Future Makers: Lee Mathews, Founder & Designer

Before there were stores in Paddington, Mosman and Melbourne, there were "frock sales", clothes made at home and sold from lounge rooms, with customers giving instant, honest feedback on what they wanted to wear. It's an unlikely beginning for a label that would go on to define a certain kind of considered, fabric-first Australian style, but for Lee Mathews, it was never about following the traditional pathway.

In this edition of Future Makers, Lee talks about the quiet, organic decisions that built her business one store at a time, the mentors, from Brana Wolf to Mark Keighery whose lessons still shape how she works, and why knowing your customer matters more than any five-year plan.

 

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 didn’t really start Lee Mathews through the traditional fashion industry pathway. It began very simply, from my kitchen table. I used to make clothes and sell them from my house, or other people’s houses, a bit like an Avon lady - except it was clothes. We called them “frock sales”. There’s nothing like an Avon party to tell you what people want to buy: immediate feedback, right there in front of you. That was the market research.

I knew how to make clothes because my Nanna taught me to sew. I’d also studied home economics at school and learned to embroider, which I loved. I was always drawn to fabric. At the time, I had small children and couldn’t work full time, and this was before e-commerce existed, so I needed to find a way to make and sell things.

I did the frock sales for about a year before Belinda discovered the collection and placed the first wholesale order. She had beautiful multi-brand boutiques across Sydney and Melbourne, and she was an incredible buyer. That was the first moment where it started to become something beyond my home.

Within a year or so, we took over a small space on Barrenjoey Road in Newport. It was originally a workspace, but we cleaned up the windows and allowed people to come in and buy what was hanging on the rack - essentially samples. That was the beginning. The whole business eventually grew from that little arcade: offices behind the store, the cutting room and pattern room behind that.

Then, when the kids went to school five or six years later, we opened more stores - Melbourne first, then Paddington, Mosman and Carlton. I’d call it retail expansion now, but honestly, there wasn’t really a big strategy, budget or rollout plan at the time. A space would become available, it was affordable, and we thought, why not? That was how each store came about.

I wouldn’t say there was one single pivotal moment that led me here. It was more of a gradual evolution - a series of small decisions, opportunities and relationships that shaped the business over time.If anything, collaborating with other designers was a real turning point. Creating collections with other people is a much more enjoyable and rewarding process than doing everything alone, which I did for many years. It changed the way I approach creativity and reinforced the importance of collaboration.

Then COVID changed everything. We had grown quite organically until that point, and suddenly it became about adapting, reassessing and finding new ways forward. It was a challenging period, but it also gave us the opportunity to reflect on what mattered most and how we wanted to continue evolving Lee Mathews

 

Are there any mentors or influential figures who played a key role in your leadership style?
The mentor I’ve had throughout my entire career is Brana Wolf. The way she approaches what she does, the way she thinks and the way she solves problems has been a constant influence on me. She taught me a lot about working through a collection, staying focused and finding a way forward when things aren’t always clear.

But really, it’s all the people you end up working with and learning from along the way. Jane Parker, former design director of Country Road was incredible - she brought a level of discipline and structure that was very different to my natural way of working. And Mark Keighery at Marcs, whose mantra was “never assume”. Anyone who worked with him would remember that. I don’t think there was a conversation about anything in the business where that wasn’t said, and it’s something that has stayed with me.

When you spend so much time at work, and when it’s your own business it becomes your life’s work, you naturally find yourself reflecting on situations all the time: what would they have done? What would they have thought? Does this feel right?

I don’t think leadership comes from one person. It’s shaped by all the people you encounter, the lessons you take from them and the experiences that influence the way you approach decisions, creativity and problem solving.

 

What has been the biggest challenge you have faced on your pathway, and how did you overcome it?
We’re a self-funded business, which is quite unusual these days. I’ve never been someone who has been driven by growth for growth’s sake, I’ve always been focused on making beautiful things and building something meaningful but running a business means you do have to think about the bottom line.

One of the biggest challenges as a founder has been learning to step back from my own personal preferences and listen to the perspectives of others. You become so connected to what you create, so it takes trust to allow other people into that process and to make decisions together, whether that’s around a collection, pricing, or the direction of the business. Sometimes it works, sometimes it doesn’t, but that’s part of learning.

You take a lot of risks in this industry, and they don’t all pay off. There have been seasons that haven’t worked as we hoped, and you have to live with those consequences and keep moving forward. That’s really just learning on the job.

 

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?

I think the industry has evolved, but there is still work to do. I’ve been fortunate to work with many incredible women throughout my career, and I’ve seen how much stronger businesses are when different perspectives are represented.

We all have a role to play in mentoring, supporting and creating opportunities for the next generation of leaders.

 

What's one piece of advice you’d share with someone aiming to follow in your footsteps?
Know who your customer is. Really, really know who your customer is, because if you don’t understand who they are, it’s very difficult to know where to point yourself.

Your customer should guide so much of what you do from the product you create, to how you communicate, to the experience you build around your brand. It doesn’t mean you stop evolving or trying new things, but having a clear understanding of who you are creating for gives you a strong foundation.

Find more about Lee Mathews Here

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.

Melbourne Member Forum 2025

The AFC Melbourne Member Forum brought together designers, founders and industry leaders to tackle one question: How do you future-proof a fashion business? The room was full of energy, ideas and conversations that matter.

A special thank you goes to our incredible guest speakers:

Their candid and honest reflections on leadership and business growth sparked an engaging discussion that left attendees inspired.

KEY TAKEAWAYS FROM THE SPEAKERS 

 

 

A special thanks to Afterpay for hosting the forum. We look forward to welcoming you to our next event and continuing the conversation on building a stronger, more resilient fashion industry.

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.

 

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.

 

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?

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: Amy Low, CEO of The Social Outfit

For our latest Future Makers feature, we speak with Amy Low, CEO of The Social Outfit,  the values-led social enterprise redefining the intersection of fashion, ethics and opportunity.

Through career pivots, leadership insights, and heartfelt reflections, our conversation with Amy reveals the transformative power of purpose-driven work.

 

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 introduction to the industry was working in a store in The Strand Arcade in Sydney. I was a casual retail staff member, selling formal dresses for weddings and special occasions. When a group of women all try on the same dress in a colour they didn’t choose, you learn quickly about dress fittings and customer service.

I came back to the industry to start a shoe business with a friend. We made mens shoes with artisans and Italy, beginning a steep learning curve in supply chain management, sales, marketing and business operations. Friends and family told me that I was brave to leave a career as a lawyer to start a shoe brand. Whilst there was a lot of naivety about what was involved, I knew that I wanted to pursue something creative and put something into the world that was beautifully made.

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

I have been an avid supporter of The Social Outfit since it began, joining the Board in 2015. 

Seeing leadership in action with Founder Jackie Ruddock, and Chair David Hardie, gave me a new way to think about values and purpose. They are both clear-eyed, compassionate and approachable. They put people first in a way I haven’t seen often in the corporate world. Now that I am CEO, I can see more clearly how their leadership style has shaped mine.

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

There can be so much turbulence in the workplace. Like so many friends in the industry, I’ve been made redundant before, and felt lost about what to do next. When a job change is not voluntary, the job hunt seems even more daunting and competitive. It forced me to think about what my strengths are, and where they might be of greatest value. It helped to ask people for advice, to get confident about what I bring to the table, and opportunities I may have overlooked.

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 more that can be done to support the careers of female leaders, particularly in the business side of the fashion industry and in operational decision making. Women are incredibly resourceful, resilient and creative - all excellent entrepreneurial traits of benefit in the fashion industry. 

Done with intention, simple actions such as inviting a younger colleague to attend a decision making meeting can offer invaluable experience and signal what leadership opportunities are ahead.

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

Stay curious and ask lots of questions. There are so many opportunities, if you spend some time learning about how it all fits together.

 

Find more about The Social Outfit 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.

Future Makers: State of Escape Founders Brigitte MacGowan and Desley Maidment.

In this month’s Future Makers series, we’re thrilled to spotlight the co-founders of State of Escape, Brigitte MacGowan (Creative Director) and Desley Maidment (CEO). From their shared vision of creating luxurious, sustainable handbags, they’ve built a globally recognised Australian brand known for its minimalist designs and innovative approach to fashion.

Read on to learn about their journey from concept to creation, their commitment to sustainability, and the leadership strategies that have helped them carve out a unique place in the fashion industry. Their story is a testament to the power of collaboration, creativity, and resilience.

 

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?

Brigitte: I was fortunate to work for graphic design and advertising agencies for the first 15 years of my career in both creative and account management roles. It was across a range of industries from fashion, corporate, education, broadcast and lifestyle which really honed my understating and power of great design and ‘brand’. This accumulated knowledge gave me the confidence to design a product, knowing that I had the skills to create a beautiful world in which our creations could live and thrive. The final pivotal moment was my introduction to Desley, and with her strong finance and business management skills we became two parts of the whole.

Desley:  After several years in London in the Finance space I found an opportunity to work in Fashion Recruitment back in Sydney where I spent almost a decade working with many local fashion companies both small and large supporting their own growth initiatives via sourcing talented individuals. Working in this capacity in the industry I was privy to many of the challenges and opportunities and changing ways of building a fashion company out of Australia.  

It gave me incredible insight and understanding across design, development, sourcing, production, retail/wholesale and marketing which has supported our ongoing approach and considerations as a business today.  2 key factors that led to the development of the State of Escape business came after having taken a break to start a family and increasingly desiring to re-enter the workforce. Additionally, a fortuitous introduction to Brigitte by a mutual friend.  Brigitte was living a parallel life to me and with a similar mindset and drive.  Her design/brand management background and my fashion/finance background provided the right mix for us to take the leap and begin our journey.

 

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

Brigitte: There have been many, with diverse personalities and management styles. Some that created space for excellent work through positive encouragement and mentorship, and others who lead with sheer will. The most influential I’ve experienced create culture through empathy, positivity, and collaboration. It’s always a work in progress, constantly evaluating and listening to your team. If we all feel valued, and are working towards the same goal, then the magic can happen.

Desley:  I have been fortunate to have a variety of mentors from previous role across various industries who have all influenced and shaped me in positive, diverse ways; sharing their wisdom, advice and important measures for achieving your goals and working as part of a team, as well as the importance of showing strength in leadership and surrounding yourself with equally dynamic and driven individuals. Having multiple industry influences has continued to drive me to look at things differently and be open to how a business approaches change, develops teams and builds brands.

 

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

Brigitte: Sustainability has always been at the heart of our brand, last year proudly achieving B Corp status. The challenge is how we create a quality, evergreen product which is made in Australia in an industry that constantly demands newness and cheaper pricing. The immediate solution is just to say no, with the long-term goal of building a brand that puts all these values at the forefront of what we say and do.

Desley:  One of our greatest challenges has been continuing to be able to navigate our ever-changing marketplace.  Having a business that is export oriented and growing, has seen us navigate several changing ways of operating in markets with new tech, new structures and new channels to market.  Being able to partner with key groups ensuring we stay informed and make the most appropriate decisions for our brand specifically has been key to managing this and ensuring we can thrive in a fast moving, exciting, yet challenging global market.

 

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?

Brigitte: I do believe this will continue to increase if we lead by example. We have met and had the pleasure of working with many female executives in the Australian fashion industry, sharing knowledge and with the genuine desire for each other’s success. Embracing this sentiment is the key to change.  

Desley:  Yes, I do believe there has been significant progress in our industry, and believe all industry individuals who are passionate, like us, about this statistic will continue to support more women in leadership roles. I have faith and belief in the experienced and talented people who are supporting and driving this industry. Over the years we have seen many more women build and grow incredible fashion businesses, something Australia can be incredibly proud of and should inspire the generations to come.

 

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

Brigitte: Differentiate. In a world of ‘sameness’ create your own vision.

Desley: If you can, find a partner/founder with whom you can have mutual trust, so you can build, drive, grow and share the load, the laughs and the wins. I know I couldn’t have done it alone.

 

Brigitte and Desley’s journey with State of Escape is a testament to the power of collaboration, resilience, and innovation. Their dedication to sustainability, leadership, and creativity continues to inspire the Australian fashion industry and beyond, paving the way for future generations of changemakers.

Keep an eye out to see who will be featured as next month’s Future Maker. 

 

Find out more about State of Escape.