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Here's Why Lauren Conrad Is Going to Make the Best New Mom

One: She's a powerhouse. Two: click through. 

Lauren Conrad is no reality TV has-been, to say the least. A decade later, and new mama to son, Liam James Tell, the former star of Laguna Beach and The Hills has parlayed a flare for on-screen drama into a fashion and retail empire complete with best-selling novels, multiple fashion lines, and, now, The Little Market, an online fair trade shop empowering a network of global artisans to rise above the poverty line.

Yesterday, the new mom announced the birth of her son via Instagram, with this adorable shot claiming, "and then there were five."

Conrad has spent her post-reality years building a strong brand and name for herself-- and being an advocate for female artisans.  

With The Little Market, Conrad and partner Hannah Skvarla are supporting female artisans around the world by selling their handmade goods to socially conscious consumers who value ethical and sustainable manufacturing, not just stylish design. It’s a mutually beneficial partnership that allows customers to purchase beautiful, one-of-a-kind pieces while enhancing the lives of women makers — it’s a far cry from tube tops, spray tans, and beachside boy beef with Heidi Montag and Stephanie Pratt.

Appropriately, the journey to the Little Market began in Africa, home to many of the market’s skilled craftswomen. “When we were trying to come up with the concept for The Little Market Hannah and I were visiting a girl's school in Africa,” Conrad tells us. “While we were there, we had the chance to speak to a lot of the students. When we asked them if there was anything they needed their requests were heartbreaking. Water, vegetables, and a bed. At the very end of our visit it began to rain and the girls started dancing around. The rain meant that they would not have to make their daily four hour round-trip walk to get freshwater and they would be able to read their books in the daylight because they have no electricity and can't study at night.”

Building a marketplace for remote regions devoid of technology isn’t always easy, but Conrad forges ahead with the help of her team. “Language barriers, internet access, long lead times, and customs all can make the process challenging. Fortunately, we have an awesome team who always seems to get it done somehow.”

Moreover, in a culture that increasingly craves fast fashion, it’s all the more important for The Little Market to establish that resonant emotional connection with its audience — to showcase the people behind the product, the lives who benefit from the exchange. “The more a consumer sees value in the story behind the product, the more likely they are to take an interest it where it comes from,” says Conrad, who knows a thing or two about design and manufacturing, herself a Kohl’s fashion mogul. “Continuing to tell these stories and see products for so much more than they appear to be will encourage others to do the same. Whether it's a shoe made from reclaimed plastic or an artisan made product that can help send girls to school, sometimes the message is just as important as the trend.”

"I've learned the value in saying no and learned to delegate."

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As The Little Market continues to make big moves, Conrad navigates the murky waters of being your own boss — she even allows herself at least one day a week off. “Even though you often have to work through the weekend you can give yourself a Tuesday off. It's important to have time to focus on things that aren't work related and to clear your mind. I've found that I'm happier and more productive this way,” advises Conrad, who knits, hikes, and hits the beach with her pups in her spare time and says having a partner has helped her to become more selfless. She’s also learning to be less hard on herself. “There was definitely a point in my life when I took on too much and was burning the candle at both ends. Since then, I've learned the value in saying no and learned to delegate. It can be hard to trust others to work on a brand that you spent so much time on, but you can't do it all,” muses the soon-to-be-new-mama.

At the heart of The Little Market is its mission to support women artisans around the world, but let’s not forget the work that’s left to do right here at home. “Female empowerment means looking at being a woman as a strength not a weakness. Because let's be honest, we are pretty damn strong.”

Photo credit: Lauren Conrad for Kohl's

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8 Working Moms Share Some Real Talk This Mother's Day

The juggle is real. 

photo credit: Pexels 

To all you working moms out there we salute you. There is no harder job. And this Mother’s Day we hope you feel inspired by these 8 amazing women. They are founders and CEOs, women of Wall Street and champions for change. But above all, they are mom. 

KATIA BEAUCHAMP, CEO & cofounder, Birchbox 

Becoming a mom has made me better at time management, delegating and prioritizing. It has truly allowed me to identify my priorities and give me a mental break from always thinking about the business. Before I had children, it was hard to really turn my brain off from work. Now as a mom, I understand how important those mental breaks are in helping me bring a refreshed perspective and approach to my work. It is hard to achieve this ideal notion of "balance," but my approach is to recognize that there will be times when one aspect of your life needs more from you. Overall my goal is two-fold: be present in the place I need to prioritize (work, family, friends and me); be nice to myself. — on balancing a huge career while being a mother to twins (and pregnant) 

"Becoming a mom has made me better at time management, delegating and prioritizing."

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YASMINE DELWARI JOHNSON, co-founder, Alliance of Moms  

"A man may work from sun to sun, but a woman's work is never done." My grandmother who had 12 kids said this over and over. I cannot tell you how many times I hear Nanny's voice and these words in my head. — on the best piece of advice she’s ever received. 

JULES LEYSER, co-founder, Alliance of Moms 

Society's narrative that women can have it all is creating an enormous amount of pressure and stress. I am definitely a feminist and never more so than right now but I think its fine for women to do it all just not necessarily all at the same time. Its pretty impossible to be a full time working mom who looks like she's ready to shoot a magazine cover on a daily basis as well as be able to debate the nuances of the refugee crisis in Syria. But that's what held up to us as the model for female success. I would like for the conversation to be more about self care rather than competing in some social media race for who can get the most followers.  — on changing the conversation for women

SARA FOSTER, producer, writer & actress 

I don't raise my daughters with the mind set of having to fight for their empowerment. Maybe that isn't smart, but I raise them with the idea that it's already in them. It's there, so no need to fight for it. Honestly, we have vaginas. We have all the power. -- on the power within 

MELISSA GRILLO ARUZ, VP of Platform, Forerunner Ventures 

"Stop pretending like you aren’t important.” I think every little girl should grow up with this one as it is something that many young girls struggle with especially during their early adult years. — on the best piece of advice she’s ever received

REBECCA MINKOFF, founder, Rebecca Minkoff 

Some days I do, but other times of course I don't. It's impossible to strike the perfect balance every day. I think a lot of it is trial and error and more than anything about trusting yourself. Knowing when to step in and knowing when it's okay to step back. — on whether or not she feels like “supermom”

JENNI KAYNE, founder, Jenni Kayne 

After I had my second child, I really struggled for that first year. It was really challenging to balance having to kids and running the business. — on a time in her life she found incredibly challenging

SALLIE KRAWCHECK, CEO, Ellevest 

Right after I had my daughter, I cried to my mother that I couldn't do my job and be a mother to two little ones. She brushed off my tears and said (in a pretty brusque way), "Of course you can. You're just going to be really tired for awhile." She was right. — on the best piece of advice she’s ever received

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

Call her the career ninja. 

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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A Crippling Disease Won't Stop This Harvard MBA & Mom

Because Fridays are made to inspire. 

Samantha with son Rocky. photo credit: Taryn Kent 

In 2014, I was a couple years fresh off a Harvard Business School MBA program, feeling pretty proud of myself as a 26 year old CFO for a large marketing and web development company in San Diego. I worked 55+ hours a week and loved every second of it. Most of the time. OK, some of the time. Once I found out I was pregnant in October 2015, I decided to venture off on my own and launch my business coaching company, Little Petunia Consulting. I knew there was no way I would be able to handle the work stress, a new baby, and my own health.

See, in addition to being a mama and a boss lady, I also struggle daily with a chronic disease known as Meniere’s disease. Meniere’s disease is a rare vestibular disorder that showers you with fun symptoms such as —

  • vertigo (attacks can last anywhere from a few minutes to 24 hours)

  • loss of hearing

  • tinnitus

  • loss of balance

  • migraines with aura (blackout blindness in my case)

  • nausea, vomiting, and sweating caused by severe vertigo

  • chronic fatigue

I had to learn really early on in this new phase of my life what my limitations were and how to cope so I wouldn’t lose my shit. It’s taken 9 months, but I feel like I finally have a healthy balance down thanks to some serious tricks and discipline.

I TAKE CARE OF MYSELF

The most important thing I had to learn in this new balancing act was taking care of myself first, so that I could take care of my baby, my clients and everything else afterward. I’ve learned to take a lot of precautions in order to maintain the flow. This means —

  • No hour long trips to Target just for fun (the fluorescents trigger my attacks)

  • Drinking a ton of water and resting my body more often than most

  • Saying “no” when it doesn’t suit my schedule or will overwork me

  • Disconnecting from screens in order to reset my vestibular system

Another huge precaution I take in order to maintain a healthy balance is by setting some serious boundaries and sticking with them. This means my designated work hours are my work hours, and that work life doesn’t trickle into my time with my kiddo.

"Work life doesn’t trickle into my time with my kiddo."

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Having everything mush together leads to more stress, which leads to more Meniere’s attacks. Boundaries are key.

I CULTIVATE & MAINTAIN AN IDEAL CLIENT BASE

One of the things I love about working with creatives is they tend to not follow the rigid 9-5 rules. They like to meet in coffee shops, and if there are times when my husband or my mom can’t watch the baby, there is noone more excited to hold him while we get down to business. Clearly defining my ideal client has been huge for the success of my business and allows me to work with like minded people who appreciate this season in my life.

I'M ORGANIZED TO A "T"

You guys, I live and die by Asana. I create documented processes for everything — client workflows, intake assessments, onboarding, you name it. I plug each tasks into Asana and assign myself deliverables and due dates. I always have a landscape view of what my week looks like so I can manage my time effectively and adjust as needed.

This also goes for my baby. I use apps to track feedings, diapers, sleep cycles, etc. I know every movement this kiddo makes. I can’t tell you how many times I cross-reference my Asana with my baby apps to get shit done. “Hmm, OK it has been 2 hours and 10 minutes since the last feed which means I have approximately 1 hour and 50 minutes to get this client proposal done”. It’s life saving.

I KEEP MY BABY CLOSE

The biggest factor in maintaining work-mama-health balance? Babywearing. I wrap this kid up in a ring sling and get my shit done. Because, as most mothers will tell you, the time you really need to get stuff done is the exact time your child refuses to be put down. Babywearing for the win, forever.

Becoming a mama was the greatest life change that has ever happened to me. It allowed me to step back, reevaluate my priorities, and cultivate a career that I truly love. Balancing motherhood, my career, and my life with a chronic disease has been far from easy, but I’m grateful for finding tools and techniques that work for me and allow me to cultivate my best life yet.

Want to know more about Samantha Welker and her co? Head over to Little Petunia Consulting and follow the boss mom on Instagram here.

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How These 3 Working Moms Are Handling This Crazy Stat

Kids are so dang expensive. 

In case you haven't heard Beyoncé is pregnant with twins. What you might not know is that in Jay Z's and Beyoncé’s prenup it states that she gets a cool 5 million for every baby she bears that’s his. Do the math babes. That means Queen B is carrying around 10 million dollars in her uterus. Which is, unfortunately, more $$$ than most of us will see in a lifetime. 

Also another unfortunate fact: CNN recently revealed that raising a child to age 18 will costs $233,610-- pre-college. So what is a working mom to do? We checked in with three of our favorite working moms to get their life tips and tricks on saving money, even with baby at home. 

Angela Sutherland, investment executive and co-founder of the new organic children's food delivery service Yumi, has two kids and three great tips for saving money-- especially as it relates to your TAXES. If you already filed your taxes this year, take her advice and make this a priority in 2018.

First, she says, "Depending on which state you're in you can actually buy pre-paid tuition, locking in the current rate of tuition, which is actual an amazing deal given the rate of inflation. The only downside is you have to decide early (very early!) which college your kid will go to, however, if you have a very strong state school it could be a great way to save." For those legacy families, look into this.

Second, she shares, "Be a lifetime learner! Few people know that you can claim up to $2k in tax credit every year for the classes you take. That's not $2k off of your taxable income like other deductions, that's actually a straight credit off your calculated taxes owed." And finally, says the mom and business owner, "There's a tax credit that's called the Dependent Care Credit- of which few people take advantage. But you can get up to $3k per child of tax deductions when you use a nanny or someone who cares for your children if you work." 

Mom-to-be and writer Jane Helpern shared this practical advice: "Drive a Prius. Bring your lunch to work. And swap your Equinox membership for the YMCA which offers free childcare. Don't have a pool because they cost a lot to heat and don't be afraid to send your kids to daycare."

Postpartum doula Stephanie Matthias takes a slightly more holistic approach to the numbers game. "If you count your rent and gas, everything that costs money," the single mom of two explains, "summer camp, classes, buying birthday presents for kids in the class, or the fact that they want to go a vending machine at school because their friends do, it adds up." But she has some positive ideas on how to flip the script.  

For one, "Enlisting family to help with childcare is huge, if it's possible," she shares. "I've chosen to have the kind of career where I work freelance, where I make my own hours. I'm not only doing what I want to be doing, but it's also really conducive to motherhood. I've made very strategic career decisions in order to accommodate being a mother." 

She also shares, "I've never been a good budgeter. I'm not a frugal person. Even when I was working four jobs living in a $1000 dollar one-room apartment on the East Side (of Los Angeles), I would still go to Whole Foods and buy water. I used to think of money in terms of scarcity, in terms of what I could and couldn't afford. Now I think about money in terms of what kind of life I want to have. Do I want a life of experiences? What kind of life do I want for my kids? And what do I want to teach them about money? This approach has helped me spend less. It's almost like eliminating sugar. How I want to feel longterm is analogous to what I want my life to look like longterm. This reworking has completely changed the way I think about money. The money that I make during the time that I'm working, that's time that I'm spending away from of my kids. That makes the money more valuable to me and makes me more mindful of what I'm spending on. That money better be going toward stuff that makes our lives great. I'm not gonna work all these hours and spend money on shoes." Half of the time she says she doesn't get home until after her youngest in already in bed and there's an element of mom guilt that kicks in. The voice that says,  "I didn't spend the day with you, I'm gonna get you something." 

Matthias continues, "It's easy for working moms to feel like, 'I'm gone and I'm making x amount of money, so I can afford these really cute toys and it will make them happy.'" Not true she insists.  "All your kids want is quality time with you. The more hours I work, the more money I make, the more that voice kicks in. That's when we do things to placate our kids. That's a massive waste of money. Every fifteen dollar tiara and thirty dollar ballet skirt, that all adds up. That's money you could put into their college fund."

She adds, "From a super practical standpoint, I am super strategic about where I do my food shopping. I want everything to be super high quality, but it's not always practical to only shop at Erewhon. I joined Thrive online. It's an online grocery store that doesn't sell produce. But instead has all of the snacks that go in lunches, etc. Everything is super discounted." 

Extra credit pro tip: Babies grow and they grow fast. You're replacing their clothes every couple of months and many of them are barley worn. If you plan on having more than one, buy gender-neutral items so the next child can wear the hand-me-downs. And for new moms who are nesting (that innate desire to get ready for baby) don't be fooled by the marketing world. Babies don't need their own everrrrything-- from body wash to detergent to hair brushes. Don't nest yourself out of a nest egg. 

Have more money saving tips? Share below! 


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Good Girls Revolt: How 4 Powerful Career Women Asked for Raises

In honor of boss women everywhere. 

Have you sunk into watching "Good Girls Revolt?" 

On Friday, Amazon released their newest binge-worthy show based on Lynn Povich’s 2012 book The Good Girls Revolt, about a gender-discrimination lawsuit filed by her and her peers at Newsweek in 1970. The series follows a group of young female researchers at "News of the Week," who ask for equal treatment. (Sound familiar? It should.) GGR operates in the past and present, addressing the on-going struggle of female employees and their inability to out-earn male colleagues--  or simply earn an equal wage. 

In the pilot, Nora Ephron (played by Grace Gummer) questions why she and other female researchers are scrambling over research assignments that will be handed off to the men. "All that's left to do is make yourself indispensable," says peer Patti Robinson (played by Genevieve Angelson) when Ephron first joins the team.  

So in honor of good girls revolting and equal pay, here are 4 boss women who have asked for more money, more flexibility, and more respect. 

LILLY LEDBETTER 

“I went over and interviewed with Goodyear in 1978, and I worked for Goodyear tire company for 19 years before I found out that the males were making 40 percent more than I was making for working the same job. Someone left me a little torn sheet of paper and tipped me off anonymously, listing my base pay and their base pay. The first thing that popped into my mind when I saw it was how much I had lost on overtime. I thought about my retirement and my 401(k) and my social security, because what you earn is what determines your retirement. I was just humiliated and embarrassed, to say the least, that a major corporation could do me that way. The company I worked for told me when I [was] hired there: ‘If you discuss your pay, you will not have a job here.’ So no one ever discussed their pay. I never knew. I had no idea how much someone else was making … After I got that tip, I filed a complaint with the Equal Employment Opportunity Commission (EEOC) and the wheels went into motion with the company.” — Self, January 2016

MICHELLE OBAMA 

“I took my last job [before my husband entered the White House] because of my boss’s reaction to my family situation. I didn’t have a babysitter, so I took Sasha right in there with me in her crib and her rocker. I was still nursing, so I was wearing my nursing shirt. I told my boss, ‘This is what I have: two small kids. My husband is running for the U.S. Senate. I will not work part time. I need flexibility. I need a good salary. I need to be able to afford babysitting. And if you can do all that, and you’re willing to be flexible with me because I will get the job done, I can work hard on a flexible schedule.’ I was very clear. And he said yes to everything.” —Parade, June 2014

SHERYL SANDBERG 

“When I was negotiating with Facebook’s founder and CEO Mark Zuckerberg for my compensation, he made me an offer that I thought was fair. We had been having dinner several nights a week for more than a month and a half, discussing Facebook’s mission and his vision for the future. I was ready to accept the job. No, I was dying to accept the job. My husband, Dave, kept telling me to negotiate, but I was afraid of doing anything that might botch the deal. I could play hardball, but then maybe Mark would not want to work with me. Was it worth it when I knew that ultimately I was going to accept the offer? I concluded it was not. But right before I was about to say yes, my exasperated brother-in-law, Marc Bodnick, blurted out, ‘Damn it, Sheryl! Why are you going to make less than any man would make to do the same job?’

"Was it worth it when I knew that ultimately I was going to accept the offer?"

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My brother-in-law didn’t know the details of my deal. His point was simply that no man at my level would consider taking the first offer. This was motivating. I went back to Mark and said that I couldn’t accept, but I prefaced it by telling him, ‘Of course you realize that you’re hiring me to run your deal teams, so you want me to be a good negotiator. This is the only time you and I will ever be on opposite sides of the table.’ Then I negotiated hard, followed by a nervous night wondering if I had blown it. But Mark called me the next day. He resolved the gap by improving my offer, extending the terms of my contract from four to five years and allowing me to buy into the company as well. His creative solution not only closed the deal, but also set us up for a longer-term alignment of interests.” — Lean In, March 2013

GLORIA STEINEM 

“The most ironic that comes to mind is that Time magazine asked me to write an essay about the early women’s movement. It was a long time ago — it was maybe in the ’70s. First of all, they asked me to do it because they didn’t have a woman on staff. Secondly, I did it under deadline because it never occurred to me that they would pay me less than they did men writing the same essay. Time had a page in each issue in which there was a personal essay. When my agent got the check, he told me that I was getting paid less than men who wrote the same essay. So, I wrote the editor of Time and complained and he sent me a Gucci purse. I took the purse back to Gucci because I needed the money and tried to get cash for it and I couldn’t.” —Fusion, December 2015

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Business, Career, Profiles Arianna Schioldager Business, Career, Profiles Arianna Schioldager

The One Thing This CEO Says She Won't Do

From scrappy startup to acquisition, Richer Poorer founder Iva Pawling is on to something big. 

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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We Need to Talk: What It Feels Like to Go Back to Work at 40

Def not over the hill, but not quite under it either. 

We Need to Talk is a bi-monthly, anonymous series, where contributors share stories about business, life, and the stuff we don't talk about.

photo credit: Andrea Posadas 

The decision not to go back to work after having kids is a perilous one for most women. 

There area so many factors to consider. Do you go back to work after six weeks so you don’t lose traction at your job? Do you stay home with your newborn and really soak in the first year of your child’s life? Do you wait longer? The scenarios are endless and there is no playbook; it is a personal choice for each and every working mother. 

And there's no right way to do it. That’s the most important bit to remember. What is right for one woman is not necessarily right for you. What works for your twin sister may not work for you. In fact, it probably won't. 

I decided to stay home. I gave up a career in a newsroom. I hit pause on my career dreams and aspirations because I thought those dreams had shifted— and they did shift, for about ten years. For ten years I focussed on morning routines, nap time, bath time, bed time, and every other moment in between. I considered myself a working mom, but I was working for my children, not a company. For ten years my kids became my career. 

"What is right for one woman is not necessarily right for you."

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And then something happened— I grew increasingly less satisfied. (We're not conditioned to say that or this next bit.) Reading to my kids at night began to feel tedious. I wanted out of this routine and into another— the daily grind of email and brainstorming and late night deadlines that had nothing to do with making sure lunch was packed, that was appealing to me. I wanted a challenge. I wanted my career back. But my career didn’t want me. It had moved on to better and younger things, the women who had worked straight through their thirties and even those in their twenties who were climbing the rungs faster than my legs move at this stage in my life. 

I knew I wanted to return to work, but, like many women who take time off after baby, I had no idea where to start. I felt defeated before I began and I faced the all to common obstacle of a ten year gap in my resume. The entire landscape of my career had changed. Instagram wasn’t a thing when I left work and what on earth did Snapchat have to do with the news? A lot apparently. So does Twitter. It's not like riding a bicycle. It felt like everything had changed in the last decade. 

As I started to do more research I read about The Enternship, a program developed to help women over 40 reenter the workforce. Launched this summer, it is a four-week program aimed to aid women in the 40s, 50s, and 60s learn crucial, modern workplace skills. They chose 8 women, one of whom was a former CNN producer. Others included a stay-at-home mom and a lawyer. I felt relieved to learn that the program received over 600 applications. That meant that there were at least 600 women in the same boat— women not sure which wave was the right one, but they weren’t afraid to start over. And for many women 40 plus starting over after kids is the only option, but that doesn't make it a bad option. I still had the know-how and common sense and practical skill learned during the early parts of a career. I now needed to learn new skills with the humility and hunger of a green employee. In some ways, this was the youngest move I'd ever make. Maybe, starting over would keep me young. 

"For many women 40 plus starting over after kids is the only option, but that doesn't make it a bad option."

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I knew I had a choice to make: approach this next phase of my life with the humility and work ethic that I had in my early twenties, or fight an uphill battle, one I was sure to lose. One where I let my ego and age take center stage. Or one where I accepted that this was the path I chose, willingly, ten years ago. Did I want to have to choose? Not really. But did I? Yes. And now I wanted to go back to work and that, in and of itself, was going to be work. 

It’s not easy to be older than your superiors, nor is it easy to feel like you’ve reversed even as your age has progressed. But instead of using motherhood as the excuse, I used it to my advantage. I knew nothing about being a mom or how to care for an infant during those early years. I had to be humble and ask for help. I had to look to those who had gone before. Sometimes they were older, and sometimes they were younger. 

If I could take this same lesson and apply it to my career, surely, I would be OK. Surely, step by step, I could climb once more because over the course of your life, you're allowed to live more than one. 

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Boobs and Business: Why the Great Breastfeeding Debate Isn't a Debate At All

What it means to the newest crop of young female professionals in the workforce.

photo credit: El Camino Travel 

In this post we hear both from media intern Briana Pearl (who is also a mom) and CEO of El Camino Travel, Katalina Mayorga (who is not) on the subject of breastfeeding in the workplace and what it means to the work environment for the newest crop of young female professionals in the workforce. 

BRIANA'S PERSPECTIVE

When my son turned two weeks old, I decided it was the perfect time to start an internship with El Camino.

Actually, it went like this: I’d been excited about the possibility of working for El Camino for several months. I was already taking time off from the long days and heavy equipment involved in running my videography business. I learned from my first kid that having an outlet for creativity and problem-solving during the bleary, blissful early days with a newborn is key for me to maintain my sanity and my identity outside of “mom.” So when the opportunity to work part time from home for El Camino arrived, I took it.

"Having an outlet for creativity and problem-solving during the bleary, blissful early days with a newborn is key."

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Since January, I’ve been completing my tasks for El Camino during the holes in my schedule. When baby is awake at 3am, instead of bemoaning the lack of sleep, I’ve enjoyed the snuggle time and the opportunity to review an email. When he sleeps during the day, I write blog posts from my couch. When we hop on Google hangout for a cross-country team meeting, I can stealthily stay in my PJs from the waist down. Much of my time isn’t my own, but I’ve learned how to utilize every precious quiet, alone moment I have. I type at an impressive speed with one hand, and I help projects leap forward when I’ve got ten minutes free. I instantly slide from mom mode or play mode into work mode, and I bring my unique perspective to a team that values new ideas, distinct backgrounds, and a mix of voices. 

During one afternoon filled with El Camino-related phone meetings, my husband/partner-in-child-wrangling peeked into my room with a hungry baby in his arms. I had another hour left of topics to discuss with Katalina. I could either tell Kata I’d have to call her back or make my hungry baby wait it out. 

Work or kids? 

While it might seem like I have to choose one or the other, the answer is: both. I told Katalina I needed a moment to readjust. I flipped our call to speakerphone, moved my laptop to one side to continue taking notes, and started feeding my baby. It wasn’t a big deal.

Breastfeeding so often is an act deemed inappropriate for women out in public just doing their everyday mom thing. Breastfeeding in a professional context is something I haven’t even heard of. I’m grateful that the El Camino work culture embraces my mom status and gives me the space to say something like, “Hey, my kid is hungry. Give me thirty seconds to get him in place, and then we’ll continue brainstorming marketing strategies.”

What would happen if more bosses (and employees!) embraced moms in the professional world as empathetic, power multi-taskers who can accomplish anything in an hour, even if that means a baby must make an occasional appearance? 

I’m a busy, diaper-changing mom. I also possess valuable skills, in spite of my mom status and because of it. Though sometimes the El Camino team and I must bear the momentary interruptions and slight inconveniences that all young children generate, we also get to utilize a partnership that wouldn't have been possible if either of us couldn’t make space for motherhood and professional expertise to coexist.

"I’m a busy, diaper-changing mom. I also possess valuable skills, in spite of my mom status and because of it."

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KATALINA'S PERSPECTIVE

El Camino is an unconventional business environment in several ways. We are small and scrappy, we travel a lot, and we have team members who are located thousands of miles a way. We are a young team that embraces virtual collaboration and does not fully accept the typical 9-5 work schedule as the best schedule that leads to the most productivity. The El Camino office needs not to always be defined by the same set of four walls. One day Joshua Tree may play host to our office or another day Bogota, Colombia. The standard conventions of what is deemed an appropriate work environment is not of interest to us, as it is not of interest to much of our millennial generation. If you are concerned about the the happiness of your employees than you need to take this seriously as an employer. 74% want flexible work schedules and 84% say that helping to make a positive difference in the world is more important than professional recognition. We do not measure our happiness by the same yardstick as our parents’ generation. 

"We do not measure our happiness by the same yardstick as our parents’ generation."

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Furthermore, our team is mainly comprised by a strong squad of millennial female professionals who are also approaching societal norms such as motherhood, relationships, and professionalism with a new lens. Just like male professionals have been able to do for several decades, we are eager to do and “have it all,” but the reality is that most young female professionals are reconsidering motherhood all together because of the lack of organizational support. In fact, only 42 percent of women graduating from the Wharton School of Business in 2012 said they planned to have children, compared to 78 percent in 1992 for these reasons. 

I do not have kids, but we do have team members that are mothers or are planning to have kids in the future. That in no way should hinder their ability to be both the ambitious professionals and good mothers they strive to be. I have had countless discussions with my female friends about the many anxieties connected to these two topics. It should not have to be a choice, it should be a duality that can happily coexist. We are frequently told that it is one or the other and as a women it is hard to balance both. It is a choice we have to deal with that our male counterparts often do not even have to think twice about. 

One clear example of this is with breastfeeding in the work place. 

The story is pretty simple. I was on a call, with Briana our brilliant media intern/resident mama and we had a lot to get through. There was a whimpering baby in the background, and she asked for a few seconds to adjust. Within minutes the baby was on the boob and cooing and sucking away. Though you could hear the baby eating, it didn’t mean we couldn't power through our agenda. It was not a distraction, but instead a natural act that seamlessly fit into the rest of our call. We just needed a few seconds to accommodate and we were immediately back on track.

"Though you could hear the baby eating, it didn’t mean we couldn't power through our agenda."

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Once we hung up, I had a moment of strong feminist pride. A biological need that has unnecessarily become a contentious issue in the workplace really was not a big deal or inconvenience. That phone call provided a peak into what could become the new normal for female professionals and I got excited imagining how much life and work would be easier for so many women if moments like this were more frequently accepted. The reality is that the typical workplace norms are the same that have been around for decades. They are the same norms that have accommodated a workplace that has been dominated by men (and fathers) in leadership positions who have not had to face the same hurdles as working mothers. That face of leadership is clearly changing and with that we need to reconsider and redevelop the constructs of what is considered normal in the workplace. We need to adjust more and more to leadership that has two boobs and sometimes those boobs got to feed a hungry baby whether there is a team meeting or not. 

I am interested in hearing from all of you. As we grow our business, the work environment we are providing all our colleagues is of high importance. As a mother or female professional that would like to have kids, what do you wish was a reality in the your work environment so the choices often made between motherhood and career did not have to seem so stressful? What do you want to see more of? Less of? How can more workplaces empower their employees who are also mothers?  

Katalina is the CEO and founder of El Camino Travel. El Camino was featured in AFAR in their 2015 Vanguard Issue under, "Surprise Is the New Luxury" category, as well as Mashable, the Guardian, Marie Claire and Forbes for their innovative approach to travel. El Camino works closely with local tastemakers to curate off-beat experiences for small groups of people to unique locations. The trips all come with a creative photographer in tow, so that their travelers can thoroughly enjoy their experiences while ensuring that their memories are captured and that they will have great social media content. In addition, a percentage of profits are donated to a local social entrepreneur working to better his or her country.

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