Historically if they had seen it there first, it may take a few visits to convince them that they wanted to actually buy the product. Now it’s instant. 

How did this shift change your business? 

It changed our entire business because it was proof that there is in fact a way to run a true hybrid model that supports both the wholesale and direct-to-consumer channels. 

We’ve since spent the last six months strengthening our supply chain, internal processes and adjusting calendars so that we can get items to market on faster timelines that are focused on direct-to-consumer, all while maintaining a consistent solution for the traditional wholesale calendar. 

Running on two paths at once has been really difficult, so we’re lucky that we have an insanely committed team that is excited by these changes and sees that as a team we are committed to being the change in the industry, rather than the dinosaur that gets left behind. Tim and I are always pushing our team to think differently and iterate what we do quickly. We tell everyone that we expect what they are doing today to be different six months from now because they are making our products, processes, just everything we do, better as they learn more and grow.

"We are committed to being the change in the industry, rather than the dinosaur that gets left behind." 

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Simply, what is an honest hustle? 

The Honest Hustle was derived from our original company rally cry, that – Humble beginning make for great stories. Tim and I started Richer Poorer with little more than a few dollars, a mountain of inspiration and the drive to create something we could share with the world. 

Seeing a brand through - from a simple idea to a truly functioning business -required having the perseverance to guide it and us through hundreds of roadblocks. It demanded an unwavering spirit, some serious scrappiness, honesty with ourselves, and a lot (A LOT) of hustle. As our team grew, it was important to us to maintain these values, so we named it the Honest Hustle as an easy way to define it. 

The honest hustle has become a way of life to me. It’s a commitment to being the best, most honest version of yourself in what it is you chose to do with your life. Regardless of whether you are running your own business, in your dream job, or your first job – it’s a belief that working as hard and smart as you can will lead you to the next best step, and so on. Be proud of what you do and how you do it.

Can you hustle your way to happy?

Yes! I entirely believe this if you are doing work that is meaningful to you. As human beings, we derive immense happiness and self-satisfaction out of accomplishing things. I read about how important the feeling of accomplishment is to humans in a really great book called Brain Rules before I had Ford, and it describes this starting in children as early as a few months old through adulthood. I know for myself, when I leave a day at the office and have been able to cross a big thing off my list, I feel great. 

I say this with the caveat that work alone will not make you happy. Human connections and relationships are the most important thing. Duh. 

We can't wait to have Iva Pawling join us #CreateCultivateATL this October on View From the Top: The Do's and Don'ts from the Women Who've Done It. 

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Amanda Chantal Bacon Knows She'd Make a Great SNL Skit

“Very early on I didn’t align with industry standards and I was OK with that.”

We’re chatting with Amanda Chantal Bacon, founder of Moon Juice, ire of Father John Misty, about the beauty industry and though the entrepreneur and mother knows that she’s fodder for what she calls "cynical humor," she remains dedicated to what matters to her. 

"I'm into nature, and health and consciousness-- and that,” she says, “has nothing to do with beauty and fashion industries. My mom was in the fashion world and I was raised in New York in the fashion world and I wanted nothing to do with that. I was like the weird daughter from Ab-Fab.”

  Chantal Bacon says it's a disconnect that began during the onset of womanhood. “It was probably around puberty,” she says, “when I realized, ‘oh there is this whole world out there and this projection on women,’ and I started to feel the expectation that I was meant to be ’pretty.’” It didn’t vibe.

She says this need "to be pretty" was really at its height during the ‘80s and ‘90s-- the Model Search “Are you the next cover girl” and Victoria Secret catalogue days. “It all felt really off to me. The boobs, the push-up bras, the lipstick, the inherent weakness that I saw. I was really cognizant of how that got imprinted.” To her point, by 1997, Victoria’s Secret was sending 450 million catalogs a year and seeing a return of $661 million in mail-order sales alone.

“Seventeen was all about ‘how to have perfect hair,’ ‘how to wear the right lip gloss,’ ‘how to put on that eyeshadow,’” she says. “I was 13, I was just getting boobs and didn’t want to do that, it didn’t resonate with me and I didn’t think it looked good.” Then she got to high school and Cosmopolitan was running covers on “‘How to give the best blow job,.” She says “All of that information started collecting in me and I really didn’t want to train on my free time how to give a better blow job. I didn’t want to keep up with the shimmery eyeshadow world.”

So she didn’t. “I wasn’t a tomboy, but I did play sports, I really liked writing, nature, and being funny with my friends.” She started on what’s become a lifelong journey to re-examine beauty. “I think it really starts with a baseline of what is actually safe to put on and in our bodies,” she says. “Beyond safe what is truly going to be beneficial and unifying.”

Even as a young woman, Chantal Bacon says “I was not going to align with anything that did not feed my body, was not in harmony with the planet, and told me that I was in my prime during an age when I was not my strongest. None of us feel our strongest when we’re 17 or 18. When we’re 21 or 22. My god, if I look back at that and see that that’s what was being projected on me, that’s when I was most desirable, that’s when I was most beautiful-- that’s completely off.”

"I was not going to align with anything that told me I was in my prime during an age when I was not my strongest."

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She brings up the “George Clooney, Clint Eastwood thing.”

“There’s the thought that with age men become more handsome, sexier, they have more mystique-- that’s great I love that for men. I find that to be very true. I also find that to be true for women.”

“It’s one thing for everyone to look beautiful,” she adds, "but when we take unhealthy measures to get there or ruin the planet and environment in the process, that makes no sense, especially if you’re thinking about beauty as longevity.”

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photo credit: Katarina Dickson

Moon Juice is Chantal Bacon's grown-up response to the discrepancies she felt as a teen; an inside-out approach to beauty. 

The business, which began with a tiny shop on Rose Ave. in Venice, now has four locations, the most recent of which opened on Melrose Place this past summer. The brand's organic and wild-crafted herb mixtures will be available at Saks Fifth Avenue, Net-a-Porter, Urban Outfitters Free People-- about 70 retailers in all. So, she's figured out how to scale "juice," something that she says started as "a fun party trick at first.” (The Moon Dust products, not raw juices, are suitable for beauty resale.) 

Chantal Bacon was juicing for herself at the time and convincing other people that cold-pressed juice tasted great. “They wouldn’t want to try it and then they’d take a sip and it would blow their mind.” A trained chef, who "loves food," she was working a full-time job “with crazy hours, six days a week and could not keep up." 

"I’d always joke that juicing was like a full-time job, until that joke didn’t feel like a joke anymore.” It was then she realized, “This is the full-time job that I want, this is the life that I want. It was a leap, but it was leap that had such a natural urge behind it that there was nothing else for me to do.”

Other people like to joke as well, especially about Chantal Bacon’s lifestyle, food diaries, and social media posts about crystals. She's not blissfully unaware, but it doesn't slow her down either. “We like parody and I’m sure I’d make a great SNL skit. I can understand that. I totally get that. In my dream next job I get to do a TV show about how wacky and wild what I experience is. The characters that I know, my friends, the stuff that really happens-- if you think the Elle article was bad or me asking for someone to anonymously return the crystal that they stole from us, if you think that’s bad, you should see what’s really going on. That’s just the tip of the iceberg. I live a very different lifestyle and my friends live a very different lifestyle. The things that we talk about are just way out there.”

She does say that she thinks there is a more loving way to be humorous, but then adds, “for me-- other people can do what they want.”

“I get all types of reactions. I get hate,” which, she hesitates to call hate, “but I get just as much love. I get more people that write to me and say, ‘Thank you so much, I felt lost and confused and knowing that you’re out there and doing similar things is comforting.’”

“My favorite is when I get teenagers that come out and see a different version of a female and how I explore my femininity. I think it’s different than an actress, a model, someone selling perfume.” She's referring to concepts like growing old with grace and a more holistic approach to beauty. 

She knows that "the movement" is polarizing, but that “it takes a while for people to figure out if it’s a path they’re interested in.” She also agrees that ”it’s a lot easier to figure out if it’s a path you’re interested in if you have expendable income.” 14 servings of Beauty Dust, for instance, cost $30, a bigger jar costs $65.

However she encourages people to look at what they’re spending money on. “If you do want to make changes, maybe you need to reconsider the kind of coffee you buy or the car you’re leasing. Or reconsider how often you need to buy seasonal fashion items or get your nails done. Or rather than getting your hair dyed or highlighted in a certain way, you could focus on something that would grow your hair.” Chantal Bacon lets her grays fly. 

“It’s re-examining what you want to choose to invest in,” she says, asking, “Why do we feel comfortable investing so much money in automobiles, premium gasoline and car washes, but OK with putting our bodies second to that? There is a disassociation we have with our bodies.”

“Why do we feel comfortable investing so much money in automobiles, but OK with putting our bodies second to that?”

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“And I do challenge people to do some price comparison,” she says of Moon Juice's often lambasted pricing.  

As for the pushback, it's par for the course. “I think I am a figurehead to a movement that is rapidly emerging. When there is something that’s different, it challenges people and whenever there is a moment when you look at someone and can’t see yourself completely in them, it’s uncomfortable." 

Yes, she burns Palo Santo. She rarely wears makeup. She rocks her grays and she eats foods that most of us can't pronounce (rehmannia and schisandra), but whatever your incense preference might be, getting incensed over it is not the Moon Juice way. It's about asking, “Does this make you feel good about yourself in a long-term sort of way? Not, does this make you feel good about yourself for five minutes when you look in the mirror or for a month of your life where you stay on top of a practice that feels sustainable for a moment."

It's about feeling, "nourished and healthy. On a soul level, asking, is this good for your soul?”

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It's National Ice Cream Day! Meet the Woman Who's Changing the Ice Cream Biz One Flavor at a Time

Photo Credit: Jeni's Splendid Ice Creams

Founder of Jeni's Splendid Ice Creams, Jeni Britton Bauer, says that if her business was a flavor it would be Dark Chocolate: "Complex and game-changing, hard to replicate."

With over two decades dedicated to the scoop game, Jeni knows a thing or two about packing a pint, but hitting the sweet spot didn't come easy. There were learning curves, major lessons and hard, trailblazing work. 

We checked in with Jeni who shared about ups, downs, her entrepreneurial vs. business spirit (yes, there is a difference), and which pint she would choose to eat fooooreevvver. 

Can you tell us a little about your background and how you got into the scoop business? 

I grew up wanting to be an entrepreneur. My grandmother is an art teacher and because of her, I learned to constantly create and make things. Yet, we have two very different views on how to best craft an item. As an artist, she never wants to make the same thing twice, but I relish in it. When I hit upon something I love, I want to replicate, build a process and perfect the item until it’s flawless. And as a child, I started more businesses than I could count. So, it was inevitable that I would find something that I loved to make and run with it. I studied Art and Art History at The Ohio State University. I was also interested in pastry-making and working for a French bakery. I very seriously considered switching over to perfuming. I have always been led by my sense of smell so I wanted to go to Grasse, France and become a nose or find a way to incorporate scent into art.

One day I had the idea to use ice cream to carry scent, and that moment changed my life. It was precisely where all of my interests intersected and I knew in an instant that American ice cream could get a lot better and more interesting. So I set sail -- and the rest is a crazy ass history of ups and downs and hustle like nobody's beeswax. 

Ups and downs. You were living out of your car during the first months of operating your first ice cream stand, Scream. You’ve come a long way. What’s some advice you have for a scrappy entrepreneurial spirits?

I'm an adventurer. I wasn't bothered a bit by living out of my car or hustling. I have so much energy and excitement for what's possible and very very few resources to make it happen -- I have found that my hands, feet, brain, and friends have been my greatest resource. 

Every entrepreneur has a very different experience, but one thing is always true: you get a wacky idea that becomes a vision and then you start working toward that vision and never quit. No matter what. Entrepreneurship can be extraordinarily isolating; the better your idea is, the more people will be repelled by it. When I started, no one wanted spicy ice cream, or flower petal or herb ice cream. It’s about getting help from anyone you can and proving yourself over time. You are the only one who will champion your idea, and in some ways, that never ends. It's always about seeking great people to help. And to do that, you have to get really fucking good at what you do. You have to earn your teammates because they make all the difference. 

"Entrepreneurship can be extraordinarily isolating; the better your idea is, the more people will be repelled."

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Interior St. Louis location. Photo Credit: Jeni's Splendid Ice Creams

What kind of learning curve did you experience between opening shop number 2 and shop number 10? [Ed note: there are currently 23 scoop shops.]

Suuuuuch a huge learning curve.  But again, it's about my teammates. They would never take on something they can't knock out of the park - give or take a few snafus. We always push ourselves to try something new in each store and we learn from that experience. 

We must get used to seeing great companies embarking on controlled growth. It's impossible to survive and truly build demand for the ingredients we want or build a safe and secure community of jobs without the resources to sustain it. The 21st century is very different from the 20th century, where we saw great little companies explode and just go downhill. It's not only possible to grow and get better, it should be expected. We look up to trailblazing companies like Patagonia for this reason. We will get better as we grow, not the other way around.

"We will get better as we grow, not the other way around."

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Is every pint still hand packed? How do you scale and business while remaining committed to local and quality?

We haven't hand packed every pint for a long time. And we determined that it’s no longer a safe way to pack pints, by our safety standards. It took us a long time to figure out how to get our ice cream to work on a pint packing machine because our ice cream is more viscous than others as it comes out of the ice cream machine.

We're building our company as a community of people and many are not local to our kitchen. We work with a 5th generation peach farm in Georgia, a vanilla farm in Uganda, and various makers and producers locally, nationally, regionally and internationally. We believe in each other and we believe that by coming together we make better ice cream. That’s how we’ve approached it from day one.

Quality is a choice every company makes every single day. And it begins with your values. There is no reason a company can't grow and maintain quality, but we also know that as we grow we can actually improve quality from the perspective of ingredients, molecular science, safety and direct partnerships. In many ways it’s the only argument for growth at all. Scale is important in ice cream unlike some other food products. You can't even begin to impact dairy quality unless you have scale to support it - which is why we love Ohio so much. But the same is true of direct trade vanilla or fair trade cocoa. We can all order ingredients from a catalog, but we want to be more than that. 

"Quality is a choice every company makes every single day. And it begins with your values."

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You’ve talked about the difference between entrepreneurs and business people. Have you grown to understand and be more interested in the business side of things? 

The short answer is no. I retain too much “artist” in my heart. In fact, I have less and less interest in the business stuff as I learn more about it. I like to create experiences, and to do that I need resources and a great team. That's what motivates me. The older I get the more comfortable I am in admitting that. 

Exterior Westside Provisions, Atlanta. Photo Credit: Jeni's Splendid Ice Creams

"I have less and less interest in the business stuff as I learn more about it. I like to create experiences."

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The long answer is yes. I am inspired by my teammates who are so flipping brilliant at everything from leadership and org stuff, HR, R+D, Art and Design, and our finance team kills me—some of the most creative people I know. They find stories where I see a paper full of digits. 

The truth is that I have so much belief and trust in these people and our talents work really really well together. I have the luxury of being able to purposefully remain blind to many business details. Not to say that I don't keep up, I absolutely do, I just keep my head very squarely on creating the best ice creams I can imagine and making great places to eat them in, but always with great reverence for the resources we've built and how to do the most with them. 

What are some lessons you’ve learned about rapid growth?

We have 23 stores. I've been at this for 21 years (I have had two ice cream businesses). Jeni's is almost 15 years old. We've stepped out our growth. As we get more great people and knowledge and dairy we apply it. Every single day is challenging in business. That's what makes it fun. 

Still, if you want to do something new it's often difficult to know how to do it. You can hire the top consultants in the world and you'll still fuck up somehow. You get really really tough blazing the path through the forest. 

----And you make it a lot easier for the copycats who benefit from your blood, sweat and tears. 

Scoop pros. Photo Credit: Jeni's Splendid Ice Creams

If you had to eat one of your pints from now until forever, which would you choose? 

Lemon buttermilk frozen yogurt. It's perfect. And I say that after making it for 20+ years - with tweaks along the way. Perfect texture, body, and flavor. I think this is one of a handful of our flavors that really sets us apart from all others in terms of know-how. Plus, it's so simple: fresh lemon, cultured buttermilk, bio-dynamically raised yogurt, grass-pastured milk and a nice dose of cream. You can't ever tire of it. It would sustain you for forever, too - the right combo of protein, fat, carbs.

OK. Truth: Is the dessert business sweet? What parts are more like veggies? 

The highs are really high. The lows are really low. But they balance each other to become a great adventure. 

But I have a very strict policy: if I'm going to eat ice cream daily (which I do) then I have to balance that with lots of veggies (which I do).

It works the same way. 

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An Open Letter to Women in the Workplace About Their Fear

Close your eyes and think of a famous CEO.

You probably thought of Mark Zuckerburg from Facebook or maybe even Jeff Bezos from Amazon. Both men. And, it’s not that they aren’t great innovators and leaders, but it does raise the question: Why didn’t a woman come to mind first? The answer is that Zuckerberg and Bezos had an idea, and ran fearlessly and confidently with it until they saw success, and that women typically struggle with self-confidence and fear.

At least, I know I have, especially when it comes to the workplace.

But, if confidence in the workplace is so essential to a successful career, then why is it that we women often live behind this mask of a fear to speak up, share opinions or initiate projects? Sheryl Sandberg, in her book “Lean In,” addresses one of the prominent bases of workplace fear. Sandberg, while referencing psychologists’ study of power dynamics, states that those who serve in low-power positions are less likely to share their opinions, and more likely to monitor what they say when they do. “This helps explain why for many women, speaking honestly in a professional environment carries an additional set of fears. Fear of not being considered a team player. Fear of seeming negative or nagging. Fear that constructive criticism will come across as just plain old criticism.”

Fear causes us to stand in the background of the workplace and justify the silence we have grown accustomed to. Fear is the validation of our imaginary, decreased value on the corporate ladder. If we remove fear, then we decrease what holds us back from professional success and find the personal validation that only confidence can provide.

Of course, this is easier said than done. To alter the way we think — by including a healthy portion of confidence — changes the way we look at everything, from the way we walk into a meeting to the way we approach small talk with a higher-up. But, imagine if it we eliminated unhealthy fear and identified and removed ourselves as the obstacle holding us back from limitless professional success. Have you ever met a CEO who cowers in the corner?

Rosa Parks said, “I have learned over the years that when one’s mind is made up, this diminishes fear; knowing what must be done does away with fear.” Although she didn’t go down in history for running a multi-billion dollar company, she went down in history for being fearless, for standing up for herself and for knowing her worth.

Imagine if we all did that; think of where we could be.

Has fear held you back from being the kind of woman you want to be? 

An original version of this article appeared on Darling. Written by: Katy Horst 

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