Before starting a venture, working in a large corporation like Boots provides invaluable lessons. You learn what they do well (systems, processes) and what they do poorly (bureaucracy, slow culture change). This real-world education in a structured environment can be more valuable than university for a future founder.
Contrary to the 'focus' mantra, launching 10 brands at once created benefits. It justified building an expensive in-house ecosystem (comms, R&D, manufacturing) by spreading costs. It also created a portfolio where they could quickly and cheaply test ideas, see what gained traction, and discontinue failures without risking the entire company.
Unable to afford experienced hires, Deciem hired people straight out of university. This became a competitive advantage. The team lacked preconceived notions about how the beauty industry 'should' work, allowing them to approach problems with a practical, first-principles mindset and innovate in ways established players wouldn't.
There's a crucial difference between being 'nice' and being 'kind'. Niceness can be superficial, while kindness involves having difficult conversations about performance. The kindest act is to give direct feedback, offer coaching, or even help someone find a new role, because the ultimate goal is to help them succeed, even if it's outside the company.
The concept of a universal work-life balance is flawed. Balance is personal and fluid, changing throughout different periods of life. In your 20s, work might be your hobby. Later, family needs may take priority. A strong team culture supports these shifts, with members covering for each other, knowing the favor will be returned later.
As Deciem scaled, its founder-CEO recognized her own limitations in planning and organization, admitting that startup chaos becomes demotivating in a large company. Instead of faking it, she hired an experienced General Manager to install necessary systems. This humility and self-awareness allowed her to focus on her strengths in brand and culture.
To avoid the pitfalls of the term 'family' in corporate culture, reframe it as 'belonging.' This concept, rooted in the founder's desire to build a supportive community, becomes the North Star. The goal is ensuring every employee, regardless of their background or beliefs, feels they have a safe place at the company and are valued.