Compiled by WWD, Footwear News and Beauty Inc, the sixth annual Women in Power list honors the women making an impact across fashion, beauty and retail. Though their experiences and journeys vary, each leader is guided by a strong sense of self, unwavering conviction and the belief that success is most meaningful when it creates opportunities for others.
Alejandra Alonso Rojas, founder and designer
Since founding her namesake women’s luxury fashion label in 2016, Alejandra Alonso Rojas has been a powerful figure in the industry through her thoughtful designs. In 2025, the Spanish designer doubled down on sustainability by pivoting to two cohesive collections a year in order to reflect her label’s values of slow fashion and thoughtful craft. This also included transitioning to working exclusively with certified mills and sustainable fabrications; joining the Amazon and Global Optimism Climate Pledge, and becoming a member of the United Nations Fashion and Lifestyle Network.
“To me, being a trailblazer in 2026 is about having the courage to slow down the pace of fashion, choosing to build something that truly lasts by honoring the human touch and the artistry that allows every piece to tell its own story,” the designer told WWD.
You May Also Like
“I’ve always felt that the best way to lead is by staying right there in the atelier with my team. It isn’t about giving orders from a desk, it’s about being part of the process, understanding the challenges and showing everyone that we are all in this together, working side by side to shape something beautiful,” Alonso Rojas said of her values and philosophy around leadership.
While she’s found it heartening to see more women stepping into the spotlight and “claiming the space they deserve,” she noted at the same time, “I think we have to be honest that the real, deep-rooted structures of the industry, the ones that control the resources and long-term funding, are still quite slow to adapt to this new reality.”
In order to empower and support female leaders, Alonso Rojas proposes rethinking how women-led businesses are invested in beyond mentorship, “by providing the same kind of patient, long-term capital that legacy houses have benefited from for decades. When women have equal access to sustained investment, and not just encouragement, they have the opportunity to build, grow and lead for the long term. That’s how we create lasting change at the highest levels of leadership.” — EMILY MERCER
Silvana Armani, women’s creative director, Giorgio Armani
The daughter of Giorgio Armani’s brother Sergio, Silvana Armani has been in the limelight since her uncle’s death in September last year. However, she has supported the late designer for 45 years on the group’s women’s collections, gradually rising through the ranks over the years. She built her experience across the board, starting at the company’s switchboard. Her first steps in fashion began as a model for Walter Albini, Krizia and Cadette, among others.
Becoming Armani’s in-house model, she slowly grew passionate about designing and first trained as a designer in 1980 working on the Emporio Armani women’s line. Her debut as women’s creative director coincided with the Armani Privé couture show in January, in the sign of continuity, while evolving the late designer’s style with her own feminine touch.
Finding herself in a leadership position, she believes this should entail “active listening, respect and the ability to recognize the value of everyone’s contribution. Fashion is a team effort [that] comes from dialogue and collaboration, and I find that leading by building trust comes naturally to me.”
When it comes to leadership, she thinks “real progress consists in definitively overcoming gender distinctions” and this goal “still seems a long way off, especially at such a delicate time. Personally, I am fortunate enough to work in an environment where many positions of responsibility are held by women, and I myself am an example of this. More generally, however, our sector should continue to value women’s talent and abilities, contributing to a cultural shift that, despite the many results achieved, cannot yet be said to be complete.”
Being a pioneer in 2026 means for Armani “having the courage to pursue one’s vision with determination, even when it means going against the tide. We must listen to the many voices of the present without allowing ourselves to be distracted by them and pave the way for future generations.”
She acknowledged “the playing field is more open, but also more complex. Women have conquered space and awareness, helping to broaden the very concept of leadership. Today, alongside professional skills, it is increasingly important to have intuition, sensitivity and the ability to adapt — essential qualities for interpreting change.” — LUISA ZARGANI
Amiee Bayer-Thomas, chief retail officer; Lauren Brindley, chief merchandising and digital officer; Kelly Mahoney, chief marketing officer, Ulta Beauty
From international expansion to launching a marketplace to a Times Square flagship, Ulta Beauty’s star C-suite, helmed by CEO Kecia Steelman, continues to make power moves.
Among them, Kelly Mahoney, chief marketing officer, has scaled Ulta Beauty Rewards from 17 million members when she joined the company in 2015 to nearly 47 million members, in addition to operationalizing AI across the marketing organization and leading Ulta Beauty’s return to the Super Bowl in 2026.
Her view on leadership is that it starts with conviction. “Beauty moves fast and I’d rather make a clear call and steer as we learn than wait for certainty that never quite comes. But conviction on its own isn’t enough. I came up in finance and data, so I’ve always believed the best decisions hold instinct and evidence together instead of forcing a choice between them, and I try to lead the same way, trusting my gut and checking it honestly.”
Chief retail officer Amiee Bayer-Thomas, who leads the strategy and execution behind Ulta Beauty’s 1,500+ stores, continues to elevate stores as destinations for discovery, connection and community through immersive experiences, including the upcoming Times Square flagship.
“For me, leadership always comes back to people,” she said. “That’s the belief everything else is built on, and at Ulta Beauty it’s not abstract. It’s the beauty adviser who makes someone feel seen, the stylist who makes someone feel heard, and the associates who turn a brand into something you can actually feel when you walk in the door. That’s our real competitive advantage.”
Lauren Brindley, meanwhile, is sharpening Ulta’s merchandising vision and brand-building strategy. Having worked on both the brand and retailer sides in her career, she brings a deep understanding of what founders need from a long-term growth partner. Her accomplishments include spearheading Ulta Beauty’s TikTok Shop, expanding Ulta Beauty’s wellness offering and securing more exclusives.
Her leadership strategy? Calling a spade a spade. “I’d rather tell you the real thing plainly than dress it up, because people can work with the truth. I’m a merchant who’s also sat on the other side of the table, as a brand builder and a CEO, and that range taught me to see a decision from every seat. But what I care about most is the people I lead. I coach them, I push them, and I fight to break down barriers and open doors for them, with the same passion I bring to building the next generation of brands. I don’t believe you can have it all, and I think that’s OK. What matters is showing up fully for the people and the work you’ve actually chosen.” — KATHRYN HOPKINS
Francesca Bellettini, president and chief executive officer, Gucci
In September 2025, Francesca Bellettini was named Gucci’s president and chief executive officer, tasked with turning around the storied Italian fashion house, working with artistic director Demna. This was one of the first major moves by Gucci parent Kering’s new CEO, Luca de Meo.
An investment banker who segued into business development, and later communications and merchandising, for fashion houses including Prada, Gucci and Bottega Veneta, Bellettini helmed the Saint Laurent brand from 2013, initially working with designer Hedi Slimane, who dropped the late founder’s first name, Yves, and in 2016 appointed Anthony Vaccarello as creative director.
During her tenure leading the house, she grew the size of the business roughly sixfold, according to market sources.
“The role of a leader is not simply to define a direction, but to create the conditions for ideas, talent and ambition to flourish,” believes Bellettini. “In a rapidly evolving world, this requires a clear sense of purpose as well as openness to different perspectives, while remaining grounded in a strong set of values. Encouragingly, organizations today are enriched by a broader range of voices, experiences and viewpoints than ever before. The real opportunity lies in transforming this richness into a catalyst for creativity, innovation and progress, while cultivating an environment where curiosity, excellence and collaboration inspire new possibilities and create lasting impact.”
Under her lead, organic revenues at Gucci fell 2 percent in the second quarter as leather goods returned to growth, supported by the launches of the Borsetto and Paparazzo bags. This followed a decline of 8 percent in the first three months of the year, and exceeded analysts’ expectations for a 4.7 percent decrease.
Before her move to Gucci, Bellettini had been named Kering’s deputy CEO in charge of brand development in July 2023, relinquishing the CEO title at Saint Laurent to oversee a stable of brands that included, in addition to the latter and Gucci, Bottega Veneta, Balenciaga, Brioni and Alexander McQueen, Pomellato, Boucheron, and Queelin. — LUISA ZARGANI
Cécile Cabanis, chief financial officer, LVMH
Cécile Cabanis, appointed chief financial officer at LVMH Moët Hennessy Louis Vuitton in February 2025, has a unique point of view about being a trailblazer.
“It means proving through action that new paths can be opened — and making sure others can walk them more easily afterward,” she said, adding that while “blazing trails is rewarding, not leaving anyone behind is even better.”
Known for her calm and candor on earnings calls during challenging times for Europe’s luxury giants, Cabanis is an engineering graduate from the Institut National Agronomique Paris-Grignon. She started her career in 1995 as a logistics manager and financial controller at L’Oréal in South Africa. In 2000, she joined French telecoms giant Orange as deputy director of mergers and acquisitions.
But she is best known for her 18-year career at Danone Group where she held a number of positions in finance and M&A, eventually becoming CFO of the group in 2015. She spent a few years as deputy CEO of Paris-based asset management firm Tikehau Capital before being recruited by LVMH, also becoming a member of its executive committee.
Cabanis noted that LVMH has made significant progress in attracting and promoting extraordinary female talent, with women now holding “more than half of our key leadership positions. This is not a finish line — it is a foundation.”
In her view, greater representation “brings greater diversity of perspectives, better decision-making and a stronger, more inclusive culture. As it turns out, diversity is not only the right thing to do; it also happens to be good business.
“I believe empowering women is not an industry issue — it is a leadership responsibility,” she argued. “Every leader has the ability to build a culture where merit, performance and potential matter more than stereotypes or biases. You can work in a traditionally male-dominated field, as I have in finance and still create an environment where talent has every opportunity to succeed.
“Creating the same opportunities for the next generation is both a responsibility and a privilege,” she added. — MILES SOCHA
Simona Cattaneo, president, Chanel Fragrance and Beauty
Chanel Fragrance and Beauty has had a burst of new energy under Simona Cattaneo.
Since January 2025, when she began leading the business, products such as Coco Mademoiselle Crush Absolu and Chance Eau Splendide were launched and new talents like Jacob Elordi signed on.
She defines being a trailblazer today as “looking at the world through your own lens, having the instinct to make bold moves and encouraging creative freedom, so that exceptional creative talent can realize their full potential,” Cattaneo said.
For her, “leadership is about setting a clear direction, listening deeply, while creating the conditions for people to thrive and for creative talent to flourish.”
It begins with passion. “Beauty is built on emotion, creativity and connection, on inspiring people, empowering them and helping them express who they want to be,” Cattaneo said. “As leaders, our role is also to partner with creative talent in a way that gives them the space and trust to unlock ideas that can shape what’s next.
“This means staying curious and looking ahead,” the executive continued. “Beauty is evolving fast, from ultra-luxury growth to creator-led discovery and technology transforming the value chain. Every generation brings new expectations, so leaders must listen and adapt. At Chanel, that means embracing open innovation, working with scientists, artists and start-ups to explore new frontiers in beauty and sustainability.”
For women executives, the playing field has opened, but is still not on a par with male executives, according to Cattaneo.
“When you take the beauty sector, women make up over two-thirds of the global workforce, yet hold only one-third of senior leadership roles,” she said. “We need to continue to encourage more women to lead and not feel they need to be perfectly ready to step forward.”
Empowering women leaders is close to her heart. “We need to create the conditions for women to be openly ambitious and lead with confidence,” Cattaneo said. “Mentoring is critical. It is not a soft skill, but a real business driver, encouraging belief, accountability and challenging you to think differently.”
She also feels the need for stronger networks of allies — women and men — who understand diversity drives performance.
“When women can lead boldly, it lifts careers, cultures and organizations,” Cattaneo said. — JENNIFER WEIL
Maria Grazia Chiuri, chief creative officer, Fendi
After exiting Dior as artistic director of women’s collections after nine years, Maria Grazia Chiuri was appointed chief creative officer of Fendi in October 2025. It is a return to the Rome-based brand as the designer kicked off her career there in 1989, helping to boost the brand’s accessories offer. In a departure from the past, Chiuri today is in charge of Fendi’s men’s and women’s collections as well as couture.
Her first ready-to-wear show bowed in February with the motto: Less I, more us. “I immediately wanted to clarify what I mean by leadership. A statement to reaffirm the value of working together, of sharing intentions and desires, the importance of understanding others and the world around us. A plurality that does not negate individuality, but becomes a necessary stance for visions to be transformed into realized projects.”
Chiuri believes that being a trailblazer today means “to be present in the world, interpret the desires and intentions of the bodies that inhabit it, and face the many challenges that our time presents us with empathy and imagination.”
In 1999, Chiuri joined Valentino, staying on for 17 years, including eight in her role as co-creative director with Pierpaolo Piccioli.
The designer has developed a reputation as a hitmaker, contributing to the hugely successful Baguette bag at Fendi, the Rockstud pump at Valentino, and at Dior, building strong brand signatures such as the Bar jacket, pleated tulle skirts, goddess gowns, Book Tote bag and the Slingback shoe, helping the company quadruple revenues from 2.2 billion euros in 2017 to 8.7 billion euros in 2024.
“In recent years, in fashion, the presence of women in relevant positions has certainly increased, but there is still a long way to go. As a woman, I say we will have reached our goal when we no longer ask ourselves how many women occupy prominent positions in the fashion system.”
Beyond fashion, Chiuri has a personal investment in Rome’s Teatro della Cometa, which she restored over five years. — LUISA ZARGANI
Nina Christen, founder and creative director of Christen, design director of shoes, Dior
In the space of a few years, Nina Christen has gone from under-the-radar powerhouse to household name in the footwear world, to a balancing act between her eponymous brand and the position of design director of shoes at Dior as one of Jonathan Anderson’s first key hires.
To the Swiss Chilean designer, being a trailblazer “means what I’ve built on my own terms is recognized by the industry as powerful,” she said.
Behind her success is an uncompromising focus on materials, technical refinements and a knack for working as seamlessly with her own geographically spread team as she does with those of major houses.
“Leadership means working with strong individuals, respecting their way of functioning while working toward the same goal,” she said. “Christen is built around strong relationships and a new kind of business structure that never compromises the founding vision.”
Working with some of the hottest names, a list that includes Celine, Bottega Veneta, Loewe and The Row, has given her a front-row seat to the evolution.
“Something has shifted at the very top of the industry in the last few years and we now see women running major luxury houses, not only in creative roles but as operating authorities,” she said. “I truly believe women bring a different approach to leadership than men, and the results and long-term vision of these new leaders are only now starting to show their impact.”
And her predominantly female team has shown what. “It happened naturally, but the experience of working within a mainly female team has been extremely nurturing,” she said. “I do believe women should make a real effort to empower other women.”
Christen is fully committed to practicing rather than preaching. “In my case, having reached a certain point in my career, it becomes even more important to be visible as an example of what a woman can achieve in a domain as historically male-dominated as shoe design and shoemaking,” she said. — LILY TEMPLETON
Emily Cole, executive vice president, creative director and chief product officer, Kenneth Cole Productions
Since joining the family business four years ago after an earlier career in law and social impact litigation, Emily Cole has held several senior-level positions at Kenneth Cole Productions.
And the executive believes you shouldn’t have to compromise yourself while carving a path for success.
“Trailblazing to me is about getting where you want to go while leading with values and insisting on being yourself,” Cole said.
When it comes to her leadership philosophy, the executive emphasized the importance of surrounding yourself with the right people and putting together high-quality teams: “Once you have a vision, the job is never to be the best at everything by yourself — it’s to find the people who are great at what they do, learn from them and give them the support and the space to help them shine and contribute their best ideas.”
To ensure representation of women at the C-suite level improves amid an era of decline, Cole believes promoting women early on in their careers is a key factor. “We need to sponsor and support women when they first enter the workplace and work toward helping them grow and getting them their first promotions — not just the last. Early career promotions and support help set women on long-term leadership paths and can help us to build the kind of talent pipelines we need to eventually make a meaningful change to disparities at the top.”
Supporting and empowering women leaders is also about creating workplaces that are understanding, flexible and aware of the many responsibilities that women balance across their professional and personal lives, Cole stressed.
“That means, among other things, reexamining outdated performance metrics that limit flexibility [such as over-indexing on unnecessary ‘face time’] and creating policies and support systems for women to balance professional ambition with caregiving responsibilities,” she said. — JADEN THOMPSON
Ayesha Curry, founder and CEO, Sweet July
A beauty founder, bestselling author, philanthropist and mother, Ayesha Curry is a legacy builder. In each role, but especially as CEO of Sweet July Skin, she leads by example.
“If I expect honesty, hard work and accountability from my team, I have to show up and live that out first,” she said.
Curry founded Sweet July Skin in 2023 as an extension of her existing lifestyle business. Inspired by her long-standing love of food and her history with problematic skin, each product in her assortment is infused with the rich aroma of Caribbean superfoods; thus transforming natural remedies and rituals into skin care that evokes a sensory experience.
Last year, the brand launched its first lip treatment line, and in June, it secured a new retail partner, Ulta Beauty.
While it’s easy to launch versions of the same products, Curry strives to offer consumers something new, something they don’t already have or can easily get. And she’s not willing to compromise the integrity of her brand’s innovation for speed. “I think in 2026, more than ever, people demand authenticity,” she said.
On how the playing field for female leaders has changed, Curry said: “I think the old school of thought was that there were only so many allotted opportunities for women, so it forced women to compete against each other. The shift I’ve seen is that more and more women are embracing the idea of there being space for everyone. Rather than competing, let’s be that community for each other to help support and lift each other up.”
Support is not silent, Curry pointed out. “Mentorship is common and great, but I do think we need more sponsorship. People willing to advocate directly for dynamic, deserving women. I’m not sure we’re going to improve the data until we can see meaningful change in that department,” she said. — KALEIGH WERNER
Sarah Davis, founder and president, Fashionphile
Since launching Fashionphile in 1999, Sarah Davis, founder and president, has been a major player within the secondhand luxury market, which is projected to be worth $360 billion by 2030.
Originally an eBay seller, Davis’ certified B-corp business received a strategic investment from Neiman Marcus in 2019. To date, the Carlsbad-based company has 14 showroom stores across New York; Beverly Hills; Los Angeles; Dallas; Boca Raton, Fla.; Philadelphia, and more.
Now, the secondhand reseller has expanded its footprint to Europe and the U.K. after acquiring Liverpool-based Luxe Collective — a London flagship is slated to open this year.
Fashionphile has also tapped household names to front campaigns: Emma Roberts, Nicole Richie, Martha Stewart and Cardi B. Assouline published a coffee-table book “Fashionphile: The Book of Iconic Bags,” looking at the 25 most iconic bags shaping fashion, culture and the resale market.
Since launching Fashionphile nearly 30 years ago, Davis said that she’s seen “incredible advancement in the playing field for women leaders” and is excited to see where the future of women’s leadership is headed.
Notably, Fashionphile’s C-suite is made up of more than 50 percent women — the company went on a hunt for the “best people for jobs” and found that “the majority are women.”
Davis said that appointing women to higher positions should be “easier than ever” for companies that aren’t discriminating and create the training and pathways for that next step. She said that this entails “investing in sponsorship and removing invisible barriers that may have historically limited access,” which allows the best leaders to have an equal chance for success.
When it comes to her own leadership style, stewardship, not authority, is the focus — and building for “where the world is headed before it’s obvious.”
“The best leaders I know have integrity and lead with humility. And you can measure their success by the growth of the people around them! Leadership is about leaving people, organizations and communities in a better place than they were in when you found them,” said Davis. — KANIKA TALWAR
Berta de Pablos-Barbier, president and CEO, Pandora
Since taking up the mantle of CEO at Pandora in January, Berta de Pablos-Barbier is dialing up the charm — and all the other new developments lined up at the Danish jewelry giant.
This year, the company introduced a new platinum-plated offer, added carbon footprint labeling and launched a new creative platform dubbed Pandora Wonders.
“In 2026, being a trailblazer isn’t about being the first to arrive,” de Pablos-Barbier told WWD. “It’s about having the curiosity to challenge convention, the courage to see possibilities others haven’t yet imagined and leaving the path wider for those who come next.”
As Pandora continues to shift gears on design, brand and market, de Pablos-Barbier said leadership “isn’t to have all the answers.” She continued, “It’s about building an environment where talented people feel confident enough to bring their best thinking, challenge assumptions and keep learning. I believe in giving people freedom within a clear framework: the freedom to make decisions, the accountability to own them and the support to keep growing.”
A veteran of global luxury and consumer goods brands, de Pablos-Barbier joined Pandora in November 2024 as its chief marketing officer after more than three years as president and CEO of Moët & Chandon. Before that, the graduate of Universitat Politecnica de Valencia logged almost six years as chief growth officer of Mars Wrigley, previously logging 14 years in various roles at the confectionery conglomerate, before joining Boucheron as vice president global marketing and communication, then becoming CMO of Lacoste.
Although there are more women than ever leading global businesses, “progress is never guaranteed,” she reminded.
Structural change is crucial. “The conversation has to move beyond mentorship to opportunity,” she said, calling for equal access to the experiences that build leaders and cultures that value diverse perspectives.
“I don’t believe women lead differently because they’re women. I believe people lead differently because of the experiences that shaped them,” she added. “Ultimately, this isn’t just a question of fairness; it’s a business question.” — LILY TEMPLETON
Alix Earle, social media personality and founder, Reale Actives
Twenty-five-year-old entrepreneur, investor, reality star and content creator with more than 14 million followers, Alix Earle is constantly switching lanes and never slowing down.
With already a robust portfolio of investments — which includes soda brand Poppi; AI-powered shopping app Phia; clean energy drink brand Gorgie, and ready-to-drink cocktail brand SipMargs — Earle, this summer, added liposomal supplement brand Cymbiotika to the mix. Just a few months prior, she debuted Reale Actives, a skin care brand targeting acne, and wrapped up filming her family’s reality show, “Earle Meets World.”
For Earle, when it comes to partnerships and brand deals, “leading with authenticity over easy opportunities” is her guiding principle. She believes in “Saying ‘no’ to things that don’t feel true, even when they’re lucrative. I also believe in patience: waiting until something is genuinely ready instead of launching when the hype is loudest. And I trust my gut on people; some of my best decisions came down to a single honest conversation rather than what might be written down on paper.”
In her experience thus far, Earle said she’s picked up on how exactly the playing field for women leaders has changed over the last few years and the barriers that are not yet broken. “There’s definitely way more visibility now, especially for women in the creator space, and more room to build something your own way. However, structural elements like access to funding, leadership opportunities, and decision-making seats at the table haven’t always kept pace. I feel that firsthand walking into rooms where I’m often the youngest person there and sometimes the only woman,” she noted.
On what being a founder means today, Earle said it’s “being involved in every part of the business, from product development and community feedback to brand strategy and long-term growth.
“There’s a growing recognition that women can be both creative and highly strategic business leaders. I hope seeing more women build and scale successful companies helps redefine what leadership looks like and makes it easier for the next generation to step into those roles with confidence,” she continued. — KALEIGH WERNER
Colie Edison, chief growth officer, WNBA
With interest in the WNBA at an all-time high, Colie Edison is changing the landscape of women’s sports and using it as a platform to shift the narrative.
The first in her role, Edison joined the league in 2022 and leads its global revenue strategy across its partnerships, events, digital and more. During her tenure, major household names that inked deals include Peloton, New Balance, Reebok, Coach, Skechers and Nike, and individual teams signed on Sephora, Off-White, Rakuten, Neutrogena, Away, Pinterest and Spotify.
One of her major accomplishments has been securing the WNBA’s media rights deal with Walt Disney Company, Amazon Prime Video and an agreement with NBCUniversal, which has opened up the floodgates for the WNBA’s sponsorships and its overall brand visibility.
“Women’s sports have proven that investing in women isn’t a social initiative — it’s a business opportunity,” she said. “The conversation has shifted from ‘Why women’s sports?’ to ‘How do we do more?’ and that’s opened doors for more women to lead, influence strategy and shape the future of our industry.”
Recently, Edison led the fourth annual WNBA All-Star Weekend in Chicago, which boasted more than 30,000 fans, 35 partnership activations and more than 150 player and talent appearances. The likes of former President Barack Obama, Dwyane Wade and Gabrielle Union, and Malala Yousafzai all stopped by.
“Sponsorship, meaningful roles, equitable pay and flexibility that recognizes people have lives outside of work — especially mothers — aren’t perks; they’re how you build stronger businesses. The companies that invest in women leaders today will be the ones winning tomorrow.”
According to Edison, the best way to be a great leader is to create more leaders. And as a working mother, she’s learned that leadership isn’t about having all the answers. Showing up, staying curious and making people feel seen is paramount in all aspects of her life, whether in the boardroom or at the kitchen table.
“Being a trailblazer in 2026 means creating opportunities that outlast you,” she said — the strides that the WNBA has helped make for women’s visibility in sports continue to influence the wider cultural landscape in fashion, beauty and beyond. — KANIKA TALWAR
Aude Gandon, chief digital and marketing officer at the Estée Lauder Cos.
Since joining the storied beauty company in August 2025 in the newly created role, Aude Gandon has been making her mark.
Leading the company’s digital, marketing and media ecosystem across its portfolio of prestige beauty brands, her accomplishments include transforming the marketing operating model, launching the Jo Malone London Scent Finder with Pinterest and teaming up with WPP as its first global media partner.
Gandon brings more than 20 years of experience in global marketing and digital leadership, most recently serving as global chief marketing officer at Nestlé, where she led the company’s digital transformation across 188 markets and over 2,000 brands. During her tenure, she launched new operating models, global content studios, and strategic partnerships with major technology platforms including Google, Meta, Amazon and Netflix.
Her career also includes senior leadership roles at Google, where she was global managing director for platforms and ecosystems, and at top creative agencies such as Publicis Worldwide, McCann and Leo Burnett, where she worked with world-class beauty and luxury clients.
“A trailblazer doesn’t see legacy and the future as competing forces: she turns legacy into the foundation for what comes next, embracing every capability — new and old — to help brands evolve with the speed of culture,” said Gandon.
Her leadership philosophy is simple: “Say what you mean, back your people publicly, and never let politeness get in the way of honesty.”
“Direct, honest feedback only works when paired with a clear and strategic vision — where we’re going and why,” she continued. “This way of leading is aligned with our company’s long-standing culture, originated from Mrs. Estée Lauder herself. She walked into department stores and put products in consumers’ hands because she believed deeply in the power of being direct and persuasive, but that was backed by her strong belief in the products. I aim to bring that same combination into how I lead today — the candor to tell people the truth, and the strategic clarity for how to take action.” — KATHRYN HOPKINS
Béatrice Goasglas, CEO, Tag Heuer
When stepping up as CEO of Tag Heuer in May, Béatrice Goasglas joined the rarefied list of women at the helm of a watchmaker — and the first to lead the 166-year-old LVMH Moët Hennessy Louis Vuitton — owned company.
For Goasglas, being a trailblazer “means having the courage to challenge convention while creating progress that genuinely improves people’s work, your industry or the experiences you offer your customers, without forgetting who you are at your core.”
Her approach to leadership is firmly people-first. “Leadership begins with trust. I believe people do their best work when they feel empowered, respected and encouraged to challenge ideas, including mine,” she said.
Goasglas’ career took her from Sephora and L’Oréal to The Kooples and SMCP before joining Tag Heuer in 2018. She believes that “A leader’s role is not to have every answer, but to create an environment where talented people can contribute their expertise and where different perspectives are genuinely valued. I also believe consistency is essential.”
She has witnessed meaningful shifts for women in the industry. “Today there are more women leading teams, driving innovation and influencing strategic decisions than ever before. That is encouraging progress,” she notes.
But she is equally clear-eyed on how far there still is to go.
“The conversation has to move beyond aspiration and become part of how organizations operate every day,” she said. That means “environments where talent can develop over the long term through mentorship, sponsorship and transparent career progression,” and where flexibility is recognized as critical “because careers are rarely linear.”
Just as crucial is her opinion that “diversity should be recognized as a competitive advantage.”
“When people with different experiences contribute to solving the same challenge, the outcome is almost always stronger. That applies equally to product innovation, business strategy and company culture,” she added. “My hope is that, in the future, we spend less time discussing whether women belong in leadership and more time discussing the ideas and achievements they bring to those positions.” — LILY TEMPLETON
Eileen Gu, Olympic gold medalist, athlete
Eileen Gu is proof that choosing just one lane is a thing of the past.
The San Francisco-born athlete, who competes for China, became an international star at the 2022 Beijing Winter Olympics, where she won two gold medals and one silver. Four years later, she extended that record at the Milan Cortina Games.
On top of being the most decorated female freestyle skier to date, the 22-year-old is a recent Stanford graduate, where she studied international relations, and a growing presence in the luxury world, from brand ambassadorships to front-row presence.
On the fashion front, Gu dazzled in Iris van Herpen at this year’s edition of the Grand Dîner du Louvre and has attended shows including Chanel’s fall 2026 ready-to-wear and Dior fall 2026 couture shows. In July, she was recently named Giorgio Armani global makeup ambassador.
This “all of the above” track embodies the idea that women no longer need to narrow themselves to be taken seriously. It also slots in with Gu’s stated goal to use her ever-growing platform to bring more women into action sports as well as expand the audience for women’s competition.
Gu’s power lies in the way she makes achievement look multidimensional by not being pigeonholed as an athlete who works in fashion or a fashion fixture with academic credentials.
Also remarkable is her multicultural fluency, built on her upbringing between the U.S. and China. As Gu continues to chart her path through these interconnected spheres, her moves build toward the idea that range may be a new form of leadership. — LILY TEMPLETON
Charlotte Holman, president of Christian Dior Couture Americas
After overseeing a period of significant growth as president of Parfums Christian Dior for North America, Charlotte Holman is now turning her hand to the fashion business, having been named president of Christian Dior Couture Americas in January, succeeding Alexandra Winokur.
Prior to Dior, Holman has had a varied career spanning strategic consulting at Monitor Deloitte and later senior management roles at brands including Charlotte Tilbury Beauty, Estée Lauder Cos. and Burberry.
“Being a trailblazer means having both the courage to break barriers and the responsibility to reshape the path, making it more open, inspiring and empowering the next generation to go even further and, ultimately, helping others rise,” Holman said.
Her philosophy and values when it comes to leadership? “I believe extraordinary business results are made possible when clear strategy and strong commercial focus converge with a team that feels a genuine sense of purpose, joy and pride in their work. My ultimate role as a leader is to create a culture where people feel connected to the brand’s vision and legacy, inspired to dream bigger, supported to take risks and empowered to deliver every single day.”
She believes that while there has been meaningful progress for women in leadership, they can still face a higher bar in proving they are ready and worthy of their next leadership role.
“At LVMH, however, there has been a long-term commitment to strong female representation across the group and its maisons, which you see at every level,” she said. “On a personal level, I feel extremely fortunate to work alongside strong, courageous and successful female leaders. At Dior Couture, I am deeply inspired by Delphine Arnault’s pursuit of excellence for the Dior brand and its teams. She has a clear vision for Christian Dior Couture to be at the center of luxury fashion, and I’m committed to ensuring the Americas plays a meaningful role in realizing that ambition.”
Nevertheless, she stressed that the industry needs more women in leadership than ever. “Our responsibility is to accelerate women along the path to leadership by taking bets on emerging talent and deliberately creating opportunities to build transversal skills and experiences. As the next generation ascends, reversing recent patterns of attrition will also require us to be much more attentive to helping women navigate career and life in a more integrated and sustainable way.” — KATHRYN HOPKINS
Molly Howard, cofounder and CEO, La Ligne
Molly Howard, who was previously head of business development at Rag & Bone and an analyst at Credit Suisse, cofounded La Ligne in 2016. The company has grown its direct-to-consumer business, operates 10 freestanding locations and wholesales its collection at Net-a-porter, Shopbop as well as specialty stores.
Ten years in, Howard reflects on what it means to be a trailblazer. “[It] means building something with purpose, leading by example and creating opportunities for the people around you to grow, contribute and ultimately become leaders themselves.”
On being a leader, Howard said, “My goal is to be the kind of leader people feel comfortable coming to with a problem, an idea or a disagreement. When people feel heard and valued, they’re more engaged, more creative and ultimately happier at work. That’s when the best work happens.”
Howard makes a distinction when it comes to women’s progress in the industry. “I think we’ve confused progress with parity. We’ve absolutely made progress, and that’s worth celebrating, but I don’t think we’re at a truly equal playing field yet. Many women still feel they have to prove themselves before they’re trusted and carry an internal pressure to be exceptional just to be seen as enough. The most encouraging part for me is being able to watch an incredible generation of women leaders who are changing that narrative. Every woman who succeeds makes it a little easier for the next one to believe she belongs there too.”
Howard elaborates, “At a time when women’s rights are under attack and our national leadership is sending mixed messages about women’s autonomy and equality, it’s unrealistic to expect the corporate world to operate in isolation. Businesses have an important role to play, but they’re swimming against the tide. Our industry should continue to promote women into positions of real authority, invest in mentorship and sponsorship and make sure women are represented where decisions are made. But if we want to see more women in the C-suite, we also need a broader culture that values women’s leadership instead of constantly asking them to prove they belong there.” — LISA LOCKWOOD
Norma Kamali, founder and designer
“Leadership is a personality,” declared Norma Kamali. “A trailblazer at any time is someone who looks forward and creates opportunities.”
The statements ring true to Kamali, whose nearly 60-year career as a designer, entrepreneur and innovator has made her a household name and American fashion legend. Since founding her namesake label in 1967, Kamali has proven to be a maverick for her wide range of fashions including the iconic sleeping bag coat, sweats and ready-to-wear, sensual swimwear, parachute clothing and jersey knit layers, all designed at an accessible price point and machine washable.
Since then, Kamali has forayed beyond fashion in 2021 with her Wellness Café and also chronicled her lifelong journey with wellness in her book, “I Am Invincible.” In 2024, the designer received the WWD International Designer of the Year Award at the Global Fashion Summit in Riyadh, Saudi Arabia and was honored at the Fashion Institute of Technology’s annual Awards Gala.
“The playing field is always changing and leadership means looking forward at goals and challenges in spite of any disadvantages. When there are advantages, keep in mind they may only be temporary and that is OK,” she said of the changing time for women the past few years.
She’s exemplified these ideas during her career through her interest in learning about technology — as seen in the opening of her brand’s website in the mid-1990s, making her a pioneer — as well as recent studies and embracing of artificial intelligence. Kamali has not only taken courses on AI at the Massachusetts Institute of Technology and is using it to interpret her vast design archive, but also hosts guests from the industries spanning fashion to technology on her podcast, “Normakamalife.”
“AI is having a bigger impact on all people going forward and this may be a time when you totally rethink your purpose and how you will evolve in this very exciting yet unfamiliar time,” Kamali told WWD of how the industry should be supporting and empowering women leaders. — EMILY MERCER
Heather Kaminetsky, CEO, Net-a-porter
For Heather Kaminetsky, returning to Net-a-porter’s vast offices at Westfield London was an emotional homecoming. Earlier in her career, she had served as Net-a-porter’s vice president, global marketing before joining Mytheresa, now NAP’s sister retailer, as president of North America.
When she walked back into the offices as CEO last year, Kaminetsky cried, but as soon as those tears were dry she got down to work “reigniting the magic” and sparking customers’ interest in the retailer once again.
She named a top management team, some of whom she’d worked with before and traveled extensively, courting EIPs, or extremely important persons, celebrities and designers in a continued challenging market for luxury.
Kaminetsky has been paying attention to the broader customer base, too, adding more personal shoppers and fine-tuning the messaging to appeal to a new and more cautious consumer. “Through marketing, and our premier delivery service, we really have activated a lot of what I would define as ‘win-back customers,’” she told WWD earlier this year.
It requires a lot of energy and optimism, but that’s what being a pioneering leader is about. Kaminetsky believes the best leaders “combine clarity in vision with empathy, empower others to do their best work and lead with honesty, curiosity and accountability,” and that trailblazers in particular, “embrace change, challenge assumptions and use influence to open the doors for others.”
Although the playing field has changed for women leaders in the industry, Kaminetsky would like to see the pace of that change quicken. “I feel incredibly proud to be a female CEO leading a business that’s in service of other women. I would love to see more women leading in our sector. We’ve seen encouraging signs of progress, but as an industry, there is still so much more to do,” she said.
Leaders, she believes, should be “investing in the talented women we have in our industry, championing their development and creating opportunities. As a community, I believe we have a responsibility to support each other, connect and share our experiences so we can continue driving progress.” — SAMANTHA CONTI
Daniella Kallmeyer, founder and creative director, Kallmeyer
South African-born designer Daniella Kallmeyer started her career working for New York brand Luca Luca while a student at Syracuse University before transferring to receive a BFA with honors from the London College of Fashion. She worked at companies such as Proenza Schouler and Alexander McQueen before launching her own designer collection, Kallmeyer, in 2012.
Kallmeyer is known for empowering her clients through their wardrobes. Her collections balance masculine and feminine energy while building a strong and loyal community. In the review of her fall 2026 collection, WWD wrote, “These were capable, emotional pieces — hero items that felt discovered, personal and quietly powerful.”
Asked what being a trailblazer means to her in 2026, Kallmeyer said, “Being a trailblazer means setting your vision on an impossible mission or new territory and then making it feel inevitable and essential.”
Kallmeyer believes that in being a leader, you must bring others up with you. “Be kind, be discerning, be solution-oriented. Raise the bar and bring people up with you — rising tides float all boats,” she said.
She acknowledged that the playing field has changed for women leaders during the past several years. “The appetite for women-led brands has certainly grown and evolved with the times but it is not simply enough to show up for representation or make beautiful things. As a leader in fashion you’re not only designing collections — you’re building community, creating content, running a business, adjusting to culture, technology and politics and constantly proving relevance. The recipe might have changed but the ingredients are the same — the antidote to a world of tech and overconsumption remains authenticity and expertise.”
Kallmeyer was asked what the industry should be doing to support and empower women leaders.
“Companies with more than 30 percent women on executive teams consistently show stronger financial performance and create superior long-term economic value. Good leaders raise up those around them and create more strong leaders. Strong leaders lead with kindness, generosity and creativity,” said Kallmeyer. — LISA LOCKWOOD
Mona Kattan, founder and CEO, Kayali
Fragrance has been riding high for several years and Kayali founder Mona Kattan has been not just a beneficiary but a catalyst of the boom.
The perfume label she launched in 2018 under the Huda Beauty umbrella — and took independent in 2025 via a joint ownership deal with General Atlantic — has become a staple for perfume lovers around the world, rising to the number-one fragrance brand position at Sephora even as the category grows more competitive.
“To be a trailblazer means having the courage to ignite the light within yourself and walk where no path exists, so your journey lights the way for future generations to dream bigger,” said Kattan.
Her approach with Kayali embodies this ethos, with the brand being an early global purveyor of ultra-gourmand fragrances — bestsellers include Yum Boujee Marshmallow | 81 and Vanilla | 28 — as well as Middle Eastern-inspired fragrances, both of which are soaring today.
“It’s incredibly inspiring to see more women building businesses, leading global brands and redefining what leadership looks like,” said the United Arab Emirates-based founder, who also stars in Netflix’s “Dubai Bling” series. “Women continue to face unique challenges, but I believe we’re entering an era where authenticity, emotional intelligence and purpose-driven leadership are finally being recognized as strengths rather than exceptions.”
Next up, she’s taking Kayali into body care for the first time, though if Kattan’s history is any indication, the expansion is one of many frontiers where Kayali will not only break ground but set trends.
“We need more women in decision-making roles who are committed to opening doors for the next generation, because representation creates possibility and when women succeed, entire industries become stronger, more innovative and more inclusive,” said Kattan. — NOOR LOBAD
Laura Kim, cofounder and co-creative director, Monse
The Seoul-born designer started as an intern at Oscar de la Renta before working her way up to design director, then ultimately as co-creative director for the American brand with colleague Fernando Garcia. In 2016, the duo then cofounded Monse, the luxury American fashion brand known for reworking masculine staples and peppering in cool girl femininity. For nearly 10 years, they worked as co-creative directors for both brands before departing Oscar de la Renta in February 2026 — they remain on the company’s board of directors — to fully focus on their work at Monse.
“One of the biggest things I’ve learned this year is to be more open-minded. Everyone has different perspectives and strengths, and giving people the benefit of the doubt has led to stronger relationships and better collaboration,” Kim said.
In addition to her co-creative director and cofounder roles, Kim is an avid business woman, partnering with Crate & Barrel for a home collection; a chef and baker, and has even taught a creative collaboration and fashion class with Garcia for MasterClass.
Kim said her philosophy and values toward leadership are “about recognizing both the strengths and the growth areas in each person. It’s easy to focus on what someone already does well, but true leadership is helping people build confidence in the areas they find challenging while continuing to develop their strengths.”
“I think the most important thing is creating a culture where people genuinely support each other. For example, when someone on my team became a mother, the entire team stepped in to help during her transition — covering for her when needed while encouraging her to continue growing in her career. Reaching the C-suite isn’t something you do alone. It takes a strong team, a support system and a workplace that understands leadership is sustainable when people lift each other up,” she said, noting more companies should be working to create more opportunities and representation at the leadership level rather than solely holding conversation and raising awareness around diversity. — EMILY MERCER
Susie Kuhn, president of Active Group at Wolverine Worldwide
In the words of Wolverine Worldwide Active Group president Susie Kuhn, her leadership philosophy is “pretty simple.”
Indeed, for Kuhn, it all comes down to “how you show up for your people” and building teams that “work as diverse collectives” that can move as one unit to achieve goals.
“When you’re early in your career, sometimes you think it’s your knowledge that’s going to get you to where you need to be and it does work for a while,” Kuhn described. “But then you get to a scope where you couldn’t possibly know everything, and so at that point, you realize that it’s not about you being the system; it’s about building the people and the capabilities to work as a system that’s really durable.”
This philosophy also aligns with how Kuhn describes what it takes to be a trailblazer in 2026 — seeing around corners, knowing when and how to make both courageous and quiet decisions and choices, and really building capabilities for others to succeed.
As for how the industry has changed over the years, the executive said it has made “meaningful progress” toward promoting female leaders. “When I think about where I started my career and where we are today, I have a lot more women around me in the leadership team,” Kuhn explained. “Versus early on in my career, and in my mid-career, I was often the only woman in the room. That just never happens to me anymore, which is great. So that’s progress that’s visible and real.”
Despite this movement forward, Kuhn remains “relentlessly focused” on providing feedback to her team to help empower them.
“Feedback is incredibly valuable because it’s about learning and adapting and continually working on yourself so that you can be more effective in your role,” the executive added. “And I’ve really learned to ask the question, ‘Is this feedback that I’m getting helping me be more effective? Or is it helping me be more similar to somebody’s idea of what leadership should look like?’ And I think creating that distinction between style over substance is important. If we can make meaningful change on that notion that many different styles can be leaders in many different situations, there will be even more progress.” — STEPHEN GARNER
Vania Lacascade, global brand president, Lancôme
Vania Lacascade is catapulting Lancôme into a new era.
A drive to make the brand the reference for skin longevity at every stage of life has been a key tenet of her strategy. Since taking the reins of Lancôme in July 2025, the brand partnered with Swiss longevity biotech company Timeline on Absolue Longevity MD, a new skin care line designed to target and reverse skin’s biological age at different life stages, among other important moves.
Lacascade champions setting the standard of inclusive innovation.
According to the executive: “To be a trailblazer in 2026 is to have the courage to invent what comes next rather than extrapolate from what already exists, knowing that innovation is never a straight line but evolves at the intersection of science and culture, requiring intuition when data isn’t enough yet and the boldness to change altitude and see possibilities before they become obvious.”
She chooses optimism to power progress.
“Leadership, to me, is about creating movement, setting a clear direction, giving people the confidence to move and the freedom to take risks,” Lacascade said. “At Lancôme, my role is not simply to protect an icon, but to keep that icon in motion.”
The biggest shift she noted for women leaders in the recent past is that they no longer must fit a predefined model of leadership.
“Throughout my career, I have never wanted to choose between different parts of who I am or how I lead, between being a scientist and a creative,” Lacascade said. “What’s changed is that women no longer have to shrink their complexity to fit a seat. The playing field is changing because women are writing new definitions of power, with their own voices, strengths and ambitions.”
Her strategy to support and empower female leaders is clear.
“We need to move from intention to opportunity,” Lacascade said. “Mentorship matters, but sponsorship matters even more. Women need to be entrusted with the roles, businesses and transformations that create the next generation of CEOs. I deeply believe in transmission, and as leaders, our responsibility is not only to identify talent, but to actively create opportunities for women to rise.” — JENNIFER WEIL
Mary Beth Laughton, president and CEO, Rei Co-op
Mary Beth Laughton joined REI Co-op at a pivotal time for the company.
When the veteran of Nike, Sephora and Athleta took the reins at the outdoor retailer as president and CEO in early 2025, she inherited a business that was in the midst of layoffs, store closures and the elimination of its travel and experiences arm in a quest to return to profitability.
Although still operating in the red, REI is moving in the right direction under the leadership of its trailblazing CEO, whose leadership style is centered around people.
“Being a trailblazer in 2026 means staying true to your values, moving forward even when the path isn’t clear and having the courage to bring others along with you,” she said.
What that translates into is a leadership philosophy centered around “creating clarity and helping people move forward together,” she said. “My job is to help teams focus on what matters most, especially when things feel uncertain. I’ve never believed leadership is about having all the answers. It’s about listening, making thoughtful decisions, communicating authentically and creating an environment where people can do their best work.”
As a woman at the upper echelon of a major company, Laughton is proof positive that females can achieve success in business. “I continue to see real progress in creating opportunities for women to lead businesses and help shape the future of our industry,” she said. “We’re living through a time of incredible change and companies are looking for leaders who can bring people together, communicate clearly and authentically and lead through ambiguity. I think that will continue to expand the opportunities for women in leadership roles.”
To clear the path for other women, Laughton believes companies “need to be intentional about creating opportunities. People grow when they’re trusted with meaningful challenges and given the chance to lead through them. Looking back on my own career, some of my biggest opportunities came from leaders who believed in my potential and were willing to take a chance on me before I had fully proven myself. I think every leader has a responsibility to do that for others. And as part of that, it’s important to ensure that talented leaders gain the broad operating experience and visibility that prepare them for senior leadership. That’s how we build stronger leaders and, ultimately, stronger organizations.” — JEAN E. PALMIERI
Carla Liuni, chief brand officer, Ferrari
Carla Liuni joined Ferrari in September 2022, a pivotal moment for the brand, as chairman John Elkann was embarking on the new fashion project.
Liuni was previously chief marketing officer at Pandora, and before that she was leading global marketing and communications at Bulgari. She also spent almost 20 years at Procter & Gamble, where she was general manager for the Prestige division.
With creative director Rocco Iannone, Liuni has been successfully cementing the luxury positioning of Ferrari Lifestyle, shifting away from the brand’s previous merchandising range.
“Being a trailblazer in 2026 is a balancing act: having the strength to protect the heritage of the brand while reinventing it. Redefining possibilities and transforming them into value creation for the company,” said Liuni.
She has been spearheading a selective rollout of luxury lifestyle stores, most recently in London with its own atelier and bespoke services, which followed others in Ferrari’s hometown of Maranello, as well as in Milan, Rome and Miami. Temporary units have also been established in Las Vegas and Monte Carlo where F1 races take place.
“I believe leadership is ownership. It starts with creating a vision and the conditions for talented people to thrive. It is about accountability, courage and the desire to execute with excellence till the very last mile,” said Liuni. “The playing field has evolved from a conversation about representation to one about impact and accountability. As leaders, we have a responsibility to turn principles into measurable outcomes, translating values into actions. At Ferrari, securing global Equal-Salary Certification demonstrated that commitment and showed that merit, opportunities and equal pay can go hand in hand.”
In a key role in a male-dominated industry, Liuni believes, “We need to move beyond intention and create real pathways to leadership through sponsorship, equal opportunities, flexible career models and cultures where diverse perspectives are genuinely valued. Talent exists everywhere. Our responsibility is to ensure opportunity does too.” — LUISA ZARGANI
Valerie Macaulay, cofounder and chief creative officer, La Ligne
Valerie Macaulay is the cofounder and chief brand officer of La Ligne, which was founded in 2016. She started her career at Harper’s Bazaar and spent nearly 10 years in Vogue’s fashion department before teaming up with Molly Howard and Meredith Melling to start La Ligne, which redefined the stripe as a modern wardrobe essential.
Asked what it means to be a trailblazer in 2026, Macaulay said, “Take risks and don’t always rely on past formulas for success. Fashion and even more so, the digital space is constantly evolving. Being experimental and trying new ways of engaging with your customer will keep the brand fresh.”
Macaulay believes in a collaborative approach to leadership. “I value input beyond my own opinion and dislike working in a vacuum where only my voice is heard. Oftentimes the best ideas come from an insight a colleague or coworker has that improves the overall concept. When everyone’s eyes in the room light up, you know you have something powerful.”
On the landscape for female leaders in the industry, Macaulay said, “Particularly in fashion, a woman’s point of view — as people with spending power — is critical in building a successful brand, whether it’s about design or customer engagement. Because of this, I do believe the space has opened up significantly for women to own, lead and build businesses. However, I think fundraising is still an area that could be improved to provide women equal footing when it comes to investment.”
Macaulay dived further, elaborating that, “Investment is a huge component of building a business and I don’t think there are enough funds going to women-founded enterprises. It can create an imbalance in the hierarchical structure of the company when men ultimately get more financial commitment. I would love to see more funds or even angel-investor forums looking for women-led businesses to help nurture them and fill the gap.” — LISA LOCKWOOD
Diane Mahady, president and CEO Americas, Hermès
Diane Mahady has a long history in luxury.
The president and CEO of Americas for Hermès worked for Saks Fifth Avenue, Ermenegildo Zegna, LVMH, Louis Vuitton and Coach before joining the French fashion house in 2021 and being elevated to the CEO Americas role in early 2025.
Over the course of her career, Mahady has learned how to not only attract a high-end customer, but also hone the personal skills needed to climb the corporate ladder. For her, it all comes down to people.
“Being a trailblazer in 2026 is about putting people first, staying true to your values and having the confidence to do things differently,” she said.
Throughout her career, she said her leadership skills have always centered around people. “I believe the best ideas come from listening, staying curious, and never pretending to have all of the answers,” she said. “For me, leadership is about building genuine relationships, creating trust, empowering others and working as a team. I also think having fun matters — because when people feel valued, supported and enjoy what they do, they do their best work.”
Since starting out at Saks in 1989, Mahady has experienced a lot of change, but the biggest shift she’s seen is “recognizing that great leadership doesn’t look just one way. Important skills that were historically undervalued, like empathy, listening and emotional intelligence, are now valued as real strengths. There is still more to do, but it’s encouraging to see the industry embracing a broader, more human approach to leadership.”
Even so, it’s not easy for women to advance to the C-suite, a trend that Mahady has bucked. And she sees a bright future for the women who will follow in her footsteps.
“As leaders, we have the chance to improve things for the next generation,” she said. “That means lifting others up, sharing what we’ve learned and creating workplaces where people feel included, supported and able to be themselves. When more women have the opportunity to lead, everyone benefits — from fresh perspectives to stronger teams. It’s about leaving things better than we found them.” — JEAN E. PALMIERI
Bhavitha Mandava, model
If ever there were a tale of true serendipity, it would be the story of Bhavitha Mandava’s rise to supermodel stardom.
Two weeks before Mandava made her modeling debut in Matthieu Blazy’s Bottega Veneta spring 2025 show, she was riding the subway as a student pursuing a master’s degree in integrated design and media at New York University’s Tandon School of Engineering. Modeling was far from the first thing on her mind, and yet, a scout who spotted her inside the train car could see her runway career clearly.
Blazy, too. The renowned designer took an immediate interest in Mandava, casting her in not just his final show as creative director of Bottega Veneta, but his first at Chanel in October 2025. She then made history as the first Indian model to open a Chanel show at his Métiers d’art presentation in December, which, ironically, was staged in a New York City subway. Today, she’s a house ambassador and a celebrated muse of Blazy’s.
When thinking about her legacy and leadership philosophy, Mandava often comes back to one saying in particular: “People may not remember what you achieved, but they remember how you made them feel.”
“For me, leadership is very much about people,” she continued. “It’s about bringing out the best in others, listening, creating trust and giving people the confidence to share their ideas and take ownership. I also believe you don’t have to have all the answers as a leader. Sometimes the best thing you can do is create the space for others to find them.
“To me, being a trailblazer is about having the courage to challenge what has always been done and the curiosity to imagine what could be next. It’s about creating new possibilities, staying true to your values and, importantly, making the path a little wider for those who come after you. In fashion, where change and creativity are constant, I think the most meaningful trailblazers are those who create change while bringing others along with them,” she said. — KALEIGH WERNER
Leigh Manheim Levine, president, Coach North America
For Leigh Manheim Levine, president of Coach North America, supporting women leaders isn’t just about equity, it’s about building stronger businesses.
“Diverse leadership teams bring broader perspectives, make better decisions and foster cultures where people can thrive,” the executive said. “Organizations need to be purposeful about identifying, developing and advocating for female talent at every stage of their careers. When women see leaders who look like them and have navigated similar challenges, it reinforces what’s possible.”
Manheim Levine added that the retail industry has done a good job of recognizing the importance of diverse perspectives and has created opportunities for women to lead at every level of the business.
“We’ve certainly made progress, but leadership has become increasingly complex, and many women still face challenges balancing professional ambitions with personal responsibilities,” she said.
This perspective mirrors Manheim Levine’s leadership philosophy, which she describes as leading with “clarity, purpose and humanity.”
“I’ve always believed that great results come from great people,” she explained. “As leaders, our role is not to have all the answers, but to create an environment where people feel empowered to contribute, grow and do their best work. That starts with trust, transparency and a genuine commitment to developing others.”
Manheim Levine further noted that she believes that leadership is a responsibility, not a title. “The most impactful leaders are grounded in service,” she said. “They listen, they remain curious and they are willing to make difficult decisions while leading with empathy. In retail especially, where change is constant and teams are on the front lines of serving customers every day, it is critical to lead with both accountability and heart.”
The executive added that she hopes to leave a legacy that’s not only defined by just her business results. “[I’d like it to be] measured by the people I’ve helped develop, the opportunities I’ve created for others and the culture we’ve built together.” — STEPHEN GARNER
Kory Marchisotto, president, E.l.f. Brands
Ask Kory Marchisotto for her leadership philosophy, and she’ll quote Picasso: “The meaning of life is to find your gift. The purpose of life is to give it away.”
It’s safe to say Marchisotto has found her gift, having just been named the inaugural president of E.l.f. Brands in April. The promotion — which came after 16 years at Shiseido, two years at BareMinerals and seven years (and counting) at E.l.f. Beauty — was a testament to her sharp marketing vision, which helped drive E.l.f’s explosive growth over the last few years. Some of her greatest marketing hits include a 2023 Super Bowl commercial starring Jennifer Coolidge, which was engineered and executed in just three weeks.
Marchisotto joined E.l.f. as chief marketing officer in 2019, and a little over a year later, she was named global chief marketing officer and president of Keys Soulcare, the lifestyle brand founded by Alicia Keys. In this role, Marchisotto brought the brand up to speed on social media, tapping into TikTok, specifically.
While the beauty veteran has certainly managed to crack the executive code, she’s well aware of the universal lack of female representation at the C-suite level. “The playing field has evolved in important ways — there is more visibility, more ambition and more access to networks and platforms than ever before,” she said. “Yet the climb is still uneven, and the data reminds us that progress is real, yet far from complete. Growth doesn’t happen in the status quo. In the words of Billie Jean King, ‘We will fight the good fight until our last breath.'”
And what does that fight look like? Sponsorships. “Don’t just mentor women, sponsor them. Give them real P&L responsibility. Give them stretch roles. Make promotion criteria transparent. Hold leaders accountable for building balanced pipelines. E.l.f.’s Change the Board Game initiative is living proof that leaders can drive real systemic change when they pair ambition with action and use their platform to open doors for others,” Marchisotto said. — KALEIGH WERNER
Leslie Marino, president of L’Oréal Professional Products division, U.S. Brands
Leslie Marino’s philosophy and values when it comes to leadership have been shaped by her 36 years at the beauty giant. “Having worked across diverse brands and nearly every beauty category — I’ve learned that experiencing different facets of the business stretches and grows you as a leader.”
If she had to define her leadership style, it’s natural, approachable and rooted in vulnerability. “People connect with leaders who are authentic and open, and the younger generation gravitates toward a less formal approach. I’m also a firm believer that an effective leader doesn’t need to have all the answers…voicing that to my team puts people at ease; it creates a culture of mutual reliance where everyone knows their contribution is important.”
The most defining moment of her career happened during a business crisis when she led the fragrance group through the 2009 financial crash. “Watching the numbers drop and having to rebuild was terrifying! But it was an incredible confidence builder. In the moment, it’s nerve-wracking, but when you look back there’s always a learning and ‘aha’ moment from it,” she said.
On how the playing field changed for women leaders in the industry during the past few years, she noted the landscape for women leaders in the beauty industry has evolved significantly, marked by both incredible progress and still ongoing challenges.
“We’ve seen an explosion of female entrepreneurship. The rise of indie brands has allowed a new wave of brilliant female founders to disrupt traditional markets and scale successful businesses on their own terms. At the same time, consumer expectations have shifted toward authenticity, transparency and inclusive product development — areas where women leaders have historically driven the vision and cultural heartbeat of our industry.
“When looking at the broader landscape, industry data reminds us that women still face hurdles reaching the highest C-suite levels,” she continued. “The conversations are shifting, but empowering women isn’t just the right thing to do, it’s a business imperative for driving innovation to today’s consumer.” — KATHRYN HOPKINS
Meredith Melling, cofounder and chief brand officer, La Ligne
Meredith Melling, cofounder and chief brand officer of La Ligne, spent 17 years at Vogue before starting La Ligne, which has found a niche in the contemporary sportswear space for effortless pieces anchored on the timeless motif of the stripe.
When asked what it means to be a trailblazer in 2026, Melling said it’s to “challenge the inherited rules and ways of doing things with enough conviction, research and data to create an exciting path forward, while maintaining the generosity and confidence to bring others along with you.”
Melling said she’s always worked by the rule of “high standards, low ego.”
“I try to be honest about my strengths and expectations, as well as my own blind spots and weaknesses,” she said.
Describing her leadership philosophy and what values guide it, Melling said, “I try to give a strong sense of the vision and the known parameters, then leave enough room for my team to push the obvious and take the ideas somewhere better. The best teams are made up of curious people with different points of view, and the confidence to comfortably and respectfully disagree and challenge one another.”
She said women have helped broaden the definition of leadership by proving that collaboration, emotional intelligence and partnership are not softer alternatives to authority. “I do feel like there is still this expectation that a woman must choose between being the tough, relentlessly ambitious boss or the warm, nurturing empath. But that either/or is simply not how people (women or men for that matter) work,” she said.
Asked what the industry should do to support and empower women leaders, Melling said, “We need to continue to commit to more meaningful, real sponsorship of women in the workplace. That means advocating for women, when they are not in the room, putting their names forward even before opportunities arise, trusting them with real authority, funding their ideas, paying them fairly and giving them the same room to experiment, make mistakes and recover that men have historically been given,” she said. — LISA LOCKWOOD
Sarah Mensah, president, Jordan Brand
As one of Nike Inc.’s highest-ranking women leaders, Jordan Brand president Sarah Mensah understands the importance of leading with purpose. Sometimes, that means moving into places “that weren’t built for you.”
“The playing field has changed because women are no longer simply asking to be included in existing systems, we are shaping the systems, businesses and cultures that come next,” said Mensah, who began her career at Nike in 2013 and has led Jordan since 2023. “That progress matters, but it also comes with responsibility: to keep opening doors, to broaden what leadership looks like and to ensure the next generation knows they belong before they ever have to ask.”
But with data showing that women are losing ground in the C-suite, Mensah believes the industry has a responsibility to step up in a more effective way.
“We have to be much more intentional about how leadership is built. Representation matters, but it is not enough on its own. The industry has to invest earlier, sponsor more meaningfully, give women access to the assignments and relationships that expand influence and hold itself accountable for the environments it creates,” she said. “The goal is not just to help more women get to the C-suite — it is to build cultures where women can lead fully, authentically and with the support to bring others forward.”
Jordan Brand’s first woman president has a clear leadership philosophy that’s rooted in purpose, service and possibility. That philosophy has served her well over the years — and it’s one that is flexible enough to embrace the individualities of those working on her team.
“I believe the best leaders create clarity, listen deeply, make space for different voices and help people see not only what they can achieve, but who they can become,” Mensah said. — VICKI M. YOUNG
Laurence Nicolas, CEO, Baccarat
Since taking over as CEO of Baccarat last year, Laurence Nicolas has set an ambitious growth course for the French crystal-maker, cementing her reputation for modernizing legacy brands without stripping away their heritage.
Baccarat’s revenues rose 5 percent in organic terms to around 200 million euros last year, boosted by sales of exceptional lighting and other high-end items.
The privately held company is projecting revenues to reach 300 million euros by 2030 as it leans into its rare savoir-faire for chandeliers and decorative objects; expands its hospitality activity; reenters categories like jewelry, and launches into new territories like tea rooms and “nomadic” light fixtures.
Nicolas is probably best known as the longtime Dior executive who developed its fine jewelry and watch division. Prior to that, she spent more than a decade at Cartier managing international retail and marketing operations.
More recently, she oversaw Sotheby’s global jewelry and watch auction business and helmed the Printemps flagship on Boulevard Haussmann in Paris, before succeeding Maggie Henriquez as CEO of Baccarat, having served six years on its board of directors.
Praised for her candid, grounded communication style, Nicolas believes in combining high standards with strong human relationships.
“To me, a genuine interest in people is an essential quality: listening, placing trust in others, inspiring them to surpass themselves and enabling everyone to bring out the best in themselves. The greatest achievements are always collective efforts,” she said.
The company prides itself on a 97 percent score on France’s Equal Opportunity Index, which calculates the gender pay gap, but Nicolas cautioned against complacency.
“Throughout my career, I’ve been fortunate enough to meet leaders who entrusted me with responsibilities, sometimes well before I felt entirely ready. That trust was decisive. In turn, I view it as my responsibility to foster talent — particularly among women — by empowering them to be bold, to learn and to take on roles that match their full potential,” she said. — JOELLE DIDERICH
Amandine Ohayon, CEO, Givenchy
Amandine Ohayon spent much of her career in the beauty industry, working with brands including YSL and Armani, and then found herself leading fashion companies, as CEO of Pronovias, Stella McCartney and now Givenchy in Paris.
She’s fine getting out of her comfort zone.
“To be a trailblazer in 2026 is someone who chooses courage over comfort, vision over conventions to create a new direction that will not only inspire others but allow them to feel empowered to bring their contribution to a collective adventure,” she said.
Ohayon is a graduate of France’s ESSEC business school, and she holds an MBA in luxury. She started her career as a retail and event executive for Christian Lacroix at Saks Fifth Avenue, going on to spend nearly 19 years at beauty giant L’Oréal. Her most senior position there was as managing director of the L’Oréal Luxe division for the U.K. and Ireland.
At Givenchy, she is partnering with Sarah Burton, one of only a handful of female creative directors at top European fashion houses.
“The conversation is no longer about why women should lead but about ensuring they have the opportunities to do so,” Ohayon said. “The industry must move on from intention to action: creating clearer pathways to leadership and investing in sponsorship, mentorship and trust.
“I have seen a real shift over the course of my career. More women are leading some of the world’s most iconic brands. At the same time, progress cannot be taken for granted,” she continued. “Our collective responsibility is to ensure that talent, not gender, defines leadership by creating equal opportunities to grow, lead and build the future.”
The executive can sum up her leadership philosophy with four Cs: “Clarity to define a compelling vision, courage to make bold decisions, creativity to reinvent and care to bring people together and build something that lasts.” — MILES SOCHA
Christina Oster-Daum, cofounder and president, Cosnova
Cosnova was founded with a clear goal: help people feel more beautiful. Christina Oster-Daum, the German beauty company’s cofounder and president, credits its sustained growth to remaining focused on that mission. Today, with makeup brands Essence and Catrice, Cosnova generates more than $1 billion in annual sales.
“Being a trailblazer in 2026 means staying curious, questioning yesterday’s answers, embracing new technologies like AI without losing sight of people and being generous enough to make the path wider for those who come next,” Oster-Daum said.
She explained leadership is about creating an environment where people dare to think bigger than they thought possible.
“I believe the strongest results come from teams that combine a people-first mindset with a high-performance culture — because the two do not compete, they strengthen each other,” Oster-Daum said. “Innovation doesn’t happen through hierarchy. It happens when talented people across roles and levels feel safe enough to speak up, confident enough to challenge the status quo and encouraged to take smart risks, learn from mistakes and own their ideas.
“I lead with curiosity, transparency and optimism,” she continued. “The best ideas usually come from diverse perspectives coming together, and my role is to create the space where that can happen. Working in beauty has also strengthened something I deeply believe: confidence unlocks potential.”
Oster-Daum feels that the biggest change is in what great leadership looks like.
“In a world that changes constantly, no single leader has all the answers,” she said. “For a long time, leadership was associated with certainty, control and having all the answers. Today, the best leaders are curious enough to keep learning, adaptable enough to embrace change and confident enough to let others shine.
“Women have long brought qualities like empathy, collaboration, adaptability and openness to leadership,” Oster-Daum said. “What has changed is that these qualities are now more broadly recognized as essential to strong, modern leadership.”
She believes that “We need to rethink the systems, not the women. I’ve learned that real inclusion isn’t created by policies alone. It comes from removing everyday barriers — whether it’s flexible leadership models, support for child care or career paths that allow people to combine ambition with family. This should become part of how modern organizations operate.” — JENNIFER WEIL
Denise Paulonis, president and CEO, Sally Beauty
Even as beauty retail becomes more competitive, Sally Beauty is growing under the stewardship of Denise Paulonis.
Its momentum comes as the longtime beauty supply staple revamps stores across the country and refreshes its assortment with buzzy additions like K18, Sabrina Carpenter’s Sweet Tooth fragrances and more, aiming to become a destination not just for beauty replenishment but discovery.
“I’ve always believed that leaders need to provide clarity about where the organization is going, and then empower their teams to figure out the best path forward,” said Paulonis, who took up her current role at the Texas-based retailer in 2021. “I lead from the center, not from the front, because the most successful organizations are built around people who have a strong sense of ownership; are naturally curious, and are willing to challenge conventional thinking in service of their customers.
Case in point, as beauty festivals make an industrywide comeback, Sally Beauty introduced an inaugural Colorfest campaign and event in Los Angeles in March, which it then reprised in August, bringing the event to multiple college campuses as a way to drive excitement and engagement.
“Being a trailblazer today means having the curiosity to challenge assumptions, the courage to make decisions before you have every answer and the conviction to create opportunities for others to lead alongside you,” said Paulonis.
As far as how the playing field has evolved for women leaders in recent years, she said, “there are more women leading businesses today, which means the industry’s view of what leadership can look like is now much broader than it was even 10 or 15 years ago. At the same time, expectations have expanded and leaders are expected to think well beyond the transaction today. They need to be deeply connected to their customers, and financially and technologically fluent. So, the opportunity is greater for women leaders but so is the need to keep learning and challenging yourself today.” — NOOR LOBAD
Michelle Peluso, CEO, Revlon
For Revlon’s fearless leader, progress is — and has been — first and foremost a collaborative effort.
“[Being a trailblazer] means you clearly have an exceptional team, as success is always a team sport,” said Michelle Peluso, who joined the American beauty giant in 2024 as CEO and has been steering its turnaround since then.
Under her directive, Revlon has added buzzy new ambassadors including Golden Globe-winning actress Teyana Taylor and Gen Z country singer Megan Moroney to its camp, while also revving up its fragrance business with a new Elizabeth Arden women’s franchise in eight years; an inaugural Ice Spice perfume; Elizabeth Taylor newness, and licensing deals with Champion, Iconix and more.
“My leadership philosophy is rooted in a few simple principles: know your north star; stay curious and humble; lead for the betterment of others; be bold enough to edit to amplify; play with joy, and always embrace the ‘and,’” Peluso said. “We should deliver results and be kind. We can be experts and stay curious…that’s the standard we’re building at Revlon.”
For Peluso, increased representation of women in the C-suite is a first step, but not a finish line when it comes to creating more equitable industries.
“The more important question is what we do with that opportunity,” she said. “Success isn’t just about the impact we make ourselves. It’s measured by how many people have more opportunities because we were here.”
Doubling down on this longer-term thinking is only becoming more crucial as new challenges emerge, she said.
“There is no one else but each of us to continue to make things better and to combat any setbacks. Each of us can ensure an equal playing field. Each of us can ensure we are creating opportunities for other women. Each of us can make sure our female colleagues’ voices are heard. Each of us can sponsor, mentor, hire and advance talented women. That’s how change happens, and that’s the imperative.” — NOOR LOBAD
Angel Reese, athlete, three-time WNBA All-Star
From the basketball court to the runway to the small screen, Angel Reese is having a major moment.
At just 24, the WNBA star has parlayed her athletic prowess and big personality into a multifaceted career. And Reese has achieved that success completely on her own terms.
“Leadership starts with authenticity. I’ve never believed in shrinking myself or changing who I am to make other people comfortable,” she said. “The best leaders show up as themselves every day, lead by example and create opportunities for the people coming behind them. If I’m inspiring the next generation to believe in themselves and dream bigger because they see me doing it unapologetically, then I’m doing my job as a leader.”
Reese has been on the front lines as an advocate for women athletes — and the determination of the player and her peers paid off big this year when they struck a historic collective bargaining agreement with the WNBA. Outside of her main job as a forward for the Atlanta Dream, Reese’s reach extends into fashion, philanthropy, television (she is set to star in Season 2 of “The Hunting Wives”), business, podcasting and much more.
In the fashion arena, she is one of a select group of athletes with a signature shoe, the Reebok Angel Reese 1 and the athlete-turned-model also grabbed attention during last year’s Victoria’s Secret runway show.
“We’re finally seeing women athletes recognized as complete brands, businesswomen and cultural leaders. There are more opportunities today than ever before, but we’re also creating those opportunities ourselves,” she said. “Women are investing, building businesses, owning teams, collaborating with major brands and showing the next generation that there isn’t just one path to success.”
Moving forward, Reese encouraged the athletic and fashion industries to continue investing in women, “not because it’s the right thing to do but because it’s smart.”
“Give [us] a seat at the table when decisions are being made, invest in us for the long term and tell our stories in a way that reflects everything we bring to the culture,” she said. “The more brands celebrate individuality, support women at every stage of their careers and create opportunities that last beyond one campaign or one season, the more the entire industry grows.” — KATIE ABEL
Meryll Rogge, founder and designer and creative director, Marni
Last year, Belgian fashion designer Meryll Rogge became one of the busiest women in fashion, appointed creative director of Marni in Milan — in addition to her six-year-old signature brand and B.B. Wallace, a knitwear brand she cofounded in 2025 — and scooped up the Grand Prize at the ANDAM awards.
It’s a good thing the Ghent-born talent is a team player.
“I work with a great group of women in senior positions in both of my own brands — Meryll Rogge and B.B. Wallace — as well as key departments at Marni,” she said. “My leadership philosophy is centered on recognizing individuals’ own talents to unlock the team’s full potential, which requires building genuine connections, communicating openly and strategically assembling teams where members’ skills complement one another.”
A 2008 graduate of Antwerp’s Royal Academy of Fine Arts who dreamed of being an illustrator as a child, she swapped paint for textile swatches when moving to New York.
After working her way up to lead designer at Marc Jacobs over seven years, she was back in Antwerp working for Dries Van Noten as head of women’s design in 2014 before going solo in 2020. She started B.B. Wallace with Sarah Allsopp, who she met while working at Marc Jacobs.
Rogge was also a 2025 Woolmark Prize finalist, and has seen her designs land on the likes of Dua Lipa, Chloé Sévigny and Rihanna.
She has shown her collections in Paris since 2021, graduating to runway shows with the spring 2024 season.
Asked what it means to be a trailblazer in 2026, she replied: “It means taking a stand to push your vision forward while tenaciously defending the values you represent and believe in.” — MILES SOCHA
Caroline Scheufele, copresident and artistic director, Chopard
For Caroline Scheufele, being a trailblazer means “follow your heart, dare to dream big and shape the future with a creative and responsible mind.”
As copresident and artistic director of family-owned jewelry house Chopard, Scheufele has spent decades connecting her creativity to a new vision of what luxury can be. Since joining the company in the 1980s, she has helped create signature pieces for the house including the Happy Clown pendant and Happy Sport watch, while expanding Chopard’s presence in high jewelry and fashion.
Her influence extends beyond the house.
A longtime film fanatic, she used her influence to build Chopard into a cultural pillar in 1997, when she redesigned the Cannes Film Festival’s Palme d’Or. It was the beginning of a partnership that has made Chopard synonymous with the festival’s red carpet.
She also pushed the house to the forefront of responsible luxury, pioneering the use of ethical materials, including gold and more sustainable sourcing.
“True luxury can be both beautiful and meaningful,” she said. Scheufele’s work has been to promote the importance of preserving traditional craftsmanship while “championing a more sustainable vision for our industry.”
Her leadership philosophy is similarly grounded. “For me, leadership is about inspiring people, having a vision, sharing my energy and keeping an open mind,” she said. At Chopard, the close family structure fosters “passion and a true sense of togetherness.”
Scheufele has also witnessed a profound shift in the industry’s gender dynamics. “When I started my career, there were very few women around the decision-making table,” she said. Today she sees “many more women leading businesses and shaping the future with confidence.”
Yet she believes progress requires active sponsorship. “We should look after each other,” she said, urging women in senior positions to “help open doors for others.” For Scheufele, the result is not simply greater representation but better business. “Diversity creates stronger teams, richer ideas and a more inspiring future for all.” — RHONDA RICHFORD
Vinima Shekhar, vice president, beauty, Walmart U.S.
Under Vinima Shekhar, the vice president of beauty at Walmart U.S., the retail giant has recalibrated its beauty approach, modernizing its assortment, its in-store experience and its cultural relevance as it seeks to not just keep pace with the direction of the industry — but lead it, all while leveraging its reach of 4,600 stores across the U.S. with a customer base of over 145 million people who visit a store or Walmart.com every week.
“To me, being a trailblazer means having the courage to step into the unknown, staying curious through change and leaving the path wider and better for those who follow,” said Shekhar.
She believes leadership starts with listening. “The best ideas come from staying close to our customers, surrounding yourself with great people and creating an environment where people feel trusted to innovate, challenge convention and grow,” she continued. “A leader doesn’t have to have all the answers; our job is to create the conditions for people to do their best thinking and their best work. Ultimately, leadership is about what you accomplish together.”
She’s been encouraged to see more women leading across retail within merchandising. “There is also a greater recognition in leadership that different experiences and perspectives make businesses stronger and more connected to the customers we serve. We’ve made meaningful progress, but the real opportunity is to make that progress lasting by continuing to open doors, broaden the definition of leadership and create more pathways for women to lead.
“We need to move from talking about developing women leaders to actively creating opportunities for them,” she continued. “That means sponsorship, not just mentorship for talented women leaders: increasing their visibility, advocating for them when they’re not in the room and helping them build the experiences to take on bigger roles. And we have to be willing to give people opportunities that challenge them. Some of the most important growth in my career came from stepping into roles I had never done before, and I believe we have a responsibility to create those opportunities for the next generation.” — KATHRYN HOPKINS
Yumi Shin, executive vice president of global brand partnerships, Nordstrom
Yumi Shin knows what it takes to be a trailblazer in 2026.
The executive vice president of global brand partnerships at Nordstrom noted that a groundbreaker possesses original thought, innovation, creativity and — most of all — humanity. “This industry moves fast and it rewards disruption,” Shin said. “What it doesn’t reward often enough is humanity, and that’s precisely what separates a headline from a legacy.”
Remaining relatable and “human,” as Shin says, is core to her leadership style as well. “I value high-touch, human experiences — excellence, hard work and innovation,” the executive explained. “Hard work is the baseline. Excellence means choosing the harder right answer over the easier one. And innovation only counts when it’s authentic to your values and not innovation for its own sake, but the kind that comes from something you actually believe in.”
As for how the industry has changed over the past few years, Shin noted that she’s seen more women in the room and taking more seats at the table. “But visibility was never the finish line,” she said. “My hope is that we get to a point where leaders simply aren’t qualified by gender — where ‘leader’ doesn’t require [the word] ‘woman’ in front of it to be understood as exceptional.”
Shin noted that more work needs to be done in the industry in relation to how women are given the space and recognition to contribute. “[It’s not about] just inviting them into the room but empowering them to make the decisions that matter once they’re in it,” she added. “The details are everything, and equally important is acknowledging who gets credit for them. Being seen and heard must translate into something real. This means giving women credit for the work, the empowerment to lead and true recognition that isn’t a footnote but the standard.” — STEPHEN GARNER
Maya Smith, cofounder, creative director, CEO, The Doux
You could say Maya Smith is something of a hair whisperer, anticipating needs and solving for them where she can. It’s how she’s managed to innovate a handful of hero products for textured hair over the years, all under her brand, The Doux.
A trained cosmetologist, Smith carefully crafted each item, including the bestselling Big Poppa Defining Gel and the Sweetest Thing Honey Moisture Mask, following a conversation with a client that revealed a concern they had with their hair — frizz, humidity, grease, you name it. Why? Because that’s the duty of a true trailblazer. “Being a trailblazer in 2026 means having the courage to build what doesn’t exist yet, while making sure the door stays open for the people coming behind you,” Smith said.
Fifteen years ago, Smith opened The Doux as a small salon in Germany, where her husband — and business partner — was stationed with the U.S. Air Force. It wasn’t until 2017 that the brand hit Target’s mass retail shelves with its essentials line, which has now expanded to the shelves of CVS, Walgreens, Walmart, Sally Beauty and beyond.
In April, the brand landed a minority investment from VMG Partners, a deal that Aurora James, cofounder of Parity Collective, part of VMG, said would inevitably spawn ripple effects throughout the community. Smith hopes these investments will keep coming, not just for her but for other female founders.
“More women are leading companies and shaping culture, yet access to capital, decision-making and lasting influence still lags behind,” she said. “Women need the resources, authority and support to create opportunities for the next generation.”
For her part, Smith is fostering those who are “curious, capable, accountable and eager to grow” within her company. She said: “Many of those people happen to be women, but that’s never been the qualifier. My job is to create an environment where talented people are challenged, trusted and given the opportunity to become exceptional leaders.
“I lead with integrity, curiosity and accountability,” she continued. “Because the strongest organizations are built by leaders who develop people, not just products or profits.” — KALEIGH WERNER
Tricia Smith, global CEO, Anthropologie Group
Tricia Smith joined Anthropologie Group, the lifestyle division of Urbn, as global CEO in 2021. Prior to this, she worked for more than 25 years in retail, primarily at Nordstrom and also serving as Tilly’s chief merchandising officer.
For Smith, “To be a trailblazer in 2026 means having the confidence to evolve, the curiosity to keep learning and the commitment to create a path that allows others to grow alongside of you.” She also believes that the best leaders are always learning and listening.
“Leadership is rooted in humility, trust and a genuine curiosity to understand different perspectives. It’s not about having all the answers, but about creating an environment where people feel empowered to take risks, challenge ideas and grow. I believe the most impactful leaders are those who inspire confidence in others, encourage curiosity and create space for people to do their best work. When people feel both supported and challenged, that’s when they do their most creative, courageous and impactful work,” she explained.
During her tenure, Smith has overseen Anthropologie’s transformation into a larger, more digitally sophisticated lifestyle business.
“The way we work and how we define leadership have evolved over time as the world around us continues to change. The playing field for women leaders has expanded as organizations increasingly recognize that effective leadership can take many forms,” she said of how playing the field has changed for women leaders in the industry over the past few years. “Diverse perspectives, backgrounds and experiences aren’t just good for company culture, they lead to stronger business outcomes.”
In order to support and empower women, while data shows they are losing ground in the C-suite, Smith said it’s important to “move beyond simply talking about opportunity and be intentional about creating it.”
“That starts with leaders who are committed to investing in mentorship, creating meaningful pathways for growth and building cultures where honest feedback, learning and development are valued. As leaders, it’s our responsibility to carry that commitment forward and foster those environments. When talented, hardworking women have access to opportunities, support and advocates for their growth, everyone benefits.” — EMILY MERCER
Jeannette Smits van Oyen, global co-head of consumer and retail investment banking at J.P. Morgan
From E.l.f. Beauty’s acquisition of Rhode and L’Oréal’s majority stake in Medik8, both said to be in the billion-dollar range and many in between, Jeannette Smits van Oyen has overseen some of the biggest recent deals inside — and outside — of beauty.
In an industry traditionally dominated by men, she is most certainly a trailblazer.
“A trailblazer is someone willing to step into the unknown, take a few risks and hopefully make the path a little easier for the people coming behind them,” she said.
Smits van Oyen began her career in Sydney in 1994 as a tax lawyer at PricewaterhouseCoopers and Macquarie Bank, before starting in consumer investment banking in Amsterdam then joining J.P. Morgan in London in 2004. She co-chairs the J.P. Morgan EMEA diversity, opportunity and inclusion council and is a member of the advisory council of the Royal Philharmonic Orchestra in London.
During her 20-year-plus career at the investment bank, the most important thing she has learned about leadership is that people don’t expect you to be perfect. “They want you to be genuine, clear about your values and invested in their success.”
Asked how the playing field has changed for women leaders in the industry during the past few years, she said: “There continues to be a growing recognition and appreciation of what women bring to leadership. The next step is to ensure that we are turning that recognition into lasting opportunity.”
She believes elevating women into leadership roles “requires accountability across organizations and industries, a focus on sponsorship — not only mentorship — and the creation of pathways that work for everyone.” — KATHRYN HOPKINS
Shira Suveyke Snyder, CEO, Proenza Schouler
Shira Suveyke Snyder, CEO of Proenza Schouler, has a proven track record as a growth leader with a deep understanding of the luxury customer in a digital world. Earlier, she did consultancy and advisory work with private equity firms, supporting the scaling of luxury portfolio companies. She previously held executive roles at companies such as Shopbop where she was brand president, and Yoox Net-a-porter, where she was executive vice president and founding member of The Outnet, and J.Crew where she was vice president of menswear.
Snyder believes to be a trailblazer, it means having the courage to move forward before every answer is clear, with conviction instead of waiting for certainty. “For me, that looks like building something new for a brand with real legacy while never losing what made it matter in the first place,” she said.
Snyder’s leadership philosophy is built on curiosity, determination and genuine care for her team. “In an industry where change is a given, that combination is what lets me hold a high bar for the work, while still bringing people along with me, because I believe care and high expectations go hand in hand,” she said.
The CEO sees a real advantage to creating networks. “The networks women build for each other now are some of the biggest shifts I have seen. I have a community of women I turn to, one that has grown across my career. We lift each other up, support one another and cheer each other on, which is a key part of my own success. That said, progress has been real in some ways and much slower in others and I don’t take either for granted,” she said.
At a time when data shows women are losing ground in the C-suite, Snyder believes the industry should be investing in women on their way up. “That data should be a wake-up call, not a surprise. We need to invest earlier in the women coming up, not just celebrate the ones who made it. That means real sponsorship, clear paths to the top and leadership teams that hold themselves accountable for who actually gets promoted.” — LISA LOCKWOOD
Hillary Super, CEO, Victoria’s Secret & Co.
Victoria’s Secret & Co. spent a long time on the outs in fashion — its male-gaze approach to women’s intimates was criticized, its business was in retreat and its sale to private equity was nixed during the pandemic.
For years, the best-known and largest brand in the space was unable to capitalize on its many advantages.
That is until Hillary Super left Savage x Fenty and became CEO of Victoria’s Secret in September 2024.
Super has embraced the brand’s very sexy birthright, but for women this time, changed the company’s ticker symbol to “VSXY,” reframed the famous runway show and sharpened Pink’s independent identity.
And she’s done it with an approach designed to bring everyone along.
“Leadership isn’t about having all the answers,” Super said. “For me, it’s about listening, building trust, bringing talented people together around a shared vision and helping them realize potential they may not yet see in themselves. I encourage authenticity and lead with curiosity and a belief that the best ideas can come from anywhere.”
Super said women have made real progress in expanding what leadership can look like.
“More women are leading authentically rather than feeling pressure to fit a traditional mold and companies are benefiting from a wider range of perspectives, experiences and leadership styles,” she said. “Progress isn’t linear, which is why continuing to create opportunities for women to grow and lead remains so important.”
Mentorship is a theme Super returns to when asked how the industry can support and empower women leaders.
“Every successful leader can point to someone who believed in them before they fully believed in themselves. I know I can,” she said. “We need more leaders who are willing to sponsor talent, open doors, provide stretch opportunities and advocate for women when they’re not in the room. There is incredible talent all around us and our responsibility is to help them see what’s possible and how to reach their full potential.” — EVAN CLARK
Diane von Furstenberg, founder and chairwoman, Diane von Furstenberg
If anyone knows how to wield power, it’s Diane von Furstenberg.
Not only did she start her own fashion company in 1972 and introduce the wrap dress in 1974, which became a symbol of independence for women, but she is also an author and philanthropist and advocate for women’s leadership through her DVF Awards. She served as president and later chairwoman of the CFDA from 2006 to 2019. In 2024, her life and career were featured in a documentary, “Diane von Furstenberg: Woman in Charge,” which examined her journey from fashion icon to business leader and women’s advocate. She will be honored this October with the 2026 Couture Council award from the Museum at Fashion Institute of Technology.
Von Furstenberg has previously told WWD that she knew she always wanted to become “a woman in charge.” “You have to have a goal, you have to inspire, you have to connect and you have to expand and you bring around people. I’ve also realized the power of kindness. That’s certainly a form of leadership,” she said.
When asked what it means to be a trailblazer in 2026, von Furstenberg said, “The most important thing is honesty and clarity. Focus on intention.”
Her philosophy and values regarding leadership boil down to how you interact with others. “Leadership is how you touch others in a meaningful way by showing clarity and decency,” said von Furstenberg.
Asked how the playing field has changed for women leaders in the industry in the last few years, von Furstenberg said, “The world is changing at an unusual speed.…The more we focus on intention the better we can manifest.”
At a time when data shows women are losing ground in the C-suite, von Furstenberg feels that women should be given more space to share their challenges and how they dealt with them. “The more we give women a space for narrative the better. Nothing is more inspiring than sharing difficulties and how we overcome them. Challenges become our best anecdotes,” she said. — LISA LOCKWOOD
Elyse Walker, founder, Elysewalker
For more than 25 years, Elyse Walker has built one of the most distinctive names in luxury retail.
Born and raised in Scarsdale, N.Y., the 59-year-old studied applied mathematics at Columbia University before ultimately finding her path in fashion. After relocating to Pacific Palisades, Calif., in 1996, she opened her namesake store three years later, growing the original 900-square-foot boutique into a retail business spanning California and New York. By year’s end, the company will count nine Elysewalker stores across the two states.
“To me, it’s all about resilience,” Walker said of being a trailblazer. “In this time, whether you’re navigating retail, politics or global challenges, one’s ability to be resilient is what allows you to adapt, keep moving forward and ultimately succeed.”
That resilience was tested after the January 2025 Palisades fires destroyed her flagship and forced Towne by Elysewalker to close.
“Personally 2026 was the most challenging and rewarding years of my career,” she said. “Having lost our Pacific Palisades store, my first Elysewalker store and our flagship in the January 2025 fires was devastating. However, I have never been more proud professionally than I am now for what we accomplished in 2026, capped off with the reopening of Elysewalker Pacific Palisades and Towne by Elysewalker in August 2026.”
Her leadership philosophy is rooted in setting the tone herself and fostering a collaborative, team-first culture, she said: “I believe that you have to lead by example. My leadership values are the same as my family values: work hard, do good, be a good listener, always strive to be your best and make yourself and the people around you proud.”
Over the course of her career, Walker has also watched the industry’s leadership landscape evolve.
“When I started in this business in the ’80s, most brands were led by men,” she said. “Today, I’m thrilled to see more women are leading and excelling across all industries. I believe that fashion has been a trailblazer in creating opportunities for women to lead with increased visibility.” — RYMA CHIKHOUNE
Latriece Watkins, president and CEO, Sam’s Club
Latriece Watkins kicked off 2026 with a bang, entering a new post at Walmart as president and CEO of Sam’s Club. The move marked something of a homecoming for Watkins, who joined Walmart as an intern more than 25 years ago and, while en route to the C-suite, spent some years as a merchandiser for the wholesale club in the early 2000s. Today, Sam’s Club is one of many bright spots in Walmart’s business, seeing its member community increase threefold in the last two years, reaching more than 150,000 participants nationwide. That hot streak has continued under Watkins’ oversight, with the club’s second-quarter fiscal 2026 earnings indicating e-commerce sales grew 26 percent, while more than half the club’s new memberships during the period came from younger households. This comes as no surprise to those familiar with Watkins’ track record: Prior to taking the top post at Sam’s Club, she served as executive vice president and chief merchandising officer of Walmart, where she fine-tuned the retailer’s approach to value and was able to elevate its assortment and win over higher-income customers in the process. No wonder her visionary approach is already making an impact at Sam’s Club. — NOOR LOBAD
Trish Wescoat Pound, founder and creative director, TWP
Raised in Oklahoma but a New Yorker at heart, Trish Wescoat Pound founded TWP five years ago to offer her take on American sportswear. She blends a utilitarian spirit of the American Midwest with a metropolitan sensibility.
After founding and selling Haute Hippie and working at brands such as Theory, Liz Claiborne, Laundry by Design and Michael Kors, Wescoat Pound creates clothes that speak to all aspects of her life — as a designer, a mother and someone who finds renewal in travel and nature. She now works with her daughter Jillian, styling director at TWP. This intergenerational dialogue informs the making of each collection. The company has stores on Madison Avenue and London, along with Austin; Charleston, S.C., and Nantucket, Mass.
Wescoat Pound believes a trailblazer to be “someone with a distinct vision, whose success opens doors for others, not only for themselves.” Her philosophy and values when it comes to leadership in design are about building trust and creating an environment where talented people can do their best work. “A space where they are continuously inspired,” she said.
At a time when data shows women are losing ground in the C-suite, she said, “We have a growing responsibility to protect and uplift this next generation of women. We have to be intentional about supporting and investing in one another, creating pathways for women not only to reach leadership positions, but to thrive in them. Consistent advocacy and belief in the value of female leadership is critical,” she said.
She said these days women are leading with authenticity rather than feeling they have to fit a traditional mold. “We have a stronger network of women supporting one another now than I had early in my career — a network that must be protected and nurtured. It’s important that female-led brands and initiatives support each other whenever possible — a commitment close to our hearts at TWP.” — LISA LOCKWOOD
Kate Young, stylist
Over the last two decades, Kate Young has become one of the leading stylists in Hollywood. Throughout her career, Young has created powerful looks for the likes of Rose Byrne, Julianne Moore, Dakota Johnson, Natalie Portman, Selena Gomez, Margot Robbie, Scarlett Johansson, Michelle Williams and more and has been included on numerous awards lists for best stylists, including WWD’s 2025 Style Awards and The Hollywood Reporter’s annual Most Powerful Stylists list.
“I’m very honored because there are so many people doing interesting things in fashion right now — I just try to do things I like and stay true to that vision,” Young told WWD of her thoughts about being a trailblazer in 2026. Furthermore, when speaking about her philosophy and values around leadership, she recalled her former bosses.
“Honestly I think about the women I worked for. Tonne Goodman is probably the most elegant woman in fashion history — I don’t mean her style, which is also elegant — I mean the way she is able to articulate her vision without alienating anyone and remaining collaborative. She has the best manners and gets what she wants without ever making anyone feel bad,” Young said.
“I think any opportunity women have to talk and share their experiences and help each other is so beneficial. It’s hard to work so much and so many of us are trying to balance a million things, and other people’s tricks and tips can help enormously,” she added around the importance of supporting and empowering female leaders.
With each client, the stylist brings this mentality into the workplace and through this, has been able to balance the needs of the spotlight while pushing fashion forward beyond the red carpet and into campaigns, social media, editorials and her clients’ everyday lives. In addition, Young has collaborated with a strong array of fashion companies, including her summer 2026 capsule for Quince and an ongoing partnership with jewelry designer Monica Vinader and optical company Tura. — EMILY MERCER
Nicky Zimmermann, cofounder and creative director, Zimmermann
The idea for Zimmermann started when sisters Nicky and Simone Zimmermann were designing dresses and selling them at Paddington markets from their parents’ garage. Australian Vogue took notice and featured the garments in two pages of the magazine. Thereafter, Nicky started receiving orders from boutiques around Australia and she soon opened a small store in Darlinghurst. Her sister Simone officially joined the operation in 1991, and the company was launched. In addition to swim and resort, the company expanded into footwear, jewelry, accessories and kids.
For Zimmermann, to be a trailblazer is “about having the confidence to trust your own instincts and not be distracted by what everyone else is doing.”
“Fashion moves so quickly now, but I’ve never been particularly interested in following trends. I’ve always been more interested in what women want to wear and how clothes can make them feel. Some of the things people now describe as bold decisions just felt completely natural to us at the time. Our fall 2026 collection was inspired by remarkable Australian women of the 1920s who quietly challenged convention simply by living life on their own terms.”
Zimmermann said she never really thought about leadership in a traditional sense. “My role has always been to create an environment where talented people can do their best work and feel excited about what they’re creating. Creativity needs trust, curiosity and a bit of freedom. Some of the best ideas come from unexpected places, so I think it’s important that people feel comfortable bringing their own perspective to the table.”
On the subject of whether the playing field has changed for women leaders in the industry during the past several years, Zimmermann said, “There are certainly more women shaping the conversation today than when Simone and I started the business, which is wonderful to see. Fashion has always been driven by women, so in many ways it feels like a natural progression. The most interesting businesses are usually built by people who bring their own perspective, personality and experience to the role. That’s what creates originality, whether you’re designing clothes or running a company.” — LISA LOCKWOOD
Simone Zimmermann, cofounder and chief operating officer, Zimmermann
Simone Zimmermann founded her namesake Australian brand with her sister Nicky in 1991, and they won a loyal following of women looking for sophisticated and feminine clothing with original prints and bold color combinations.
For Zimmermann, “Being a trailblazer isn’t necessarily about making the biggest noise. Sometimes it’s about building something distinctive over a long period of time and having the conviction to stay true to it. Nicky and I never started with a grand plan to build a global luxury business. We simply believed in what we were doing, took considered risks and stayed focused on the long term. Looking back, I think authenticity and consistency are often far more powerful than trying to follow the crowd.”
Zimmermann believes that leadership starts with trust. “As we’ve grown from a small Australian business into a global company, we’ve learned that people do their best work when they feel empowered, respected and connected to a shared vision. We work hard and have high expectations, but we’ve also tried to build a culture that feels collaborative and grounded.”
Zimmermann said there’s been meaningful progress in the number of women leading global businesses and influencing important decisions. “But visibility alone isn’t enough,” she said. “The real opportunity is ensuring women continue to progress into the most senior commercial and strategic roles while bringing their own leadership style with them. Businesses are stronger when leadership teams reflect a range of experiences, perspectives and ways of thinking.”
She said companies need to think about women’s careers over the long term rather than at specific moments in time. “That means providing meaningful responsibility, international experience, mentorship and strong sponsorship throughout different stages of a career. Real progress happens when organizations consistently invest in talent and create environments where opportunity is based on capability and contribution. The best businesses are built by attracting and retaining great people. Creating pathways for women to develop, grow and lead isn’t just the right thing to do, it’s good business.” — LISA LOCKWOOD