Retaining our team. Everyone has been here since those dark first four months. To me, that’s the ultimate measure of success as a leader—being able to foster a team that builds with the business through all its different phases. It’s very humbling for me to have people come in and bring their own vision to it. Also, giving up the idea of perfection. Even with Instagram, there would be times where I would sit there, ready to post, but it would not feel like the most on-brand, amazingly captioned photo, and I would get stuck and then just not post anything. I’m proud of moving through that and no longer experiencing inertia and getting paralyzed by choice. I think we’ve done that in a way that’s very true to the brand, by evolving our identity and not getting bogged down by perfectionism.
Retail has been working really well for us. We’re taking long-term leases in quite a few of the spaces that we first opened pop-ups in and are looking at new markets, too. I’m obsessed with Hill House’s location in Rockefeller Center. I’m a big theater girlie—I love that whole vibe. I’ll always be a tourist at heart. It’s also been an amazing opportunity for people to try on the product. I think whenever you have a viral product, people will just hate on it for no reason. I remember seeing a tweet where someone said something rude about The Nap Dress, and my genuine, earnest reaction was, I promise if I get that on your body, you’re going to feel good.
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