My business savvy it’s instinct. Everything I do is just really my intuition, and every time I go against my intuition, it’s a mistake. Even though I may sit down and analyze and intellectualize something on paper, if I go against my gut feeling, it’s wrong.
In the past there were two things that motivated me then: independence, and passion about what I was doing. And those are still the things that motivate me now. I still have that passion for creating a product. And I will never be dependent on a man. I will never be dependent on a husband or a boyfriend or a father. That's one thing that's really important to me.
You never know. Down the road you can do a lot of product categories. But I think you really have to build your core first and for people to know you and respect you for that.
The next few years is really going to be focused on shoes.
I'm really hoping just to keep building on what we're doing. You have to build your core business first which is really important.
What I hate is leather leggings and an ankle boot. I hate the line.
Everyone in my office wears it all winter, it's our uniform because it's the easiest thing to wear.
I wear Sweet Revenge, the legging boots, a lot particularly in the winter.
I had to put the company through a reorg, raise a new round of financing, and sort of press the restart button. But my feeling was that I wasn't going to be bullied. I wasn't going to let them take me down. I had to pull myself together and move forward.
I tried to put direct to consumer through a wholesales channel - the industry was just not ready to adapt and change. The other issue I had was with Jimmy Choo.
I went back to the factories that I worked with at Jimmy Choo because they don't work for Jimmy Choo exclusively.
Everything we're doing means there is a much bigger audience that we can reach.
[My consumer] is a combination of people who would have shopped with me when I was at Jimmy Choo and then also because of price point, there is a broader audience now that we can reach.
The customer moved on long before the industry reacted to what she wanted. She doesn't want to buy things four months in advance, she wants to buy something today and wear it tomorrow. She cares less about seasons and collections and really what she's looking for is price, quality, and convenience.
What we're doing is giving her new exciting fashion things every month.
I don't believe in delivering four times a year and then also delivering things that are not season appropriate.
Direct to consumer really gives you control of your business completely.
I don't believe in doing collections anymore.
It felt like strappy sandals were looking really old lady-ish; really dated and not cool.
I often get the question from people, "well how can you sell luxury at that price?" What I'm explaining to everyone is I'm still paying the same factory cost as I paid when they were $800. I pay the same as my competitors who are in the luxury space pay, I just don't mark them up as much because I haven't put them in a wholesale channel. I don't have to put that extra margin on them.
It's amazing how much resilience you can have when you're passionate about a project that you're doing.
The city [ LA] is kind of going through an interesting transition; sort of renaissance time where there is so much going on here. I think it's really exciting to be here.
There's this sort of migration west at the moment, a sort of energy that's definitely moving to LA.
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