How Indie Beauty Brand Entrepreneurs And Executives Seek To Foster Nontoxic Workplaces

Tales of work environments in the beauty industry show that it can be ugly to be on the inside of it, but it doesn’t have to be that way. Emerging indie beauty brands often led by female founders and executives have the power to change company cultures and make work better for beauty industry employees.

To document how they’re attempting to foster beneficial work environments, for the latest edition of our ongoing series posing questions relevant to indie beauty, we asked 36 indie beauty entrepreneurs and executives the following questions: How do you go about creating a healthy workplace at your brand? What are specific pledges you make to your employees that they can and should hold you accountable for?

ERIN KLEINBERG Founder and Co-Founder, Sidia and Métier

Having grown up in the true girlboss era, there have been a ton of learnings and unlearnings quite frankly over the past five years in how we regard work-life balance and the prioritization of mental health at Métier and now Sidia. Ultimately, I have been reluctant to take on true institutional VC funding for this reason.

For the brand we are trying to build at SIDIA, it is not about this explosive growth and path to an exit, it's about enjoying the work along the way, innovating on new and fresh creative output and products, and building a legacy brand that will withstand the test of time. This slower growth celebrates passion, creativity and the desire to actually have fun while we are building towards our goals rather than being in a race against ourselves with VCs breathing down our necks daily.

We prioritize IRL time with the team, truly don't work on weekends or past 6, emergencies excluded, and have instated key days in the week for optimal creative thinking. Mondays have no external meetings and are time to be together with the team, hopefully sans screens, and Fridays are WFH, no internal or external calls in order to give people the space to think and do their best work. We allot summer Fridays and extra-long weekends where we can. All in all, it's a culture of trust, respect and the work gets done when people feel they have some space in which to frame it up.

Also, Sidia is named after and inspired by our blueprint, my grandmother Sidia, and is dedicated to everyone's Sidia out there. I think it makes it feel very connected that the brand is championing women in such a strong way, and our team is primarily made up of women. I am one of those owners that does not fear the four-day weeks that I imagine are upon us. I think people work around timeframes and make it happy in the end of the day. True teamwork makes our orgs go round!

Linda Wang Founder and CEO, Karuna and Avatara

It’s so important for me to foster an environment where everyone can feel heard and every idea or opinion is valued, going beyond just an open-door policy. It’s one thing to say, “You can come to me,” but living that motto and building trust with your team so that they actually do is where the focus should be.

And not just with me, but with each other to develop and grow together. No one is perfect, mistakes happen, and there’s always something new to learn, which is why open communication and understanding are so important.

Even more importantly, compassion is a nonnegotiable for us, especially when it comes to prioritizing self-care and mental health. We all need a break sometimes, and those extra-stressful days are bound to creep in every now and then. This is why we offer two wellness days per year.

I want my team to know that it’s 100% OK to express their needs and that nothing is ever too big or small to bring to the table if it means feeling good about themselves and comfortable in their workplace.

Surbhee Grover Founder, Love, Indus

Startups require a lot from everyone, of everyone. They also give a lot—joy, learning, excitement. A few things are fundamental to us:

Communication and openness—However clichéd it might be, this matters most. We share the wins, the challenges, the vision, the strategy, customer feedback. In a small team, it’s even more critical that the individuals feel they “own” the success and the path, and they understand the fabric of the brand and business.

Align aspirations with the work—Understand everyone’s ambitions so the work can align to their personal growth.

Knowing that success is not a game played solo—Our partners are an extension of the team, hence finding and working with folks that know their “art” and have a similar work ethic and values can be game-changing. We were able to “recruit” deep expertise in critical areas of design, product development, packaging because of the relationships we were able to cultivate by tapping into the passion of some of these partners.

Empower and trust—Folks grow substantially and rise to the challenge when they know what’s at stake and that there is no “safety net.” We also encourage the team to share any personal challenges that impact them. The relationship transcends work.

Make the time to play—Not necessarily a big party, but even moments of joy and fun. Even when things are tough, finding a way to laugh about it (together) just makes it better and creates a bond within the team that may stronger than the ones created in the best of times.

We hold each other accountable—in small ways and big. My team ticks me off when they feel I need to take it easy/ take time off. My agency partners provide strong guardrails if any initiative seems even slightly off-brand. Our interns question, challenge and improve our content strategies. We try to create clear responsibilities and accountabilities around work, and whether it's an intern or an agency or me (as founder), our culture allows for each of us to hold the other accountable.

This is not to say we have it down perfectly. No level of experience I’ve had in my global career working with/for Fortune 500 companies could quite prepare me for the role of founder. In this growth phase, there is immense pressure to be “always on,” and there are times when the balance is lost and the fabric of the company gets tested.

Creating a healthy work culture is a journey, and while the founder plays a key role, hiring the right folks and being open to doing things differently and better is critical so the company and culture can evolve as we grow.

BRITTANY LO Founder, Beia

Building a healthy workplace culture is having the understanding that work and life are deeply integrated. Having employees who are happy in their personal lives impacts their careers positively and vice versa, so it is crucial to me as a CEO that we provide flexibility to ensure this balance.

With this said, the workload is based on clear deliverables. So, as long as my team is getting the work done, then there's flexibility for an employee to schedule a workout during the day or doctor's appointment. However, part of being a small brand is that there are aspects of the job that require us to be in person, but having a mutual understanding of showing up when it is needed has been key.

A pledge I give my team is that I am always here to support and provide guidance whenever they need whether that is a desire for further career development or extra time to meet with me and to also provide transparency in my decision-making and communication with the entire team.

James Park President, Herbivore Botanicals

Herbivore piloted a Flex Fridays during the summer and is now making this permanent year-round. Flex Fridays are designed to allow the team to structure the day as they see fit. We found that, over the last few years, there was tremendous Zoom fatigue and a meaningful percentage of the meetings were not productive.

What's more, the team felt that they were having challenges finding stretches of time where they could make meaningful progress on their to-do list. On Fridays, we ask that the team be responsive during this day while asking everyone to not hold meetings so that team members can structure their day in a way that works for each individual.

KRISTIN MOORE Founder and Creative Director, Satva Botanicals

To me, a healthy workplace goes back to the holistic healing background I have. Simple things like sunlight, fresh air, hydration and nutrition are important. I always want to provide a workplace where we can “walk our talk.” We can’t promote self-care if we aren’t doing it ourselves!

We need to get the work done, yes, but we also need to make sure we are bringing our best selves to work each day, with mindfulness and intention. This positive energy is translated into our finished product, and everything we do. I believe you can feel the difference with that in our products.

You can’t create true clean beauty in a toxic environment. We are humans first at Satva, and I want to provide a work culture that supports us as such. I pledge to my team to be collaborative, respectful and compassionate, and I expect the same of everyone we work with.

ANISHA VINJAMURI Founder and CEO, UMM Skincare

Our commitment to creating a healthy workplace culture is centered around the core values of respect, trust, intellectual freedom and play. They reflect our dedication to fostering an environment where employees can thrive personally and professionally.

1. Respect and value everyone's opinions on project deliverables and subject matter expertise. Diverse perspectives lead to better solutions and a more inclusive work environment.
2. Trust each other's feedback, approach and decisions. This trust is the foundation of our collaborative efforts, enabling us to work together harmoniously and make informed decisions.
3. Intellectual freedom: We encourage each teammate to explore opportunities and roadblocks creatively in their unique way. We recognize that there is no one-size-fits-all approach to problem solving, and innovation thrives when individuals are free to express their creativity.
4. We prioritize playtime by scheduling it in our daily calendars. These moments of play provide essential breaks that boost creativity, reduce stress and enhance overall well-being. Embracing play is an integral part of our work culture.

Every Friday, we gather to reflect on these foundational principles and reset our path forward. This ongoing commitment to growth and improvement strengthens our team and ensures that our core values remain at the forefront of our company culture.

Julian Addo Founder and CEO, Adwoa Beauty

“Leading by example,” and “you do what you say you’re gonna do” are my personal mottos. We are a tight-knit team, and everyone pitches in to complete the tasks, so we rely on one another heavily. Ineffective communication could cost us thousands.

I exhibit how I want the team to conduct themselves, in and out of work. I feel a company’s culture is cultivated from the top down.

SANDRA VELASQUEZ Founder, Nopalera

At Nopalera, we have a 15-minute weekly meeting on Monday mornings called Goals & Gratitude. We are a remote team, so it help us stay connected, grounded and accountable to the team. Everyone says one thing they are grateful for and one big goal for the week.

We also have no meetings on Wednesdays or Fridays. I want everyone to have time to think creatively and plan, myself included! Because we are remote, we meet in person every quarter to review and hang.

Nadine Ramos Founder, Blessed Bananas

Creating a vibrant and inspiring work culture is my ultimate goal, and I believe that fostering creative freedom is the key to igniting and fueling passion within my team. When you empower individuals to explore their full potential and encourage their unique perspectives, the results are truly extraordinary.

Leadership styles may vary, and while it's crucial for us to align our values, I value embracing diverse approaches that prove to be effective and positive. We celebrate our differences and encourage one another to learn and grow.

At the heart of my company lies open communication and trust. These pillars are crucial in building successful and healthy relationships, both within our team and with our valued clients. Together, we strive to create an environment where everyone feels heard, valued and supported.

MUNDI GATTIS Founder, Clean Mundi

Creating a healthy workplace for Clean Mundi is essential for the well-being and productivity of our staff. A healthy workplace fosters a positive and supportive environment that can lead to increased employee satisfaction and performance.

For example, fostering open and transparent communication channels where Clean Mundi team members feel comfortable expressing their ideas, concerns and feedback is essential.

The following are steps I have taken to establish a healthy workplace culture in Clean Mundi:

• Clear Communication
• Promote Work-Life Balance
• Team Building and Social Activities
• Recognition and Rewards
• Professional Development
• Diversity and Inclusion
• Conflict Resolution
• Employee Input and Involvement

Pledges I have made are ensuring the mission and the purpose are always at the forefront of anything we do. While we are a business first and being a sustainable business is vital, the purpose is bigger than us. We are here to serve our community by providing conscious beauty solutions to their skincare needs.

ADA POLLA CEO, Alchimie Forever

Creating a healthy (physically and emotionally) workplace has always been a key priority, and something that I myself am personally involved in. Given that we are a small team, I have been able to handle this very much on a case-by-case basis.

Examples include honoring a request for a standing desk, investing in a keyboard with larger letters, and discussing a specific blend of WFH and WFO for an employee with a young child. I discuss these various initiatives with my team formally once a year during our review process and also encourage them to share ideas and wishes anytime.

ERIC DELAPENHA Founder, Strands Hair Care And The Hair Lab By Strands

A healthy workplace is created from the top down. I've always focused on creating a healthy work environment, starting with honest, open communication and collaboration as a core part of our foundation. This foundation helps our mostly remote team create healthy work relationships and opens up the ability to learn from their peers.

Vacations are celebrated, and mental health days are encouraged, all without the looming pressure to constantly be online. The team here at Strands is always willing to help each other, which shows throughout our work.

I’m always held accountable for our company growth, providing a healthy work environment and ensuring the team has clear objectives and goals.

KATE ASSARAF Founder, Dip

Until this April, I was running Dip solo, with some freelance help here and there.  Now, there are only three of us making the brand churn, one of them being my husband Jonathan, who is a beauty industry veteran himself.

This may or may not be a trite answer, but a few years ago I had a surfer friend recommend, “Let My People Go Surfing,” by Yvon Chouinard, and it changed my perspective on how a company can be. When I assess what I really wanted to do, it wasn't to run a company. Instead, it was to create change in the way people view plastic, to inspire others to buy less stuff and to be able to use our profits in a way that feels meaningful.

Our one employee and many freelancers know that they can count on me to treat them as human and know that there is never really a "shampoo emergency" that will ever need them to exhaust their bandwidth or steal time from their families.

For our freelancers, I also personally get a lot of joy out of paying people more than what they ask for, even if it's just a little bump. I think the world feels a little nicer when you aren't being nickel and dimed for your work.

In my 20s, after a string of hustle culture-style jobs, I once interviewed with a company and, after I gave my salary expectations, the person interviewing me said, "That's great, but I'd like to pay you a bit more than that." That one job got the best work out of me and made me understand that this was the type of leader I wanted to be if I was ever in a hiring position.

Jeff Lee Co-Founder and CEO, DIBS

As a largely remote company spread across the country, we always wrestle with how best to form interpersonal relationships without extensive in-person time together. Every employee understands that our company is about the free exchange of ideas, and that the contrary opinion is often the one that adds the most value in the room (or Zoom).

We're also proud of our integrity and focus on the team, and this is something I rely on everyone to hold me accountable for. This is not a celebrity or influencer brand where one person takes the credit, but a founder-led mission where everyone wears numerous hats and holds just as many keys to our collective success.

Finally, I am always available to my teammates, no matter the hour, but, in turn, I ask that everyone does their homework on whatever topic or challenge is on their mind before coming to the table.

ELENA FRANKEL Co-Founder, Flyte.70

A lot of laughing. Bonding over food. And when the chips are down, we give ourselves time to be frustrated, recover, then pick ourselves back up again.

We send each other ridiculously funny memes. We also celebrate every little win and try and check in periodically to make sure everyone isn’t feeling overwhelmed or inundated because, as a small brand, every day can feel like a rollercoaster ride. It’s not for the faint at heart!

It’s good to ask, “Are you doing OK?” I don’t think any of us ask that question nearly enough.

Elina Wang Co-Founder and CEO, ESW Beauty

As a leader of the workplace, it is important that I set the pace of the environment created for my brand. It is easy to get carried away at work and get wrapped up in the high speed and ever-changing beauty industry.

We are a startup and with that comes a smaller team at the moment. Each of my employees wear different hats every day, and no day ever looks the same. With a tight-knit team, I always remind myself that one person can only do so much and that they still have plans and lives outside of their 9 to 5.

I hold myself to work-life balance and make sure each of my employees feels like they are able to live a healthy balance between the two. As a company that values a healthy lifestyle for my customers, I aim to hold that internally.

I have monthly check-ins with my employees, and with that, we are able to discuss progress, opportunities and room for improvement on both ends. I believe that open discussion of issues is important.

I am young and still learning every day how to be a founder and leader for the company. I think as much as my employees are learning, I can learn from them as well.

CEDAR CARTER CEO, The Good Patch

We try very hard to create an environment centered on respect, regardless of role or “level” in the company. Be on time for meetings, respond promptly, listen and respect differing opinions as they often lead to better outcomes—the basics really, but sometimes those things can get lost along the way.  That respect starts at the top, so I try my best to lead by example.

We also value flexibility at The Good Patch, with the majority of the team working remotely across multiple time zones. Instead of monitoring specific work times, we look at individual results, which of course factor into our overall company results. I’ve found that happy employees are much more productive and being a happy employee usually means having time for a life outside of work.

AMANDA MCINTOSH Founder, Take My Face Off 

If someone makes a choice that didn’t work out for the company, it’s not their “fault.” Any fault lies with me since I’m the ultimate decision-maker.

And, ultimately, everything we do is just information towards better future decisions. Creativity is a habit, and you have to be careful to encourage, protect and cultivate that habit.

ALEX MCINTOSH Co-Founder and CEO, Thrive Natural Care

Our mission as a company is to leave things better than we found them, and as a public benefit corporation, we have a commitment to consider this social good as we operate. So, ingrained in our decision-making processes we are as focused on how we do things as what we do.

When it comes to people (both on our team, but also people who we work with), we always ask, will this or did this leave this person better off?

AUDREY GRUSS Founder, Hope Fragrances

We recognize that “employee” is one of many roles the people that work with us play. They are parents, children, students, mentors, community members, amongst many other roles.

A healthy workplace to us means equitable pay, a reasonable balance between work and other activities, benefits that assist the employees in need and post-employment, and healthcare benefits at a reasonable cost.

Healthy workplace also means paid time off and holidays for sickness, other responsibilities, and of course, mental recharging that we all need. Employees are permitted to work from home on both a regular basis and when coming into the office would place them at risk from weather or other events.

The pledge is that we will continue to treat our employees equitably and in a way that promotes their long-term health and the long-term health of Hope Fragrances.

DINA ROSENBLOOM CMO, Hairstory

Hairstory, at the core of our ethos, is about being healthy. This is the main tenant of our products and our formulations and is the principle on which the brand was founded. Our values reflect this. We operate with humility, challenge the status quo, take action, create value for our customers and grow the business sustainably.

Everybody in the company lives and breathes these values. Everybody on the team has a voice and seat at the table to take action, challenge industry norms and hold each other accountable. Growing sustainably is especially significant to me because it says so much about the backbone of the company and the way we want to grow and also how we view our employee culture.

It's incredibly important to us that not only the brand lives and breathes sustainability, but that our employees live sustainable lives, so a lot of our benefits and work culture is centered around that.

DEBI THEIS President, Henry Rose

Henry Rose was founded on a commitment to transparency, and it is paramount that our work environment reflects this. My guiding vision as a leader centers on collaborative teamwork, high expectations and empowerment.

Past colleagues of mine would recognize my expectations for excellence, but equally acknowledge that I uphold those same standards for myself while supporting others along the way. I always treat people the way I would like to be treated, and that is with fairness and mutual respect.

Regardless of how busy we get, I make sure to take time to acknowledge and appreciate the team's efforts. I want to leave every job better than I found it and be there for those who have helped along the way.

Gwen Salakaia Co-Founder, Senself

Being a small company has its advantages in working very closely with every single member and equally on placing importance on their hard work. We give them as much flexibility as possible to express their opinion and showcase their skills to consequently boost their motivation and dedication. Putting trust in them and making them feel included in every step of the company’s forward movement is vital in having a healthy and long-lasting relationship with them.

No brand can grow and be successful without its team. The most valuable asset for a company is its employees and making sure they feel appreciated is vital for a healthy working environment and future success.

JESSICA MONZALVO Founder, SBJ Esntls

Creating a healthy workplace at SBJ Esntls is a priority for us, even as a small two-person (occasionally three) team. Having worked in the corporate space for years, we understand the importance of fostering a positive and supportive work environment.

Self-care is at the root of what we do, so encouraging our team to self-care from the inside out is a priority. Whether it's taking a stretch midday or working outdoors to enjoy the sun, we believe in providing a flexible work environment that allows our team members to prioritize their well-being.

Keith Cornelius Jr. President, Maison 276

I believe the healthiest workplace environments exist when teams/companies have complete alignment between mission, values and definition of success. In general, leadership should also be accountable for creating and cultivating environments where all employees can authentically exist, have success, and be properly compensated for the success they help create. To the extent that pledges help sustain this environment, they should be used accordingly.

GERARD CAMME President and CEO, Element Eight

Element Eight is a true post-pandemic brand. We work remotely and respect everyone’s ability to lead a great quality of life. In the same token, we all have great stakes in the business. For most, it’s the first time they can work as an entrepreneur.

Creating a sense of team and ensuring everyone understands how their contribution is lending to the overall growth provides great fulfillment. All of this said, we look forward to those times we are all together, whether it be for an event, retailer meeting or strategy session.

ASHER HARDT Director Of Operations, Skin Gym

We’re a family-founded, family-owned and family-operated company, and we treat our employees and customers as members of the family. We have a very collaborative environment. Our objective is to enable employees to thrive both personally and in their career. We do what we say, and we strive daily to do more for our employees, customers and partners.

MICHAEL ENGERT Co-Founder and President, Very Good Light

Find great people and give them real ownership over what you're asking of them. Even the most junior people today have had years of internships by the time they reach their first full-time positions, and so we think this is the ultimate pledge you can provide your team with. It will serve your business in the short term because everyone will bring their own approach to overcoming challenges, meeting their goals, etc.

Over the longer term, this tends to have a compounding positive effect because individuality breeds creativity, creativity is critical to growth, and the shared experience of ownership strengthens a team's ability to navigate difficult waters.

THEODORA NTOVAS Founder, Yasou

Right now, I only have a few freelance contractors that I work with, so I try to give them extra time to do what they are doing for me without pressuring them. Presently, I’m a one-woman shop, thus I can say what I do personally for myself and that is I make sure I have time for myself to exercise, do something fun and rest.

I also try to constantly educate myself within the beauty arena because it’s fun for me. I like to learn about new ingredients, see what others are doing and what the current trends are. I would like to carry this on to my future employees as well—personal time and learning!

NADYA KOZLOVA Co-Founder and Co-CEO, Viktor Michael

We have been fortunate to work with outstanding teams both within and outside of Viktor Michael, and the caliber of people on both sides is off the charts! Although our team remains relatively small, we understand our responsibility to maintain open communication, encourage work-life balance and demonstrate commitment to accountability.

All seriousness aside though, if you were to join our conference calls, you’d soon discover its pure comedy and lots of laughter while accomplishing some pretty serious stuff.

YVE-CAR MOMPEROUSSE Co-Founder and CEO, Kreyol Essence

Over the summer, I decided, since I get coaching, to invest in my team leads (from warehouse, to manager, to director) getting two months of coaching. A healthy workplace comes from healthy people. Healthy people need coaches/therapist most of the time to grow.

Additionally, at our quarterly summit, I invited my co-founder’s and my mindset coach, Henry G, to share knowledge with the team on questions they had [such as]: How do I deal with imposter syndrome? How do I manage my personal life and work? How do I quite the negative self-talk?

IAN BAEK Founder, Orgaid

Creating a healthy workplace is essential for the success and sustainability of Orgaid. We prioritize our employees' well-being by offering fun projects and work-life balance, and opportunities for professional development.

As a small group, I listen to all of their input and strive to foster a collaborative and supportive atmosphere where everyone's ideas are valued. This not only contributes to our team's motivation and productivity, but also helps us maintain a strong sense of unity.

Brent Ridge Physician and Co-Founder, Beekman 1802

Kindness has been in the DNA of Beekman 1802, beginning with a single act of kindness that started the company 15 years ago. As a physician, I see kindness as wellness, a preventive health practice that can ultimately impact skin health, physical health, mental health and community health.

We are steadfast in our commitment to our kindness pillars: kind to self, kind to community, and kind to planet. We pledge to have a safe environment where employees feel they can bring their authentic selves to work.

Jill Scalamandre CEO, Beekman 1802

At Beekman 1802, bringing kindness to life at work is our No. 1 people priority. Kindness is shown to increase overall happiness, increase connectivity and increase feelings of making an impact, which are all critical factors in overall wellness.

We worked with Kindness.org to take a data-driven, scientific approach to validating the importance of kindness in the workplace. The study called “The Kind Company Study” showed that kindness at work predicts happiness at work and happiness in life. It even surfaced the theme that kindness at work is a better predictor of happiness than income. The goal is to demonstrate to all industries that, if we create kind workplaces, it impacts the business and wellbeing of the employees.

In addition to our research with Kindness.org, we have partnered with KindWorks.AI to bring their AI-driven kindness tool, Beni, to our team. Our initial results of our partnership with KindWorks.AI is extremely promising. Over 70% of our team has interacted with the tool, and we’ve completed hundreds of acts of kindness across the company. We are excited to share the long-term impact of kindness through our partnership with kind technology and Kindess.Org with all industries.

STEPHANIE G-M Founder and CEO, Ouli's Ointment

Honestly what I am trying to practice for myself and my team is to prioritize life, family and friends over work. It's easy to feel the pressure of not achieving or doing enough, but let's be honest, there is always more to do and more to go.

So, it's important to take the time and communicate clearly boundaries around being off and not expecting a reply immediately or at all during that time. I find, if we don't give ourselves that time, creativity suffers and so does motivation.

If you have a question you’d like Beauty Independent to ask beauty entrepreneurs and executives, please send it to editor@beautyindependent.com.