Future Makers: Fran Maiale, CEO Waverley Mills

Waverley Mills has been making textiles in Australia for 150 years. Leading it into its next chapter is Fran Maiale, a CEO who brings commercial rigour, a deep belief in purpose-driven business, and a leadership style built on authenticity and genuine care for people.

In this edition of Future Makers, Fran talks about earning credibility in rooms where she was often the youngest and only woman, the mentors who shaped her, and why kindness is one of the most underestimated forces in business.

1. What was your first start in the industry and can you share your career journey? Was there a pivotal moment that led you to where you are today?
My career started in the Fast Moving Consumer Goods (FMCG) sector, which gave me a strong grounding in commercial thinking, brand building and understanding how large businesses operate. The pivotal shift came when I moved from large corporates into entrepreneurial businesses and founder-led SMEs. That experience taught me to be more agile, hands-on and resourceful, and ultimately shaped the way I lead today.

I've always been drawn to businesses with a strong sense of purpose, and that's what led me to Waverley Mills. The opportunity to help steward a 150-year-old Australian manufacturer while building a contemporary brand felt incredibly meaningful. It brings together commercial growth, people, product and purpose in a way that few roles can.

2. Are there any mentors or influential figures who shaped your leadership style?
I've been fortunate to work alongside some incredibly capable people throughout my career, and a number of them gave me the confidence to back myself and push further. I've also learned a great deal from leaders whose behaviours I didn't want to repeat — those lessons can be just as valuable.

I've always valued mentor-mentee relationships that feel like genuine exchanges rather than hierarchies. The best leaders remain curious and open to learning from the people around them, regardless of title or experience.

More than anything, I've tried to stay true to who I am. That authenticity has been the most consistent anchor in how I lead.

3. What has been the biggest challenge you've faced on your pathway, and how did you overcome it?
There have been plenty of challenges along the way, but a consistent one early in my executive career was being one of the youngest people in the room and often the only woman. Many of my counterparts were older and more experienced, and it would have been easy to second-guess myself.

Instead, I focused on doing the work, understanding the detail and delivering outcomes. Over time I learned that credibility comes from contribution, not age or title. That approach has stayed with me throughout my career: stay clear, stay outcomes-focused and let the results speak for themselves.

4. Our industry is 77% female, yet this isn't reflected at the executive level. Do you believe the Australian fashion industry has evolved in its support for women leaders? What can we do to change this?
I'm still relatively new to the fashion and textile industry, but I believe there is still work to do. It's important that businesses move beyond good intentions and put real plans in place to support women into leadership roles.

We need to ensure women aren't only represented in creative functions, but are actively encouraged into commercial, operational and strategic leadership positions as well. Visibility matters. When women can see others leading across all areas of a business, it helps broaden what they believe is possible.

At Waverley Mills we're fortunate to have strong female representation across much of the organisation, and it's shown us what's possible when capability and opportunity are the focus. More broadly, businesses need to ensure women's voices are genuinely part of the decisions that shape the future of the industry.

5. What’s one piece of advice you’d share with someone aiming to follow in your footsteps?
Lead with a generous spirit and bring people with you. Some of the most rewarding moments in leadership come from seeing others succeed and knowing you've helped create the environment for that to happen.

Kindness and authenticity are often underestimated in business, but they're not weaknesses. In my experience, they sit behind some of the toughest decisions and strongest teams. People remember how you make them feel, and trust is built over time through consistency, honesty and respect.

If you can combine ambition with genuine care for people, you'll build something that lasts.

Find more about Waverley Mills here.

International Women's Day Edition of Future Makers: Lisa Lake, Director of the Centre of Excellence in Sustainable Fashion + Textiles

For our final International Women's Day feature, we're proud to spotlight Lisa Lake, Director of the Centre of Excellence in Sustainable Fashion & Textiles. With a career built on purpose, research and a deep commitment to climate action, Lisa has spent nearly two decades working to shift the Australian fashion industry toward a more sustainable future. 

Read on to learn about the journey that brought her here.

 

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?

 I started in this industry as a sustainable fashion activist, and my environmental passion has shaped my career in the industry. My early professional life was in marketing and branding in the US and Australia, but I quickly felt I needed change and started looking for greater purpose. For nearly two decades, I have been driven to work towards climate action, and it is that internal driving force that has led me to use my unique skills, relationships and opportunities to aid in the sustainable transition of the Australian fashion industry.

Thinking of key moments, 2009 was a big year for me – I had my environmental “awakening” thanks to the film An Inconvenient Truth, completed a master’s degree where I studied – among other things - culture and environmental behaviour change, and started to work for the Green Building Council of Australia (GBCA). While working at GBCA I wrote my book Sustainability with Style (2012), an eco-memoir documenting my lifestyle changes including fashion, beauty, food choices and more. Thanks to the book, I connected with incredible sustainable fashion pioneers in Australia and around the world, and together with three of them (Carlie Ballard, Kelly Elkin, and Yatu Widders Hunt) founded Clean Cut, producing the first sustainable fashion show on the Australian Fashion Week program in 2014. Putting on the show was a huge labour of love – we all had full time jobs, and called in all the favours imaginable, including with our amazing PR partner at New Future, Elena Silverwood. The show featured eight sustainable fashion labels from around the world (including my current colleague Rachael Cassar and New Zealand brand Kowtow). It was incredibly challenging, incredibly fulfilling, and well received by industry and media.

Just as the fashion show was coming together, I also embarked on my PhD, which allowed me to focus deeply on transitioning the Australian fashion industry toward sustainability. Following completion of my PhD, I had a few years of contract sustainability work and had a couple babies, and then started my role in late 2021 with the Centre of Excellence – it has been an ideal opportunity to support industry transformation as it brings educational expertise and research excellence into collaboration with industry. Looking back, my path in the industry has not been linear, but it’s always been values- and purpose-driven, which feels like a true privilege.

 

2. Are there any mentors or influential figures who played a key role in your leadership style?

I’ve been fortunate to have many mentors - academically, professionally, and personally. As I reflect on them now, I can see they all share traits I deeply value: integrity, intelligence, compassion, and a commitment to leading with values over ego. I try to bring these qualities into my own leadership, which is certainly still evolving.

My time at GBCA was especially formative and I had the privilege of working directly with then-CEO Romilly Madew AO, a natural leader who demonstrates values-based leadership. I witnessed how she could hold her own in an historically masculine industry, command a room of thousands when she spoke, and also nurture a growing team, supporting a culture that made space for employees to thrive. Romilly supported my working part-time while writing my book because she wanted to create a workplace where women could achieve all their dreams, and my role was the first in the organisation to become a job-share, which I shared with a working mum. Rom’s unique blend of extreme talent, work ethic and compassion has greatly influenced my leadership style – and I also think of her every time I’m in the office early and turn on classical music, as I heard her do countless times over the years in those early hours, enjoying the calm before the chaos of the day.

Academically, I’ve been shaped by my PhD supervisor, Professor Natalya Lusty. She is wickedly clever, precise, curious, warm, and direct. She saw potential in my academic work when nearly no one else in our field did, and bolstered me when others challenged the importance of addressing sustainability in fashion. I often reflect on Natalya’s enthusiasm and optimism about the work we all do, and am pleased to also call her my friend. Last but certainly not least, my colleague Associate Professor Timo Rissanen inspires me daily through his compassion, brilliance, wit, and unwavering commitment to meaningful work. It’s a real pleasure when your colleagues are also your mentors.

 

3. What has been the biggest challenge you have faced on your pathway, and how did you overcome it?
My biggest challenge is that I don’t always fit in - whether that’s being one of few women in male-dominated leadership spaces, talking about fashion when others were talking about the built environment, entering fashion as an activist, or navigating a hybrid academic-industry role. At times this has meant not being taken seriously, missing opportunities because I framed ideas differently, or facing delays or relationship setbacks because I was challenging established norms. (And let’s be honest, when you’re actively challenging standard business practices to prioritise the planet and people rather than solely profit, sometimes your phone calls just go unanswered).

For me, the key to overcoming this challenge has been to turn it into my superpower. I know that my varied background helps me see problems from different angles. I also ask a lot of questions, put in the time to understand the issues, and treat challenges as an opportunity to approach the work from a new perspective. Due to my time in different industries, I also have a large network of colleagues I can call upon for advice or collaboration – relationships are so important to making a meaningful impact and I deeply value the connections I’ve made along the way. On a practical level, I’ve also taken leadership training to identify my unique strengths, understand different personality types and how to best work together, support a high-performing team, and gained strategic tools that provide structure to challenging, impactful work. Leaning into difference – rather than trying to erase it – has been uncomfortable at times but has been key to navigating many challenges.

 

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?
The statistics on women’s leadership are disheartening, but unfortunately not unique to our industry. Women remain underrepresented in leadership positions across all sectors despite high education and workforce participation rates. I can’t speak to how it has evolved in the fashion industry, but I do see clear opportunities for progress.

First, structured mentorship and leadership training tailored to women – not designed to make us like businessmen – is critical. Next we need more realistic expectations around work hours and travel, especially since women still take most caregiving responsibilities for children and aging parents.  Childcare support and paid parental leave for all genders matter, as does continued cultural change, but in this moment in time, so do honest conversations with aspiring female leaders about how leadership roles can work around real lives. By the time a woman has enough experience to enter a leadership position, she is often also considering a family or already has one, and we should not ignore this complexity.

Without becoming too binary or stereotypical in our definitions of gender, we should also be welcoming traditional ‘feminine’ traits  - like empathy, creativity, and multi-tasking – and learning how to use them to the benefit of our organisations. In addition, success should not be measured by speed or burnout, both too common in our industry. Collectively we can change expectations of what success looks by slowing down, reshaping timelines, and genuinely prioritising staff wellbeing as a marker of organisational success. Finally, businesses can work to ensure representation on their boards and leadership teams reflect the gender and diversity make-up of the industry – yes, that means more women than men on boards and leadership teams. But if fashion can’t lead on representation, which industry can?

 

5. What's one piece of advice you’d share with someone aiming to follow in your footsteps?

Listen to your internal voice and don’t back away from doing the hard work. Creating change – especially in complex areas like climate action, social inequality, or shifting long-standing industry systems – is difficult and unpredictable. Your career won’t follow the path you expect, no one ever does. But if you are true to yourself, act with integrity, and take the time to do things properly, you’ll create a positive impact in ways you may not even foresee.

Find more about Centre of Excellence in Sustainable Fashion + Textiles

 

Thank you to Katie-Louise, Lilian, Ebony and Lisa for sharing their stories with us this International Women's Day. Their vision, courage and commitment to building a better industry is exactly what balancing the scales looks like in practice.

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.

 

Jobs & Careers in the Australian Fashion & Textile Industry: November

Ready to elevate your career in Australia’s fashion and creative industries?

Discover exciting roles, unlock new opportunities, and take your next bold step forward.

Brigid Mclaughlin - Sales, Visual Communications And Digital Marketing Manager - NSW
Apply Here.

Viktoria & Woods - Graphic Designer - VIC
Apply Here.

R.M. Williams  - Customer Experience Ambassador - NSW
Apply Here.

Acler - Wholesale Coordinator - SA
Apply Here.

Lorna Jane - Product & Styling Specialist - QLD
Apply Here.

Future Makers: Bianca Spender, Founder & Creative Director of Bianca Spender

Bianca Spender’s name is synonymous with considered design, creative integrity, and leadership that inspires. From her early days honing her craft at Carla Zampatti’s studio to launching her own eponymous label, Bianca has carved a path defined by purpose, courage, and an unwavering commitment to authenticity.

As this month’s Future Maker, Bianca shares the moments that shaped her journey, the challenges that strengthened her resolve, and the insights that guide her as a designer, founder, and advocate for women in leadership.

 

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?
I grew up surrounded by creativity, so entering the industry felt like a natural extension of my world. My first formal step was working within Carla Zampatti’s business for many years, learning the foundations of craft, process, and the realities of running a fashion company. The pivotal moment for me was deciding to build my own label. It was both a creative calling and an act of independence. I wanted to articulate a point of view that felt deeply personal. Taking that leap, and backing myself to shape a brand defined by integrity and considered design, set the course for where I am today.

 

2. Are there any mentors or influential figures who played a key role in your leadership style?
I’ve had the privilege of learning from remarkable women throughout my life. My mother showed me what it means to lead with conviction while staying open, curious, and human. She never taught leadership in a formal sense. It was something I absorbed from watching her navigate complexity with grace. I’ve also been influenced by peers and collaborators across the industry who challenge traditional ways of working. Their perspectives have shaped my desire to lead through collaboration, clarity, and purpose. Ultimately, my leadership style has evolved from observing people who create space for others to thrive.

 

3. What has been the biggest challenge you have faced on your pathway, and how did you overcome it?
Balancing creativity with commercial realities is always an ongoing challenge. As a designer, your instinct is to push boundaries, but as a founder you must make decisions that ensure longevity. I had to learn how to honour both and how to protect the integrity of the design process while building a resilient business. I overcame this by surrounding myself with a strong team and trusting in collaboration. The more I leaned into communication and transparency, the more sustainable our growth became. It’s a continual practice, but it has strengthened the brand and my perspective as a leader.

 

4. Our industry is 76% 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?
The industry has absolutely evolved, but there is still meaningful progress to be made. Fashion is built on the contributions of women at every level, yet the structures that determine leadership and financial decision-making don’t always reflect that reality. We can shift this by championing transparency around pay, advancement pathways, and governance, and by ensuring women have access to the capital, resources, and mentorship required to scale businesses. As leaders, we also need to model flexibility and inclusivity in how we work. Creating environments where diverse voices are not only present but genuinely influential is essential to closing that gap.

 

5. What's one piece of advice you’d share with someone aiming to follow in your footsteps?
Stay anchored in your purpose. Trends change, the industry moves quickly, and the pressure can be immense but if your work is grounded in an authentic point of view, it will carry you. “Be curious, be resilient, and surround yourself with people who challenge and elevate you. And remember that building a brand or a career is a long game. Progress is rarely linear, but every step, whether creative or challenging, becomes part of your narrative as a designer.”

 

Find more about Bianca Spender here

Future Makers: Juanita Page, Co-founder of Joseph & James

Meet Juanita Page, the creative force behind JOSEPH & JAMES and one of Australia’s most exciting emerging voices in menswear. With a keen eye for storytelling and a deep connection to her First Nations heritage, Juanita is transforming menswear into a space where identity, culture, and self-expression intersect.

Her work challenges conventions, blends tradition with contemporary design, and invites men to wear garments that carry meaning, purpose, and care. In this edition of Future Makers, we explore how curiosity, resilience, and vision have shaped her remarkable journey.

 

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?

Starting out as an intern in a design agency while studying, I didn’t set out to design menswear because I saw a gap in the market, though there is one. I was drawn to it because it felt like an open field. So much of Australian fashion is defined through womenswear, it’s where most of the attention, investment, and cultural weight lives. Menswear, by contrast, felt like a blank canvas, a space where I could explore ideas without the noise of what’s already been done. As a First Nations designer, I’ve always been interested in how clothing can hold identity - not just personal, but cultural and in Australian menswear, that conversation is still in its early stages. JOSEPH & JAMES grew from that curiosity to see what happens when we look inward, when men are invited to express themselves through garments that still feel grounded, but carry a sense of story and care.

 

 2. Are there any mentors or influential figures who played a key role in your leadership style?

I don’t necessarily see myself as a leader, JOSEPH & JAMES is just me and my partner, Ashford, so in many ways we’re only leading ourselves. But from an industry perspective, I can see how my work might contribute to leadership in a different sense, by helping shape the conversation around what a First Nations voice in menswear can look like. I take pride in showing that mob are not a monolith when it comes to cultural storytelling through fashion, and that our stories can be expressed through a contemporary lens with depth, care, and nuance.

My family has been central to that. I’m able to lead in this way because they showed me how through example rather than instruction. From them, I learned that leadership isn’t about hierarchy; it’s about how you hold space for others, listen deeply, and move with integrity. In the industry, I’ve also been inspired by creatives who’ve built their own paths while staying grounded in their values, people who lead with authenticity rather than ego. That’s the kind of example I try to follow.

 

 3. What has been the biggest challenge you have faced on your pathway, and how did you overcome it?

Sustaining an independent label in Australia is incredibly challenging, particularly balancing creativity with financial realities. For me, one of the biggest hurdles has been breaking into local retail. When we reach out, the responses are often warm but cautious. Many buyers are looking for brands with established international followings or instantly recognisable aesthetics. It’s understandable, especially in a small market, but it creates a cycle that’s hard to break: you need visibility to get stocked, but often you need to be stocked to gain visibility.

To me, that doesn’t suggest a lack of interest in menswear, it highlights that the support systems around it are still developing. The infrastructure just isn’t quite there yet, and that can make the journey feel isolating at times. Whenever it starts to feel impossible, I reach out to my community and remind myself why I began: to tell stories that feel real and to build something with heart. Learning to adapt, ask for help, and embrace slower, more sustainable growth has been key to continuing and evolving.

 

4. Our industry is 76% 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’s been progress, but not enough. The Australian fashion industry is full of incredibly talented women, yet structural barriers - economic, cultural, and systemic still limit who gets to lead, be visible, and make decisions. Equity has to be part of the conversation if we’re serious about change. That means asking where it starts, does it begin at the top? Because if the same people keep rotating through executive positions, the system can’t evolve. When men continue to hold the majority of roles with real power, when will women and especially women of colour get an equitable chance to lead and thrive?

I’ve always believed that diversity breeds creativity. When people with different lived experiences come together, it changes how we think, strategise, and create. It allows us to move forward in ways that are more measured, inclusive, and holistic. True progress will come when our industry values that not as a quota to fill, but as the foundation for stronger, more imaginative leadership.

 

5. What's one piece of advice you’d share with someone aiming to follow in your footsteps?

Honestly, my first piece of advice would be: don’t do it, invest your money elsewhere! Haha. It’s a tough industry that can feel incredibly isolating at times. But if you can’t help yourself, if fashion is something you truly love and can’t seem to let go of, even with all its heartaches then make sure you build a strong community around you. Surround yourself with people who understand what it’s like to tough it out, especially within the local market. That support will be invaluable.

Before starting your own thing, learn as much as you can from people who’ve done it before. It saves you from learning every lesson the hard way while you’re still trying to build, and it opens you up to the networks and relationships that will become pivotal in your journey. And above all, stay grounded in your purpose; there's no glory in a grind that wears you down to dust. Lead with care and integrity, and the right opportunities will find their way to you.

 

 Find more about Joseph James here.

 

Future Makers: Renuka Kimber, Co-founder of Christian Kimber

Renuka Kimber, co-founder of Christian Kimber, has a career built on curiosity, storytelling, and a deep understanding of human behaviour. With a background spanning anthropology, political communications, and global brand strategy, she brought a unique perspective to the world of fashion,  one where vision, strategy, and narrative converge.

In this edition of Future Makers, Renuka reflects on the defining moments of her career, the mentors who shaped her leadership, and the insights she’s gained navigating an industry where resilience, clarity, and conviction are essential.

1. “What was your first start in the industry and can you share your career journey? Was there a pivotal moment that really set things in motion?”

My entry into fashion was far from conventional, it was inspired by my husband, Christian, an extraordinarily gifted menswear designer. Before that, fashion never featured in my life plan. My world was centred around storytelling, brand strategy, advertising, and marketing, crafting compelling value propositions and deeply understanding audiences has always been my true north.

Rather than unfolding along a fixed blueprint, my career evolved by seizing opportunities. Along the way I built perspective pursuing a Bachelor of Arts in History, a Master’s in Anthropology and Political Communications, an MBA, and even studied professional writing at NYU. I have worked in New York, London, Sydney and Melbourne across a spectrum of disciplines building capability across research and branding to advertising roles, convening diplomatic dialogues for government bodies, and developing commercial strategy at a Big Four consulting firm. Through all of it, the red thread was my fascination with why people act as they do, and how narrative can shift perspectives on a conceptual level.

Returning to Australia in 2011 marked the watershed moment that emboldened us on the business front. There simply wasn’t a luxury menswear label for Christian to work for, not to mention a void in locally made, stylish menswear. That revelation crystallised a unique opportunity: to fuse Christian’s design prowess with my commercial and storytelling acuity, and create something authentic and timeless. 

Our ambition has always been dual-pronged: to leave an indelible impact on fashion industry discourse, and to build something our children will be proud of. From the outset we've laid foundations thoughtfully, grown organically, and remained resolutely focused.

 

2. “Are there any mentors or influential figures who’ve shaped your leadership style?”

I’ve been fortunate to encounter people who’ve shaped my leadership style not by teaching me functional skills, but by showing me new ways of understanding myself. Each has left me with a different lens through which I see both work and life.

From my first boss in New York, I learnt resilience. In an environment that was fast, chaotic, and unforgiving, she taught me how to withstand the pressure without internalising it, and to keep perspective when everything felt relentless. That ability to reset and move forward has been fundamental to entrepreneurship.

My Partner in consulting showed me the value of patience and the long game. Watching him nurture relationships and build over years rather than months taught me that consistency is just as important as ambition. It’s a principle that underpins how we’ve grown Christian Kimber - slowly, steadily, with strong foundations.

My best friend showed me what it means to trust your own voice. Watching her speak with clarity and conviction, unapologetically standing by her perspective in even the most opinionated rooms taught me to do the same. That quiet self-assurance became a powerful anchor, especially in postpartum recovery, when identity feels blurred and confidence can waver. It's been critical in leading a business where instinct matters as much as analysis.

One mentor has been a reference point for my transition from the structure of corporate life into the ambiguity of building a small business alongside my husband. She embodies the resilience, adaptability, and self-awareness required when your personal and professional worlds are so intertwined, and has shown me that the challenges of that journey can also be the source of its deepest rewards.

A fashion designer friend has been a constant reminder of the importance of staying in your lane. She embodies the discipline of building a business with intention, focusing not on comparison or external validation, but on creating something that aligns with the life you want to live. That philosophy has anchored me to clarity of purpose.

And finally, from my husband Christian, I’ve learnt the value of difference. We are opposites in many ways, his creativity and intuition balancing my structure and analysis but instead of clashing, we’ve learnt to respect and harness that contrast. Working side-by-side has taught me adaptability and the importance of creating space for varied approaches to flourish.

Together, these people have given me lenses rather than tools: resilience, patience, confidence, adaptability, focus, and the humility to embrace difference. Their influence is woven through the way I lead and the way we’ve built a brand that is as much about perspective and narrative as it is about design.

 

3. “What has been the biggest challenge you’ve faced on your pathway, and how did you overcome it?”

Honestly, one of the hardest parts of building a fashion business is managing the sheer volume and velocity of challenges coming at you from all directions. Externally, you're constantly responding to macro shifts - economic, social, political, and environmental. Internally, it's about leading teams, scaling operations, and staying strategically clear in ever-changing conditions. And personally, you’re trying to grow as a human while holding everything together. The pace can feel relentless. 

What’s helped me is staying open and curious, learning from every conversation and not seeing others as competitors, but as part of a wider industry dialogue. I’m less interested in outputs and more in the thinking behind them, what can someone’s journey teach me about discipline or vision? Over time, I’ve stopped chasing external benchmarks. The only thing I ask myself is: how much have I evolved since last year? That shift inward keeps me grounded, focused, and far less distracted by comparison.  

 

4. “The fashion industry is 76 % female across the board but not at the executive level. Has Australia evolved in supporting women leaders? What can we all do to change this?”

In some ways the industry has made progress, but there is still such a long way to go. What I’ve observed, in conversations with peers, is that the gap isn’t necessarily at the point of entry there are plenty of brilliant women designers, founders and managers, it’s in what happens later in the lifecycle of businesses. The power brokers at that stage -the investors, private equity firms, the boards are still overwhelmingly male. Until we see more women making the funding decisions, shaping the governance, and holding the seats of power that determine whether businesses scale or stall, we will continue to see this imbalance.

I think change happens on two levels. Structurally, we need women represented in investment, on boards, and in the highest decision-making forums to support these female leaders. Culturally, we need to build an environment where women feel confident to back themselves, where their leadership styles are valued, and where the infrastructure exists to support them through the many transitions of life. There is incredible female talent in Australian fashion this is not a pipeline problem. It’s about creating the conditions for that talent to rise, thrive and endure.

 

5. “What’s one piece of advice you’d share with someone aiming to follow in your footsteps?”

Just start. Do the thing. Don’t wait for the “perfect” moment, you’ll never be entirely ready, and the chaos is inevitable (much like parenting, as I've recently learned). I've watched so many brilliant women around me wait to be 90% ready before they make a move and in doing so, miss their chance altogether. But if you are deeply passionate about your product, your purpose, or your practice, you’ll figure it out as you go.

I often tell people: clarity rarely comes before action. It’s the act of starting, of testing and iterating, that creates the path forward. So don’t wait for a grand plan to materialise. Begin with conviction, stay curious, and build the rest along the way. The chaos will stretch you, but it’s also the crucible that shapes the work into something enduring.

 

Find more about Christian Kimber here.

 

The Art of PR Webinar: How to Stay Visible, Relevant and Impactful

You’re invited to our upcoming webinar, The Art of PR: How to Stay Visible, Relevant and Impactful.

In a crowded, content-saturated and fast-moving world, the products you sell aren't always enough - it's how you connect with your customers that truly matters. 

At the heart of creating connections is PR. The media landscape has changed, making way for social platforms and ever-evolving algorithms, making the fundamental principles more important than ever. 

Join us for a deep dive into what purposeful, effective PR looks like today, with creative communications agency, Gum. 

You’ll also hear from a panel of PR experts and in-house teams, sharing strategies behind strong storytelling, turning your customers into loyalists, and the long game of brand reputation.

WHEN: 4PM - 5PM, 22nd July 2025
WHERE: Online, via Zoom
TICKETS: Free for AFC Members / $50 + booking fee for Non-Members

In this webinar we will explore:

Join us for an insightful conversation that will equip you with the tools to tell your brand’s story with impact.

REGISTER HERE

Jobs & Careers in the Australian Fashion & Textile Industry: July

Ready for your next move? Discover new opportunities, exciting roles, and fresh career paths across the fashion and textiles industry.

THE ICONIC: Planning Manager - NSW
Apply Here.

Country Road: Loyalty Coordinator (Acquisition and Partnerships) - NSW
Apply Here.

Zimmermann: Omnichannel Stock Coordinator - VIC
Apply Here.

Gammin Threads: Casual Customisation Workshop Assistant - VIC
Apply Here.

Sylvia P: Fashion Production Assistant  - QLD
Apply Here.

Jobs & Careers in the Australian Fashion & Textile Industry: December

Looking for your next opportunity in fashion & textiles? Check out these exciting job openings in the Australian Fashion & Textiles industry right now.

Australian Fashion Council: Membership & Administration Coordinator - NSW
Apply here.

Australian Fashion Council: AFC Partnerships Manager - Fashion Week - NSW
Apply here.

Zimmermann: Brand & Content Sample Assistant - NSW
Apply here.

Lee Mathews: Retail Specialist - NSW
Apply here.

Carla Zampatti: Casual Styling Professional - QLD
Apply here.

Matteau: Junior Product Developer - NSW
Apply here.

Matteau: Production Coordinator - NSW
Apply here.