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.

Circular Sourcing: eBay Circular Fashion Fund 2026 Australian Finalist

eBay named Circular Sourcing a regional winner in eBay's 2026 Circular Fashion Fund. Founded by Courtney Holm, who spent eight years building the circular fashion label A.BCH before pivoting to tackle the industry's material waste problem at scale.

Circular Sourcing is a platform building the data infrastructure behind physical textiles, making surplus materials visible, accessible and commercially viable for brands and designers.

A few weeks ago, Courtney travelled to New York City to pitch alongside the global finalists. We caught up with her to hear more.

Could you share some insights into your background and the journey that led you to launch Circular Sourcing?
I founded circular fashion label A.BCH in 2016 at a time when sustainable fashion had a few major players, but no one was yet talking about circular design. Over the next eight years, I built A.BCH from concept to beloved brand in Melbourne; we established our own factory and eventually manufactured 100% of our products in-house through an on-demand model. It was through A.BCH that I gained a deep understanding of supply chains, materials and manufacturing. It was also how I saw the enormous waste issues up close. It dawned on me that whatever little universe we created with A.BCH wouldn’t have an iota of impact on the industry at large. So we started small, just as a little esty store, selling surplus here and there for ourselves and then our brand friends, and eventually with a co-funding from A.BCH and Sustainability Victoria and contributions from Full Circle Fibres, MTK Australia and The Social Studio, we built a central platform for this to scale.

That led us to realise the problem was less about surplus being a problem needing to be solved downstream and more that the industry extracts and grossly undervalues important material assets simply because the data behind them is lost. We realised that we could build the data infrastructure behind physical textiles and that's exactly what we're doing today.

You were one out of 8 successful global finalists for the eBay Circular Fashion Fund so take me back to that pitch room. What was it really like standing in front of industry experts, how did you prepare for that moment, and what would you tell other businesses heading into pitching opportunities?

This was honestly one of the most intense pitches I've ever prepped for. The judges are all seriously iconic people in the industry; they know the problem deeply and they will scrutinise every word much more than a generic investor ever could. The pressure was real, including from traveling halfway around the world! But I think I was fairly well prepared..

Prep looks like getting your deck right so the visuals can help you share your story, not distract or cause confusion. It looks like practising a lot, because when you only have 5 minutes, every word you say counts. It's also getting to the point as soon and succinctly as possible. And it's managing nerves and pressure, though the other founders in the competition were so supportive and it made the whole process feel really good, regardless of who won the final prize.

You founded the brand A.BCH in 2017 and built it into a world-leading example of circular design, before making the strategic decision in early 2024 to focus on building Circular Sourcing. What was the defining moment that convinced you the industry needed a dedicated platform for surplus textiles rather than another circular fashion brand?
I guess I talked about it a little already, but I think it was the moment when the scale of impact hit me. It was like, could I dare to think bigger? Globally? Transformationally? Could I go from being heads down, running around and doing my own creative thing in my own little world, to opening myself up to the very public, scrutinised, and tumultuous life of a technology founder where my business is far more likely to fail? Ultimately I chose yes. It hasn't been easy, but it was the best decision I could have made.

Circular Sourcing’s mission is to divert materials from ending up in landfill. How do you go about shifting the mindset of brands and manufacturers from seeing surplus as a liability to treating it as a premium material opportunity?
You know, the cool thing about surplus is, once the data is restructured and the product is made visible, it's actually very easy to get brands on board to use it. It's available immediately, enabling speed to market, it's unique, providing endless story telling opportunities, and the material and impact data work has all been done for them, so it's pretty much a win-win. Brands are coming to us already. What is more challenging is getting brands to think and design for the full circular lifecycle, that is our real challenge and where we are heading, big picture.

You deliberately use the term "material streams" rather than "waste streams," viewing all material as a valuable resource. How does that language and philosophy shape the way Circular Sourcing is designed both as a platform and as a business?
I think we just have particular phrases and language that we lean into at Circular Sourcing. The reason why is that we are building a company culture, and a big part of culture is language. We’re also industry operators by trade. Certain words and phrases make supply chain folks bristle. The way things are framed is so important not only for shaping the vernacular but for shaping the actions those words invoke. The call to action for revaluing resources is a lot more powerful than reducing waste.

What does being selected as a finalist for eBay’s Circular Fashion Fund mean to your business and what are you hoping the funding will unlock for Circular Sourcing?

It's epic. I feel so lucky to be building this business at this moment in time. It’s a privilege to be shaping the future industry we want and need. Being selected for the fund is a resounding YES to our central thesis. While I don't know exactly what it will unlock yet for Circular Sourcing, I’m open to the possibilities of who will come alongside us next, because one thing I know for sure is this is not something we can go at alone. So I'm excited for who will join us, partner with us, invest with us next – and what that unlocks.

Discover more about Circular Sourcing through their social media channels or official website.

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: 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.

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.