G: You built Briogeo from your kitchen to Sephora shelves and beyond. What lessons are you carrying into your next chapter with Makers Mindset?

N: One of the biggest lessons I’ve carried forward is that when you’re building something new, it has to come from a place of deep intention. With Briogeo, I was so connected to the mission and the problem we were solving—that people were being left out of the clean haircare conversation. That north star kept me grounded through every growth phase, and it’s something I’m bringing into this new chapter with Makers Mindset. It has to be heart-led.

Another thing I’ve really internalized is how much community matters. And I don’t mean just as a buzzword or a line in a pitch deck—I mean really being in it with your community. Listening. Showing up. Giving more than you take. If you’re not co-creating with the people you serve, you’re building in a vacuum. I think especially now, people can sense that disconnect. They want brands that feel human.

And finally, team and culture. This one’s huge. When you’re moving fast and growing quickly, it’s easy to deprioritize culture—but I’ve learned that it’s the foundation for everything else. The way your team feels, the way they show up, how they treat each other and your customers—it all ladders up to brand. And as a founder, you set the tone. The energy you bring into the room—whether it’s calm, chaotic, clear, or confused—that energy gets absorbed. So I’ve become much more conscious of that, and more intentional about how I show up.

G: You mentioned how leadership style impacts culture. How have you learned to trust yourself as a leader?

N: It’s definitely been a journey, and I don’t think it’s one that ever ends. Early on, I thought leadership meant having all the answers. Like, you had to show up as the expert in every room. But over time, I realized that real leadership is about creating space—for others to shine, to contribute, to challenge you. It’s not about being the smartest person in the room, it’s about being the most open.

One of the best tools I’ve leaned into is feedback. But not just the “here’s what’s going well” type—real, honest, constructive feedback. From your team, your partners, your customers. And the thing is, you can’t just wait around for it. You have to create an environment where people feel safe to give it. That means showing them that their voice matters, that it won’t be dismissed or punished. And that requires a certain level of humility and openness from you as a leader.

Another big shift for me was embracing transparency. Letting my team in—not just on the wins, but on the hard moments. When things changed. When something didn’t go as planned. I think people respect you more when you keep them in the loop and bring them along on the journey. It builds trust and alignment, which are so key when you’re moving quickly and dealing with uncertainty.

G: That balance of transparency and boundaries can be tricky, especially for founders who’ve been taught to always “have it together.” How have you approached that?

N: I’ve definitely had to unlearn some of those early ideas about what leadership is “supposed” to look like. Especially as a woman and a woman of color, there’s this pressure to show up perfectly all the time—to have it all together, to be unshakable. But the reality is, no one has it all together. And pretending that you do just creates distance between you and your team.

What I’ve found is that vulnerability—real, honest vulnerability—is actually a strength. It invites other people to show up more fully too. It fosters connection. Of course, that doesn’t mean you’re sharing every personal detail or creating chaos. There’s a balance. But being willing to say “I don’t know” or “This is hard” or even “I messed up”—that’s powerful. It humanizes you and builds trust.

I also think it ties back to hiring. When you build a team that shares your values, who understand your mission, and who you genuinely trust, you feel safer being vulnerable. You’re not afraid that being honest will be seen as weak—you know it will be seen as real. And I think that’s where the magic happens.

G: When you’re juggling so many priorities—brand, growth, team—what metrics actually matter?

N: It always starts with the customer. Are we making products that work? Are people excited to try them—and more importantly, are they coming back? That repeat behavior, that loyalty, is such a powerful signal.

Of course, there are all the traditional metrics—CAC, conversion rates, LTV. But those are outputs. What drives them is the experience you’re creating for your customer. Is your product solving a real need? Is your storytelling resonating? Are you showing up consistently? I think if you start with the right questions—and really stay close to your customer—the metrics will follow.

I’ve also learned not to get too distracted by vanity metrics. It’s easy to chase big social numbers or PR wins, but if that’s not translating into meaningful engagement or revenue, it’s not serving the business. So I try to focus on the signals that tell me we’re building something sustainable—not just something shiny.

G: What strategies helped you stay close to your customer over time?

N: Social listening was huge for us. We’d use every tool available—Instagram polls, DMs, email replies, customer service tickets—to really understand what people were saying and what they wanted. And then we’d act on that feedback. We weren’t just collecting it to check a box—we were using it to shape our roadmap.

One thing I loved doing was opening up the product development process. Asking our community directly: “What do you want us to make next?” or “What’s missing from your routine?” That kind of co-creation builds so much loyalty and trust. It makes people feel seen.

And then on the DTC side, we had access to a lot of first-party data. What people were buying, what they were bundling, when they were churning. But even with all that data, we never stopped asking questions. We stayed curious. We kept testing. Because customer behavior is always evolving—and you have to evolve with it if you want to stay relevant.

G: What keeps you grounded?

N: I’m a big believer in routine. I start every morning with movement—whether that’s a walk, a workout, or just stretching—and it sets the tone for how I show up. I also stay close to my people. My family and a small group of longtime friends keep me honest, humble, and in touch with what really matters. When things feel chaotic or overwhelming, I come back to those rituals and relationships. They remind me of who I am outside of work.