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.

Future Makers: Tara Moses, Chief Operating Officer of R.M.Williams

From discovering her passion for manufacturing at just 12 years old to over 25 years in leadership, Tara Moses, COO of R.M.Williams, has built a career grounded in impact, resilience, and innovation. She reflects on the experiences, pivotal career moments, and mentors who have shaped her approach, and shares the lessons that continue to guide her leadership in the evolving Australian fashion and textiles industry.

1. What was your first start in the industry and can you share your career journey?
I started my career journey when I was 12 years old and went to a "Women in Science and Engineering" Event at the University. I remember clearly listening to the woman explaining her job as an Industrial Engineer. I loved that she was helping to make factories better for the workers through ergonomics and efficiency. I was hooked from then on with manufacturing!

2. Was there a pivotal moment in your career that led you or pushed you to where you are today?
There are so many pivotal moments and they generally solidify in job changes within an organisation and moving from one company to another. I have been driven by making things better, by capitalising on the potential in any space.

3. Are there any mentors or influential figures who played a key role in your leadership style?
One influential mentor for me was a Chief Marketing Officer, Mary. I was able to observe her in many executive meetings and ask her questions on her mindset and approach. One particular thing resonates with me today. I noticed she was always engaged in the topics regardless if marketing was impacted or involved.

She asked curious questions and was genuinely interested. I told her this observation in one of our sessions and she said "Tara, I hold a "C-Level" position and that is my job to know, learn and engage in all aspects of the business and I feel everyday that I'm doing that". It was and is a good example of a great leader.

4. What has been the biggest challenge you have faced on your pathway, and how did you overcome it?
I am grateful that I've had over 25 years of experience to know that my biggest challenges and barriers have come from my own internal limitations and expectations of myself and others. I have at times not seen my gifts and stayed small, I have not communicated clearly and created tensions for myself and others.

5. 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?
At R.M.Williams, 67% of the executive leadership is female and I'm so honoured to be a part of this diverse group. I have seen and experienced outside of R.M. amazing female leaders and executives. Australia is not lacking in fantastic female leaders! We all need to support, encourage, seek out, and promote female leaders. In a fashion industry where most employees are female and most customers are also female the more women that are at the table, the better.

6. What's one piece of advice you’d share with someone aiming to follow in your footsteps?
My advice, the thing I whisper to my younger self, is to build strength. The strength needed to be out in front where the wind hits hard, the strength to make the tough decisions, the strength to realise you might be causing the problem, the strength to have the hard conversations, the strength to speak up, the strength to think BIG, and the strength to carry forward no matter what.

Find more about R.M.Williams 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: Laura Thompson & Sarah Sheridan, Co-founders of Clothing The Gaps

What happens when a T-shirt becomes more than just clothing, when it becomes a statement, a symbol, and a spark for change?

This month’s Future Makers are Laura Thompson and Sarah Sheridan, the powerhouse duo behind Clothing The Gaps. With roots in Aboriginal health and community advocacy, Laura and Sarah didn’t set out to start a fashion label. But through bold campaigns, unapologetic storytelling, and deep cultural connection, they’ve built one of Australia’s most impactful purpose-led brands.

Laura and Sarah open up about how they’ve used fashion as a vehicle for activism, what it means to lead with purpose, and why community and cultural visibility remain at the core of everything they do.

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?

Laura: I never set out to be in fashion. My background is in health promotion and public health, and I worked for over 15 years in Aboriginal health. The real turning point came during the Free the Flag campaign, when we realised the power of a T-shirt to spark national conversations and create change. That’s how Clothing The Gaps started, it was never just about fashion, but about visibility, justice, and storytelling.

Sarah: I met Laura during my student placement at the Victorian Aboriginal Health Service. I am non-Indigenous but have always been deeply invested in social justice and community-led change, being from rural Victoria I understand the power in strong community groups. The idea to create Clothing The Gaps grew from our desire to amplify Aboriginal voices, remain independent, and to create merchandise that’s much more than a product, it’s a platform for advocacy.

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

Laura: I’m deeply inspired by the strong women in my community, especially those who’ve fought tirelessly for Aboriginal rights and justice matriarchs like Aunty Alma Thorpe, my mum, Rose Dwyer and other Elders who shaped the Victorian Aboriginal Health Service. Their leadership has always been about strength, heart, and community. That’s the foundation of my leadership style today.

Sarah: Working alongside Aboriginal women in health and community spaces taught me that leadership is grounded in listening, humility, and accountability. I’ve been fortunate to learn from many strong women whose leadership isn’t about hierarchy, it’s about walking with community and leading with care. Those experiences continue to shape how I show up in my work and life today - always guided by purpose, respect, and a commitment to continuous learning.

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

Both: One of the biggest challenges was navigating racism and criticism when we used fashion to speak truth to power, especially during campaigns like Not A Date To Celebrate , Free the Flag and the First Nations Voice to Parliament Referendum. We’ve faced backlash for being too political, too loud, or “not staying in our lane.”

We overcame it by staying grounded in community and values. Our purpose is bigger than the fear of being criticised. We’ve built a strong team and brand that’s unapologetically bold, and we continue to back ourselves and Community causes every step of the way.

Both: The industry has made some progress, but there’s still a long way to go especially when it comes to representation of Aboriginal and Torres Strait Islander women at leadership levels. Visibility matters. Decision-making tables should reflect the diversity of the people wearing the clothes and buying the products.

To shift this statistic, we need to back women leaders not just with words but with investment, access, and opportunity. It’s about creating pipelines, not just platforms and doing the deeper work of decolonising systems that weren’t built with us in mind.

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

Laura: Stay rooted in who you are and why you started. You don’t need to change yourself to lead, you just need to lead from a place of truth. Our brand is strong because it’s authentic and accountable to the community.

Sarah: Purpose-led work doesn’t always follow the traditional path and that’s okay. If you notice a gap, think about how you can contribute meaningfully and respectfully. You don’t always need to wait for the perfect moment to start something impactful. Stay grounded in your values, be open to learning, and trust that thoughtful, consistent work will speak for itself.

Find more about Clothing The Gaps here.

Future Makers: ELK Co-founder, Marnie Golding

This month in our Future Makers series, we speak with Marnie Goding, Co-founder and Creative Director of ELK, the Melbourne-based BCorp-certified fashion brand known for its thoughtful design, ethical production and unwavering commitment to sustainability.

In this conversation, Marnie reflects on the pivotal moments that shaped her journey, the values that continue to guide ELK and the importance of inclusive leadership in fashion.

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?

Adam and I founded ELK in 2004. Adam was a master craftsman making high-end bespoke jewellery, and I worked in events and marketing. While he was creating beautiful, one-of-a-kind pieces, I could see there was an opportunity for something different - a way to bring fashion-driven, handcrafted designs to a broader audience in a more accessible and affordable way. It became clear there was a real demand for unique, considered designs that didn’t have to be bespoke or high-end. That was the pivotal moment when we realised, we could build something special together. From there I joined his business, learnt to silversmith, learnt to design and to work with producers. ELK then grew organically into the brand it is today from an accessories business to a full fashion brand.

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

Adam and I were both lucky to grow up with parents who ran their own businesses, so from an early age, we understood what it meant to work for yourself; the risks, the hard work, but also the deep sense of satisfaction. That shaped our desire to build something together and helped us develop a strong, values-led approach to business. We have learned so much from the people around us - our suppliers, friends and peers, our team, and the whole industry. ELK has always been built on respect, ethical responsibility, and creativity, and we have drawn inspiration from traditional fashion houses that prioritise longevity over trends. Along the way we have looked to advisors rather than mentors for specific needs such as for people and culture, for business operations or brand building. The broad and open mindset has been key to shaping how we lead and continue to grow the business.

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 navigating our sustainability goals. When we started, the industry was far less transparent, and solutions to the problems we knew we needed to solve simply did not exist. It took a lot of time and research to build an ethical supply chain that aligned with our values. We have had to challenge suppliers, rethink materials, and set clear sustainability goals, all while making sure we remain commercially viable. It hasn’t been easy, but we are incredibly proud of the progress we have made. Our transparency reports, long design lead times, and commitment to reducing our environmental footprint are all part of ensuring that ELK stays true to what we believe in. We are also very proud to have recently achieved our BCorp Certification, a major milestone in our commitment to conscious fashion and responsible business.

4. Our industry is 77% female, however this is not the case at the 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 there is still a long way to go. As a female Co-founder, I know first-hand how important it is to create opportunities for women at every level of business. A big part of the change needs to come from within companies themselves - ensuring there are clear leadership pathways, mentorship programs, and flexible working arrangements so that women can step into executive roles without barriers. Pay equity and transparency are also key. We need to keep challenging outdated industry norms and actively support policies that empower more women to lead. This is also an integral consideration for us in selecting which suppliers we work with. Research shows that by supporting women in developing countries with living wage and childcare support, whole communities benefit. In Australia we have so many incredibly creative, influential female leaders to look to for inspiration. So many have carved a path in our market and I am so grateful to have met many along my own journey who I gain great strength from.

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

Stay true to your vision and values. It is easy to get caught up in trends, short-term gains or bow to commercial pressures, but longevity comes from consistency, quality, and purpose. For us, that has meant focusing on timeless design rather than fast fashion, making thoughtful choices about materials and production, and always putting our customers and values at the heart of what we do. Also, don’t be afraid to evolve, innovation and sustainability are key to staying relevant in this industry. If you are clear on your purpose and willing to do the hard work, you will build something that lasts that can benefit many.

Marnie’s story is a powerful reminder that meaningful change in fashion starts with intention, courage and a commitment to doing things differently. Through ELK, she continues to lead with purpose, proving that a values-led approach can not only build a successful business but also leave a lasting, positive impact on people and the planet.

Find out more about ELK.