From Finance to Consumer Brands: "And so to be the woman who was also opining on the consumer products, I was like, no, I'm going to get into healthcare and complexity. But I loved it. I loved those brands. I loved the immediate connection to the consumer."

Angel Investing and Building Evergreen Brands: "My angel investor was the person who I was building that Evergreen Fund with. And so he knew my mindset and how I think about building brands and longevity in brands and what generational brands can mean for the people who are working with them, for the partners in the supply chain around them."

Building a Direct Brand: "...I think early days that know something, our founders were uniquely connected kind of with LA and the celebrity world and so we were able to foster some of those relationships early and I think that was huge. We definitely saw kind of a step function of growth on the back of that."

The Journey to Finding My Passion: "And for me, it was more like, I just had to stop avoiding it, if that makes sense. It was a passion. I was so interested, but I didn't know footwear. But it was passion. It was me. This was the thing that I had that unique lens that no one else had, to this consumer, to this product, to this part of the market."

The Importance of People Operations: "Once you get over the hump of like, great, we've got a product that people want, building up the brand and becoming whatever size brand you want to be is all about the people that you bring around to do this thing with."

Supply Chain and Scaling: "And also a lot of similarities with how you think about your Raws, how you source those Raws, how you make sure that you dual, triple, whatever source those raws because ultimately they're natural resources at a smaller scale, what you're solving for there and quality of production and how you build a network to solve for that quality of production."

Designing the Gap: "I can actually be the translator between these two."

"Launching for Summer of 23, like hard stop. So we're going to figure this out."

The Future of Funding: "In a lot of ways, I think because of my background and a lot of what we talked about, I was priding myself on, like, less is actually success versus what we've seen historically, which is, like, celebrating these huge raisins and I would say feedback to self, like, overly so."

Sustainable Profitability and Strategic Growth: "I think next year we should be in a place where we have a very clear path to sustainable profitability and we have an ability to still from the balance sheet, put some dollars to work investing in some of these channels that we're seeing work really well for us. And I think again, if you can do that in a way where it's not all or nothing, it's not throwing the shit at the wall to see what sticks, but it's strategic and it's targeted and it's with learning constantly being iterated. I think that's like the best of both worlds and I do need a little bit of budget to open that up but when we do I think we're going to be surprised by what we see."