International Women's Day Edition of Future Makers: Ebony Booth, Co-founder of Eupheme
Today we spotlight Ebony Booth, co-founder of Eupheme, who left a career spanning BCG and Diane von Furstenberg in New York to build the womenswear brand she knew Australia was missing. Join us as we dive into her story, her vision, and the values at the heart of everything she creates.
1. What was your first start in the industry and can you share your career journey? Was there a pivotal moment in your career that led you or pushed you to where you are today?
My first major role in the fashion industry was at Diane von Furstenberg in New York, where I was exposed to every facet of a global fashion business. Prior to that, I worked at BCG advising large consumer companies, which gave me a strong commercial foundation and an understanding of how brands are built with clarity and scale. At DVF, I was drawn to the vision of building a brand for women through the perspective of a woman.
The pivotal moment came when my sister, now my co-founder, Ashlee, and I returned to Australia after living in the US and Europe and recognised a clear gap in the market: a brand that approached women’s tailoring with the same seriousness, beauty and rigour long afforded to European luxury menswear. That became Eupheme.
2. Are there any mentors or influential figures who played a key role in your leadership style?
Definitely Diane and Paolo Riva, who was the CEO of DVF at the time, both in very different ways. Diane built a brand with a strong sense of purpose around women, while Paolo taught me how to think about brand and product as distinct disciplines that must still work together in harmony.
I have also been influenced by the European luxury tradition, particularly businesses where craft is protected, product is respected, and growth is approached patiently. I tend to lead with high standards, a strong sense of responsibility and stewardship, and a long-term view.
Becoming both a founder and a mother has also shaped me. It has made me more decisive, more empathetic, and more aware that leadership is not about performance, but about steadiness and consistency.
3. What has been the biggest challenge you have faced on your pathway, and how did you overcome it?
One of the biggest challenges has been building a business at a very high product level without the capital structure many brands rely on. When you are working with exceptional fabrics and makers, the commercial pressure is real, and you are constantly balancing ambition with sustainability.
Another challenge has been the tension between scale and integrity. There is often pressure to grow quickly, but I have always wanted to build something with depth and longevity.
I have overcome that by leaning into my working partnership with Ashlee. The tension between creativity and financial discipline exists in our business every day, and I think that has helped protect the brand. Constraint has been useful. It has forced me to edit, to focus, and to become very clear about where energy goes. I have learnt that building something enduring often requires saying no more often than saying yes.
4. Our industry is 77% female, however this is not the case at executive level. Do you believe the Australian fashion industry has evolved over the years, particularly in its support for women leaders? What can we all do to help change this statistic?
There has been progress, but not enough. Fashion depends heavily on female labour, taste and spending power, yet leadership and capital still do not flow back to women proportionately. That is certainly visible in Australia.
If we want to change the statistic, we need to address the conditions underneath it: better access to capital, more pathways into senior commercial and operational roles, greater flexibility around caregiving, and more intentional sponsorship of women. We also need to value a broader range of leadership styles, rather than rewarding only traditional models of power.
5. What’s one piece of advice you’d share with someone aiming to follow in your footsteps?
Start by becoming very good at one thing, or developing one clear point of view, then keep going. Protect your standards and do not rush.
It is very easy in fashion to become reactive and to confuse movement with progress. But the people who build lasting work usually know what they stand for. Your taste, judgement and consistency matter more than trying to please everyone at once.
And finally, do not wait for someone else to legitimise your ambition. If you have a clear vision, begin.
Find out more about Eupheme here.
Finally, we sit down with Lisa Lake, Director of the Centre of Excellence in Sustainable Fashion & Textiles, on nearly two decades of driving sustainable change in Australian fashion.



