Speaker 1: Bloomberg Audio Studios, podcasts, radio news.
Speaker 2: And You've talked before about needing different people around you
Speaker 2: to go from ten million to one hundred million to
Speaker 2: five billion.
Speaker 1: Oh don't you just it's not the same people. And
Speaker 1: you know, I kind of raised myself in business having
Speaker 1: an enterprise mentality.
Speaker 3: I learned that very very on. I'm more here to
Speaker 3: do people favors.
Speaker 1: Business is business, and I do what's best for the
Speaker 1: company every single day, and often that is what's best
Speaker 1: for the individual. Nobody wants to be kept in a
Speaker 1: role that they're not best suited to because that never
Speaker 1: works out for the individual or for the organization. So
Speaker 1: I've learned over time that you know, what is good
Speaker 1: for the company is ultimately good for everybody.
Speaker 2: I'm Francy Lacqua and this is leaders, the podcast that
Speaker 2: explores what drives the world's most influential people. Well, this week,
Speaker 2: I'm speaking to Emma Greed.
Speaker 3: She is a chief executive and co.
Speaker 2: Founder of Good American and founding partner of Skims, the
Speaker 2: shapewear and loungewear brand, which was valued at five billion
Speaker 2: dollars in November twenty twenty five. Now, the last ten
Speaker 2: years have seen her star rise. A lot of it
Speaker 2: really down to her successful partnerships with the celebrity family
Speaker 2: named the Kardashians, but now may be a pivotal time
Speaker 2: for her and I wanted to talk to her about
Speaker 2: one of the best and worst days of her career,
Speaker 2: how she leads with radical honesty, and why, as a
Speaker 2: self styled behind the scenes woman, she has chosen to
Speaker 2: step out into the limelight. Emcgreed, thank you so much
Speaker 2: for joining us. It's exciting to speak to you again.
Speaker 3: It's so lovely to see you again.
Speaker 2: Talk to me about the good American. The day you
Speaker 2: launched was seen as one of the biggest successes almost
Speaker 2: of all times in the didden world, a million right
Speaker 2: in sales. But then you writing your books that actually
Speaker 2: was it was quite stressful and didn't go to plan.
Speaker 1: You know what, that's an understatement because it's really interesting
Speaker 1: when something from the outside looks so perfect and in
Speaker 1: one way, it was a total dream.
Speaker 3: You know.
Speaker 1: It was the first time that I'd done a business
Speaker 1: in apparel, and for all intents and purposes, it was
Speaker 1: like this beautiful, amazing thing that went so well, except
Speaker 1: from the inside, where you know, I had no inventory.
Speaker 3: We'd had this beautiful dream first.
Speaker 1: Million dollar day that kind of went down in history,
Speaker 1: But behind the scenes, I was scrambling. I had like
Speaker 1: a waitless kind of coming out of my ear holes
Speaker 1: and no way to satisfy the demand. But more than that,
Speaker 1: I had like this kind of doubt permeating through the
Speaker 1: company on the board with my shareholders that perhaps because
Speaker 1: of that oversight, that I wasn't the right person to
Speaker 1: run the company. And actually, looking back, it's kind of
Speaker 1: interesting that I never felt any fear around that moment.
Speaker 1: I just kind of looked at everyone and was like,
Speaker 1: leave me alone. I'm going to figure it out.
Speaker 2: But actually fear there was not a moment where you thought, actually,
Speaker 2: you know, I need to take a step back, or
Speaker 2: I need to convince the board or no.
Speaker 1: And it's so interesting because so many people talk to
Speaker 1: me about, you know, imposter syndrome and being a first
Speaker 1: time founder. I never had any of that. I always
Speaker 1: think like, if not me, then who. In my head,
Speaker 1: it was my idea and I brought it to fruition
Speaker 1: and I was going to figure out any of the problems,
Speaker 1: and so much of being an entrepreneur is about figuring
Speaker 1: it out you never have the answers, and I think
Speaker 1: if you have the answers, you're probably not moving fast enough.
Speaker 2: But the board told you of.
Speaker 3: I got a bit of a tell enough. Yeah, well,
Speaker 3: I wouldn't say it telling off.
Speaker 1: There were just some dismissive tones, like oh, you know,
Speaker 1: it's like I was a genius at nine am, and
Speaker 1: by at noon it was like, perhaps you're not best
Speaker 1: suited for this role.
Speaker 3: And I just completely dismissed that.
Speaker 2: So how do you regroup in a.
Speaker 3: Really tumultuous like way.
Speaker 1: I did what I know to do, which is when
Speaker 1: you don't know something, you ask somebody who does. And
Speaker 1: so I started calling around. I tried to like information gather.
Speaker 1: I was calling competitors, I was calling retailers. I was
Speaker 1: like literally visiting factories and so in a way you
Speaker 1: could literally get on the ground and say like how
Speaker 1: can I change this?
Speaker 3: How can you move this?
Speaker 1: But the simple fact was the fabric wasn't available because
Speaker 1: I hadn't had the foresight to get out in front
Speaker 1: of the calendar and know what I was up against.
Speaker 3: But a new brand is a new brand.
Speaker 1: There was no data, there was no history, there was
Speaker 1: nothing telling me that this was going to be that successful,
Speaker 1: and so would I've done anything different? No, I don't think.
Speaker 1: So what did you learn about yourself? Because a lot
Speaker 1: of chief executives will say, look, it's only by learning,
Speaker 1: and failing that, finally you have the pasture to say, like, look,
Speaker 1: I got this, but you think I got this right
Speaker 1: from the start?
Speaker 3: I really did.
Speaker 1: And perhaps I was naivete but I knew I'd figure
Speaker 1: it out in my head. I just thought, this is
Speaker 1: just another problem, and my life is a series of
Speaker 1: problems as a leader and as somebody who starts companies
Speaker 1: and builds things from scratch.
Speaker 2: Did you tell the employees or did you celebrate with
Speaker 2: them and figure it out about yourself?
Speaker 3: Do you know? I had no choice?
Speaker 1: The great thing about Good American It's the start, is
Speaker 1: that I'd chosen that initial team really well. So I
Speaker 1: had veterans in my business. The person and thank god,
Speaker 1: she still works with me now but in a different company.
Speaker 1: But the woman that was really in charge of products
Speaker 1: had been in the denim space for twenty years, and
Speaker 1: the guy that ran all design really was the you know,
Speaker 1: like so ingratiated in the denim community in LA that
Speaker 1: we were able to literally knock on doors and ask favors,
Speaker 1: and so I thankfully surrounded myself with people who knew
Speaker 1: better and could help me open doors.
Speaker 2: You talk a lot about, you know, giving employees honest feedback.
Speaker 2: Is that about radical honesty? How do you describe it?
Speaker 1: It is radical honesty, but that's also so much about
Speaker 1: who I am, and so I've always thought to myself,
Speaker 1: I can just be honest with myself. I don't need
Speaker 1: to walk around with some you know, guilt on my
Speaker 1: shoulder and carrying stuff that doesn't serve me. So for me,
Speaker 1: it's just about honesty, take the learning, move on.
Speaker 2: What does that look like when you talk to employees?
Speaker 2: It looks very straightforward.
Speaker 3: Here's the thing.
Speaker 1: I don't think anybody in my organizations ever wonder what
Speaker 1: I'm thinking. Nobody's like, oh, I'm trying to figure out
Speaker 1: how Emma's feeling. It's like, I am really firm and
Speaker 1: really fair. I have very very very high expectations for
Speaker 1: myself and for everybody around me.
Speaker 3: I give very very clear feedback.
Speaker 1: And my job as founder and as a CEO is
Speaker 1: to have the vision right, but it's to communicate that
Speaker 1: vision downwards. And so I'm in a constant conversation with
Speaker 1: everyone around me. I think I'm super repetitive. I say
Speaker 1: the same three things over and over and over again.
Speaker 1: And everybody in the organization should be able to know
Speaker 1: what our priorities are and know what we're doing. And
Speaker 1: so I think I'm a little bit of a broken record.
Speaker 1: But I think that there's an element of consistency that
Speaker 1: comes with that.
Speaker 3: And I'm bloody consistent.
Speaker 2: And You've talked before about needing different people around you
Speaker 2: to go from ten million to one hundred million to
Speaker 2: five billion.
Speaker 1: Oh don't you just it's not the same people. And
Speaker 1: you know, I kind of raised myself in business having
Speaker 1: an enterprise mentality.
Speaker 3: I learned that very very on. I'm here to do
Speaker 3: people favors.
Speaker 1: Business is business, and I do what's best for the
Speaker 1: company every single day, and often that is what's best
Speaker 1: for the individual. Nobody wants to be kept in a
Speaker 1: role that they're not best suited to, because that never
Speaker 1: works out for the individual or for the organization. So
Speaker 1: I've learned over time that what is good for the
Speaker 1: company is ultimately good for everybody.
Speaker 2: What is that ruthlessness?
Speaker 3: I don't know that it's ruthlessness.
Speaker 1: I think that it is just being able to delineate.
Speaker 3: What is right at the time.
Speaker 1: And you know, here's the thing I think, specifically as
Speaker 1: a female leader, you're judged on you know, how empathetic
Speaker 1: are you, And so I think the way that we
Speaker 1: work and the reason that I think directness is always best.
Speaker 1: We all know where we stand all the time. I'm
Speaker 1: not waiting for an assessment moment or a six month
Speaker 1: mark or some kind of like former of you. If
Speaker 1: you're failing, you probably know you're failing because we've probably
Speaker 1: spoken about it. It's not like a bolt out of
Speaker 1: the blue.
Speaker 2: So how do you hire or do you hire people
Speaker 2: that you think can take the heat in the kitchen
Speaker 2: or do you expect everyone to just take it well.
Speaker 1: I hire differently for different stages of the business, but
Speaker 1: I think in the beginning, you know, you want generalists,
Speaker 1: you want people that are going to have a I'll
Speaker 1: do that hand up mentality, whatever it is. I think
Speaker 1: as business is mature, you're looking for more category and
Speaker 1: subject and departmental expertise and typically hiring for an enormous
Speaker 1: amount of experience. But for me, what I play so
Speaker 1: much value on is flexibility. You have to be willing
Speaker 1: to look and take your experience and do things a
Speaker 1: little bit differently. So I'm always trying to hire for
Speaker 1: people that are seriously experienced, but seriously flexible.
Speaker 2: Is there a concern with loyalty or employees still loyal
Speaker 2: if they feel that you can cut them off at
Speaker 2: any point.
Speaker 1: I mean, I know about cutting them off at any point,
Speaker 1: And I think that loyalty is something that you earn.
Speaker 1: You know, there's a trust in a business and it
Speaker 1: really is about people learning to trust that what you
Speaker 1: say is what you mean and is what happens, and
Speaker 1: when you do that, you can be trusted regardless.
Speaker 2: Do you think a lot about incentives.
Speaker 1: Yeah, I mean I think that that is just the expectation,
Speaker 1: Like incentives have to be built in for the best people,
Speaker 1: and that happens at all levels of the organization. For
Speaker 1: everybody has to understand how the incentives come to be right.
Speaker 1: The company has to perform well in order for the
Speaker 1: incentives to be created, but then for them to be
Speaker 1: paid out and to make sense.
Speaker 2: After the break, em Agreed reveals how she got her
Speaker 2: foot in the door with the Kardashian family and the
Speaker 2: strategic moves that made her the go to partner to
Speaker 2: launch Good American you can't mention and agreed without the
Speaker 2: Kardashians in a way, they were her biggest supporters, importedly
Speaker 2: matriarch Chris Jenner first and pitched teaming up with Chloe
Speaker 2: Kardashian for a Good American. But was there actually a moment,
Speaker 2: a meeting of minds and how did she convince some
Speaker 2: of the most famous people in the world to go
Speaker 2: into business with her? Can you talk to me about
Speaker 2: that pitch when you pitched Good American to the Kardashians.
Speaker 1: There was never such a pitch idea, you know, specifically
Speaker 1: with Good American. There was an idea that I had
Speaker 1: and I really felt that the partnership would, you know,
Speaker 1: make this thing just accelerate, But it never is, you
Speaker 1: know how people kind of see it in the movies.
Speaker 1: There was a relationship that existed and a moment in time.
Speaker 1: And the best things and the best businesses always work
Speaker 1: when what's happening in the culture chimes with whatever you're doing.
Speaker 1: And I think at that moment, when you go back
Speaker 1: nine years ago, the idea of body positivity and what
Speaker 1: it meant to do real inclusivity and fashion just wasn't
Speaker 1: what it was today. And so I think that whenever
Speaker 1: you're starting something, it's like this melting pot and a
Speaker 1: smagas board of small decisions and the right thing in
Speaker 1: the culture and the right moment in time and you
Speaker 1: being the right person, and some element of magic has
Speaker 1: to happen. But there's never like this like bingo moment
Speaker 1: where everyone goes.
Speaker 3: Yeah, let's go.
Speaker 1: Don't you have to I mean, you had to sell
Speaker 1: your idea, right at some point, Yeah, but you had
Speaker 1: to say, yes, we're.
Speaker 3: Really need to sell an idea. That it's like that good.
Speaker 1: You know, It's like there's an idea and then there
Speaker 1: are people that decide to jump on board.
Speaker 3: But you know again, I think it.
Speaker 1: Like it feels more more like a fantasy to be
Speaker 1: like there's this moment of sell and this moment of yes.
Speaker 1: Because the best partnerships may happen over time and they
Speaker 1: come together because everybody has something to bring to the table.
Speaker 1: And I think that that was one of those magical moments.
Speaker 2: A lot of people have ideas, but then they don't
Speaker 2: really come to fruition.
Speaker 3: I mean to get amazed.
Speaker 1: They have things that they want to do in their head.
Speaker 1: And an idea can live on a piece of paper
Speaker 1: or on your desktop for the longest time, but you've
Speaker 1: got to get out. The hardest thing is to just
Speaker 1: get out of the gate. What's holding people back? And
Speaker 1: I do see that a lot Actually people are either
Speaker 1: too afraid or say they don't know where to start,
Speaker 1: or they don't have the capital. I don't come from
Speaker 1: a background where I had either the capital or the network,
Speaker 1: or the educational background or any of those things. I
Speaker 1: just tried a lot of stuff and eventually one of
Speaker 1: those things happened to work out. And at some point
Speaker 1: you've just got to take whatever it is that you
Speaker 1: have and try and again. I think that we're in
Speaker 1: such a time where there's this idea that everything has
Speaker 1: to be like a billion dollar brand, everything has to
Speaker 1: be a unicorn.
Speaker 2: But you've managed to do everything at scale, right, So I.
Speaker 3: Mean everything that you know about what's the failures. There's
Speaker 3: a ton of failures.
Speaker 1: There's a ton of things that I've done that didn't work.
Speaker 1: And when I think about my early businesses, I'd opened
Speaker 1: offices that didn't quite work out. I have grown companies
Speaker 1: and then had to downsize them, and those things are
Speaker 1: really right now, we only show the glossy side, the
Speaker 1: amazing things, the great headlines, the stuff we want to
Speaker 1: put on our Instagram.
Speaker 3: And the reality is anyone.
Speaker 1: Who is an entrepreneur that's done multiple things will have failed.
Speaker 1: And you have to get comfortable with this idea of
Speaker 1: not everything working out. It's not always that you did
Speaker 1: something wrong so that this thing in this time, this
Speaker 1: situation didn't work for a myriad of reasons. So long
Speaker 1: as you figure out what are those reasons, and what
Speaker 1: did I learn from it, and what will I do
Speaker 1: different next time, then that has to be left behind.
Speaker 1: And I think that if you look around in the culture,
Speaker 1: that is way harder for women than it is for men,
Speaker 1: because women are held to an entirely different standard when
Speaker 1: they start things and they fail, And yet we have
Speaker 1: men that fail over and over again and close it
Speaker 1: down and go out and raise the next day and
Speaker 1: nobody mentions anything about it.
Speaker 2: So once you have a failure, do you do a
Speaker 2: post mortim to see what work wrong?
Speaker 3: Do you the whole to you?
Speaker 1: I tell it just like spreadsheets, absolutely, and you really
Speaker 1: have to understand well what you do right, because I
Speaker 1: think it's easy to point to the market and conditions.
Speaker 1: It's easy to look at all of the things that
Speaker 1: were outside of your control, but often there's a pattern
Speaker 1: in these things, like that you are a huge part of.
Speaker 1: And so I really try to you know, and I
Speaker 1: hate to go wooh woof. You kind of have to
Speaker 1: go inside. You have to understand, like what is it
Speaker 1: that I miss and what is it that I didn't see?
Speaker 1: And how can I change that for the next thing.
Speaker 2: When we come back. Emma Green sounds the alarm on
Speaker 2: and pastor syndrome, how it can be stopped before it
Speaker 2: even exists, and why she's determined to stop women from
Speaker 2: holding themselves back before they've even begun. For a long time,
Speaker 2: Emma Greed has been the brains behind growing other people's brands,
Speaker 2: but over the last few years she's been making a
Speaker 2: visible effort to be front and center, whether it's launching
Speaker 2: upon cast, high profile TV appearances, or now her debut book,
Speaker 2: Start with Yourself. This new chapter appears firmly focused on
Speaker 2: building her own brand. But I want to know why
Speaker 2: now and what next? So in the past, you used
Speaker 2: to say you were a behind the scenes woman. Yeah,
Speaker 2: what's changed?
Speaker 1: You know? I still feel like a behind the scenes woman,
Speaker 1: I still go into the upper of every single well,
Speaker 1: you know, I'm like behind the scenes in front of
Speaker 1: the camera.
Speaker 3: I do a lot of things and wear a few hats.
Speaker 1: I think what I've realized as I've become more successful
Speaker 1: is that wherever I go, people ask me the same questions.
Speaker 1: I always say, you know, how did you do this?
Speaker 1: And I don't think people are that interested in me.
Speaker 1: I think they want to understand how they can be
Speaker 1: successful for themselves. I'm really trying to like lift the
Speaker 1: lid and demystify what it means to have a successful
Speaker 1: career and to start a business and to scale a business,
Speaker 1: and what it means to sell or ipo a business,
Speaker 1: and specifically through the lens of a woman, because I
Speaker 1: believe that there is social conditioning that actually makes women
Speaker 1: avoid the exact behaviors that lead to wealth, creation, that
Speaker 1: lead to success, that lead to leadership and opportunity for us.
Speaker 2: What do you think actually doesn't sort of female leaders
Speaker 2: because it starts from a very young.
Speaker 1: Age, how long of you have a lot of times
Speaker 1: I need to get these girls like when they're ten, eleven, twelve,
Speaker 1: you know, because a lot of it is what we carry.
Speaker 1: I don't know that the idea of imposter syndrome even exist.
Speaker 1: When we talk about male founders, male entrepreneurs, why would
Speaker 1: we be talking about it so frequently for women.
Speaker 2: Actually, I've heard me, yeah, I had it. Yes, really,
Speaker 2: I've never heard one. And then they say look. I
Speaker 2: looked around the room and I thought, actually, if they.
Speaker 1: Can do it, I can do it. I can do it.
Speaker 1: But the same sentence said by women carries a different way.
Speaker 1: And I have seen, certainly in my own career, this
Speaker 1: notion of imposter scene can be planted as a seed
Speaker 1: even when it doesn't exist.
Speaker 3: And that's what I want to stop.
Speaker 1: I want to stop us stopping ourselves getting out of
Speaker 1: the gates before we've even given ourselves a chance. Because
Speaker 1: my experience is that women are excellent at making money
Speaker 1: in the business, and they are excellent at just thinking
Speaker 1: about things in a really unique way. And I hire
Speaker 1: so many women that are brilliant, especially when they come
Speaker 1: back into the workplace after having children, because their time
Speaker 1: and the way they think about things and is so
Speaker 1: much more precious that they get really really good at
Speaker 1: don quickly. It's so much done, and they get it
Speaker 1: done so quickly. With a different sense of urgency.
Speaker 2: Do you see yourself as a retail model?
Speaker 3: That's cong.
Speaker 1: You know, you're trying to build the next Selvia Mage?
Speaker 1: Does that feel good? I mean, that's such an interesting headline.
Speaker 1: How flattering that. I think that's like Instagram headlines. Ah,
Speaker 1: that's good, it's a good one.
Speaker 2: But what do you want to what are you trying
Speaker 2: to build?
Speaker 1: What's really interesting is that what I set out to do,
Speaker 1: I've kind of done. I wanted to create businesses that
Speaker 1: I could be really proud of, and I wanted to
Speaker 1: be part of businesses that I really enjoyed going in
Speaker 1: and working in every day.
Speaker 3: Like I wake up on a Monday and I'm like,
Speaker 3: let's go.
Speaker 1: And that for me is winning because where I grew
Speaker 1: up and where I come from, people dreaded work. They
Speaker 1: went to work to pay their bills. And that is
Speaker 1: not what I do. I do it, and I do
Speaker 1: it for a lot less. I mean, I'm glad it
Speaker 1: comes with what it does.
Speaker 3: But you see big, you dream big.
Speaker 1: Yeah, I've always seen big and dream big, But I
Speaker 1: think that, you know, there's a level of responsibility that
Speaker 1: comes with that because I think that, you know, when
Speaker 1: I look at the landscape, specifically for women, specifically for
Speaker 1: women of color. I think that talent's fairly evenly distributed,
Speaker 1: but opportunity isn't. And so when I look at the
Speaker 1: ability that I have to create opportunity for other people,
Speaker 1: that feels like a responsibility for me. Not in a
Speaker 1: like super worthy way, but in a way where it's like, wow,
Speaker 1: there's a lot of great stuff out there, and I've
Speaker 1: done really well putting my money into other female founders.
Speaker 1: So I actually think there's this whole part of what
Speaker 1: I'm doing that is part lifting the lid, part giving opportunity,
Speaker 1: part bringing you know, like a bunch of people into
Speaker 1: a conversation and into the business climate that might not
Speaker 1: otherwise be doing it, and really they should.
Speaker 2: You seem very good at identifying, really.
Speaker 1: Good at spotting things that what are you it is this?
Speaker 1: I mean, that's a difficult talent righter And listen. I
Speaker 1: think there's a part of me that says, well, of
Speaker 1: course that sounds easy now because my deal flow is
Speaker 1: so good, But I was good at it even when
Speaker 1: it wasn't.
Speaker 3: You know, I'm good at spotting opportunities.
Speaker 1: I think I think like a customer, you know, I
Speaker 1: am my own customer in so much of what I do.
Speaker 1: I have a terrific sense of value on what something
Speaker 1: is worth. If you buy a pair of genes from
Speaker 1: me for a one hundred and forty nine bucks, they're
Speaker 1: going to be worth like every one hundred and forty
Speaker 1: nine dollars that you pay for them.
Speaker 2: Is the customer of today radically different from the customer
Speaker 2: of ten years ago.
Speaker 1: Customers are so much more informed, and there are no
Speaker 1: barriers to what you can get where you can get it,
Speaker 1: and brands have more responsibility to their customers than ever before.
Speaker 1: That's fine, that's healthy. You know, may the best brands win.
Speaker 3: Is it more difficult?
Speaker 2: It's just harder to sell because moving stuff.
Speaker 3: Around and the media landscape is so much more fragmented. Yeah.
Speaker 1: I think if you go back to when I started
Speaker 1: Good American, you could find all of these crazy unlocks,
Speaker 1: and that shifted into Instagram and shifted into TikTok, and
Speaker 1: now it's totally fragmented, and we're all like struggling and
Speaker 1: going like, why where's our customer coming from?
Speaker 3: The ocial thing? Yes, somewhat social.
Speaker 1: Media, but what channels in social media and where are
Speaker 1: you spending and how does you know how does that
Speaker 1: shift and change on a daily basis depending on the
Speaker 1: platform and the vertical even within those channels. So I
Speaker 1: think there's a lot to consider. The thing that I've
Speaker 1: learned is that good products will always win. I don't
Speaker 1: let that side of things keep me up at night.
Speaker 1: What keeps me up at night is coming up with
Speaker 1: a new innovation, constantly delighting and pleasing our customers, and
Speaker 1: coming up with things that they don't even know that
Speaker 1: they need.
Speaker 2: Is there a brand that you admire more than others?
Speaker 3: Oh, my goodness, there's so many brands that I admire.
Speaker 1: Louis Vuitton, you know, I always look at that brand
Speaker 1: because it's so hard to stay that hot all the time.
Speaker 1: And you know, even when I think about a brand
Speaker 1: like Chanelle, you know, it's like it's a brand that
Speaker 1: I have always wanted since I was ten years old,
Speaker 1: and I want it even more now. You know. I'm
Speaker 1: like constantly texting to figure out when I can get
Speaker 1: this latest collection, like when does it hit the store?
Speaker 3: How do I not miss it? And I really admire.
Speaker 1: Brands that have that type of stay in power coupled
Speaker 1: with that type of heat that's a really really hard
Speaker 1: thing to do. And of course I would say brands
Speaker 1: in fashion, but I don't know enough about like other spaces.
Speaker 1: I'm of course enthralled by what's happening in AI at
Speaker 1: the moment, and I feel like I'm like everybody else.
Speaker 1: I'm just trying to keep up and trying to make
Speaker 1: sure I understand and trying to make sure that I'm
Speaker 1: using everything at my disposal.
Speaker 2: Do you think I'll change your business?
Speaker 1: It is changing out business, Yeah, in terms of hiring
Speaker 1: or understand. Mostly in terms of like how we're planning
Speaker 1: the business. So when you think about inventory needs, customer data,
Speaker 1: the way that AI is able to get into those
Speaker 1: systems and read quicker than we've ever been able to.
Speaker 1: I think what's really interesting is how how to think
Speaker 1: about businesses in the age of AI. You know, the
Speaker 1: way that I look at it is that you have
Speaker 1: to safeguard everything that requires a human touch, creativity, innovation, design,
Speaker 1: like all of those things should be done by people
Speaker 1: that understand other people's needs, and the rest ought to
Speaker 1: be AI.
Speaker 2: Okay, I have a rabid fire. Are you ready born?
Speaker 3: Ready?
Speaker 2: Working from home?
Speaker 3: Good or bad?
Speaker 1: Working from home is career suicide and we only talk
Speaker 1: about the upside of working from home, and here we go.
Speaker 3: We know that people don't really want to hear this.
Speaker 1: Think about what's happening in the world, declining birth rates,
Speaker 1: declining marriage rates, and loneliness epidemic, and we think that
Speaker 1: none of that is linked to the number of people
Speaker 1: that don't see people because they're like doing zoom calls
Speaker 1: from their living room. Like it's so crazy to not
Speaker 1: make that correlation. The key to a long and happy
Speaker 1: life is your close relationships.
Speaker 2: Should the unpaid internship be brought back?
Speaker 1: Listen, I did a lot of unpaid internships, and I
Speaker 1: did it while being somebody that didn't have a lot
Speaker 1: of money, and that was a real struggle for me.
Speaker 1: It was a huge unlock for me, the ability to
Speaker 1: go into an organization and get under the hood without
Speaker 1: having any qualifications or right to really be there. I
Speaker 1: think that there have to be certain protections on it,
Speaker 1: but I'd like to like lift the lid because there's
Speaker 1: so much like to be learned.
Speaker 2: NBA Worth there are a waste of money.
Speaker 1: Depends how much money you've got. It wasn't my power, Listen.
Speaker 1: I am a mother of for and so the idea
Speaker 1: that any of my kids are going to do an
Speaker 1: NBA would be an absolute dream. But would I force
Speaker 1: it on them. That's like an individual decision. And if
Speaker 1: you can, then do, but if you can't, don't sweat it.
Speaker 2: Emma, thank you so much, Thank you so much.
Speaker 3: What a joy.
Speaker 2: Thanks for listening to this episode of Leaders with me
Speaker 2: Francin Laqua the podcast. If you like our show, please rate, review,
Speaker 2: and subscribe, and if you want to watch the show,
Speaker 2: please find us on YouTube. This episode was hosted by
Speaker 2: me Francin Laqua. It was produced by Adalandi Dixon, Summersadi
Speaker 2: and Moses and Am. Emmy Keen is the executive producer
Speaker 2: of Bloomberg Talk Podcasts. Sound designed by Blake Maples and
Speaker 2: Aaron Casper. Special thanks to Emma Greed.