In the gleaming offices of Good American’s Los Angeles headquarters, the atmosphere buzzes with an energy that feels distinctly different from traditional fashion houses. Here, inclusivity isn’t just a buzzword or a marketing strategy—it’s woven into the very fabric of the company’s DNA, much like the innovative stretch materials that have made their jeans a sensation among women of all sizes.
For Emma Grede, the journey to this moment began in the working-class neighborhoods of East London, where fashion magazines provided a window to a world that seemed galaxies away from her modest surroundings. But unlike many who dream of fashion’s glamorous surface, Grede saw something deeper: an industry ripe for transformation, one that could better serve the diverse women who had long been overlooked by traditional brands.
“When you look at the statistics, it’s staggering,” Grede notes, her voice carrying the quiet confidence of someone who has done their homework. “Sixty-eight percent of women in America are what would be considered plus-size, yet the fashion industry has historically treated them as an afterthought.” This observation wasn’t just market research for Grede—it was the foundation of a revolution in retail.
The path to creating Good American wasn’t paved with the usual fashion industry conventions. While most brands start with design and then adapt for different sizes, Grede took the opposite approach. She began with a fundamental question: What does a woman with curves actually need from her clothing? The answer led to months of meticulous research, countless fittings, and the development of proprietary fabrics that would maintain their shape while flattering diverse body types.
But Grede’s vision extended beyond the product itself. Having built her career in entertainment marketing, she understood that representation needed to exist at every level of the business. “Without knowing, as a Black female CEO, I always hired for diversity,” she reflects. “Not because it was part of a charter—there was no charter when I first started. It was just what I felt comfortable with, what I knew to be true: that if there were a group of people around the table with different opinions, we’d do the best work.”
This philosophy proved transformative. When manufacturers said it wasn’t possible to produce high-quality denim in an inclusive size range, Grede didn’t accept defeat. Instead, she assembled a team that would challenge these long-held industry assumptions. The result was a revolutionary approach to sizing that maintained consistent quality and style across every measurement.
The partnership with Khloe Kardashian emerged organically from this foundation of authenticity. “Khloe wasn’t just a face for the brand—she was our customer,” Grede explains. “She had experienced firsthand the frustration of being the curvier sister, of having to alter designer clothes or shop in different sections.” This shared understanding of the customer’s pain points created a partnership that transcended typical celebrity endorsements.
The success of Good American laid the groundwork for Grede’s next venture with Kim Kardashian: SKIMS. Here again, inclusivity drove innovation. The brand’s approach to “nude” shapewear—offering nine different skin tones rather than the traditional few—demonstrated how attention to diversity could unlock massive market potential.
Today, Grede’s companies stand as testament to a simple yet powerful truth: when fashion truly serves all women, everyone wins. The financial success—billions in revenue—proves that inclusivity isn’t just ethically right; it’s good business. But perhaps more importantly, it’s changing the conversation about beauty, fashion, and representation in ways that ripple far beyond the bottom line.
“You can’t pay your way to a customer,” Grede observes, highlighting how modern consumers demand authenticity in their brands. “People have so much choice now. They want to make sure they’re aligned with your values.” In an industry often criticized for its superficiality, Grede has proven that depth—of vision, of commitment, of understanding—can be the most powerful trend of all.
For aspiring entrepreneurs, Grede’s journey offers a masterclass in turning industry challenges into opportunities. Her success demonstrates that the most powerful innovations often come not from following established playbooks, but from having the courage to write new ones. In doing so, she hasn’t just built successful companies—she’s helped reshape an industry’s understanding of who it serves and how it can serve them better.
In the gritty landscape of East London in the 1990s, where opportunity often felt as distant as the glossy pages of Vogue were from reality, a young Emma Grede found herself captivated by the transformative power of fashion. Not merely for its glamour—though that certainly held its appeal—but for its ability to bridge worlds, to tell stories, and ultimately, to create possibility where none seemed to exist.
“Fashion for me was such an alluring industry because it felt really far from what I knew,” Grede reflects, her voice carrying the quiet confidence of someone who has successfully navigated the journey from outsider to industry leader. “It felt glamorous, and I just loved the clothes and the idea of being in Paris.” Yet unlike many young dreamers who lose themselves in fashion’s glittering surface, Grede’s early vision was remarkably clear-eyed about where her true talents lay.
Perhaps it was this self-awareness that set her apart from the beginning. While her peers might have sketched designs or dreamed of runway shows, Grede recognized her strength lay not in creating clothes, but in creating connections. “I was pretty good at knowing what I didn’t do well,” she notes with characteristic candor. “I never tried to be a fashion designer because I thought I’m probably not going to be very good at being a fashion designer.”
Instead, she charted a course that would leverage her natural talents. Beginning as a show producer, Grede immersed herself in the mechanics of the fashion industry, learning not just how clothes were presented, but how relationships were built and deals were made. This foundation would prove invaluable as she transitioned into entertainment-based marketing, eventually founding ITB Worldwide at the remarkably young age of 24.
At ITB, Grede began to demonstrate the business philosophy that would later become her hallmark. While many agencies of the era focused on traditional marketing approaches, she instinctively understood the power of diverse perspectives in creating compelling campaigns. “Without knowing, as a Black female CEO, I always hired for diversity,” she explains. “When we were doing incredible campaigns, you’d have somebody say, ‘Have you thought about this and how that could be interpreted?'”
This approach wasn’t just progressive—it was prescient. In an industry that often treated diversity as a checkbox to be ticked, Grede saw it as a competitive advantage. Her team’s ability to spot potential pitfalls and identify new opportunities set ITB apart, attracting high-profile clients and eventually leading to the agency’s acquisition by IPG Media.
But perhaps most crucial to her future success was how Grede approached relationship-building in Hollywood. In the early 2010s, while others might have seen Los Angeles merely as another market to conquer, she invested time in understanding the unique ecosystem of agents, managers, and talent. Her regular meetings with figures like Kris Jenner—then primarily known as a manager rather than a reality TV star—demonstrated her ability to see potential before it fully materialized.
These early years in East London and later in Hollywood weren’t just about building a career—they were about developing an eye for opportunity, a talent for bringing people together, and most importantly, an understanding that true innovation often comes from outsiders who see the industry with fresh eyes.
For aspiring entrepreneurs, Grede’s early career offers valuable lessons in the power of self-awareness, the importance of building genuine relationships, and the competitive advantage of diverse perspectives. Her journey demonstrates that success in fashion—or any industry—doesn’t always follow the expected path. Sometimes, the most valuable skill is knowing not just what you can do, but what you shouldn’t try to do, and building a team that complements your strengths while covering your weaknesses.
As the fashion industry continues to evolve, Grede’s early experiences remain relevant. Her story reminds us that true disruption often comes not from those born into an industry, but from those who bring fresh perspectives and are willing to question long-held assumptions about how things “should” be done.
In the pristine showrooms of luxury department stores, a peculiar disconnect had long persisted: while the majority of American women wore sizes 14 and above, the fashion industry continued to treat them as an afterthought. It was in this gap between reality and retail that Emma Grede saw not just a market opportunity, but a chance to fundamentally reshape the fashion landscape.
The statistics were impossible to ignore: 68% of American women were considered plus-size, yet their options remained limited to poorly-fitted afterthoughts or segregated sections of department stores. For Grede, whose decade in fashion had given her an intimate understanding of the industry’s blind spots, this wasn’t just a business opportunity—it was a calling.
“When you look around and see the statistics,” Grede reflects, “you realize this isn’t just about clothes. It’s about dignity, about representation, about giving women the same opportunities to express themselves through fashion, regardless of their size.” This understanding would become the foundation of Good American, but the path from concept to execution would prove more challenging than even she anticipated.
The journey began with a single pair of jeans. While most brands simply sized up their existing patterns, Grede took a fundamentally different approach. She understood that a curvy body required more than just larger measurements—it needed entirely different engineering. Working with technical designers and fit models of various sizes, Good American developed proprietary patterns that incorporated additional curve through the hip and thigh, ensuring the jeans would flatter bodies of all shapes.
“I got a prototype of like one pair of skinny jeans that was cut all the curve in,” Grede recalls. “I just started asking people to try it on, and I knew right away that it was just going to work better for their bodies.” The feedback was immediate and emotional: women who hadn’t worn jeans in decades found themselves finally feeling comfortable and confident.
In seeking a partner for the brand, Grede’s choice of Khloe Kardashian wasn’t merely about celebrity endorsement—it was about authentic alignment. “Khloe wasn’t just a face for the brand—she was our customer,” Grede explains. Having experienced firsthand the frustration of being the curvier sister, often unable to find fashion-forward options in her size, Kardashian brought both personal understanding and passionate advocacy to the partnership.
This authenticity would prove crucial in building trust with consumers. In an era where customers increasingly demand alignment between brand values and personal beliefs, Good American’s commitment to inclusion wasn’t just marketing—it was embedded in every aspect of the business.
Perhaps most revolutionary was Good American’s approach to product development. Rather than relying solely on traditional market research, the brand created a direct dialogue with its community. Through social media engagement and extensive focus groups, Good American turned customer feedback into product innovation.
“When we ask a question, tens of thousands of women will come back and tell us if they want a dress with or without sleeves,” Grede notes. This level of engagement has allowed the brand to stay ahead of trends while ensuring their products truly serve their customers’ needs.
But this approach requires more than just listening—it demands action. When customers point out size availability issues in specific stores, Grede personally ensures the feedback reaches the right channels. This commitment to accountability has built a level of trust rarely seen in fashion retail.
Good American’s success—measured not just in sales but in industry influence—has proven that inclusion isn’t just ethically right; it’s good business. The brand has forced the fashion industry to confront its assumptions about size inclusion, proving that quality, style, and inclusive sizing can coexist profitably.
For entrepreneurs, Good American’s story offers valuable lessons in identifying market opportunities, building authentic partnerships, and maintaining genuine connections with customers. But perhaps most importantly, it demonstrates how business success can drive social progress when vision, innovation, and purpose align.
In an industry often criticized for its exclusivity, Good American stands as proof that fashion’s future lies in inclusion. As Grede often emphasizes, “You can’t pay your way to a customer.” In today’s market, authentic commitment to serving all customers isn’t just a nice-to-have—it’s a business imperative.
In the carefully curated world of luxury fashion, shapewear had long occupied an awkward position—necessary but rarely celebrated, functional but seldom fashionable. It was in this space that Emma Grede, fresh from the success of Good American, saw another opportunity to transform an industry through inclusion and innovation.
The genesis of SKIMS emerged from a conversation with Kris Jenner about a project Kim Kardashian envisioned. For Grede, whose expertise in inclusive sizing and product development had already revolutionized the denim industry, the shapewear category presented an irresistible challenge: How could they reinvent a product category that had remained largely unchanged for decades?
As Chief Product Officer, Grede approached the challenge with characteristic precision. Drawing from her experience at Good American, she understood that true innovation in intimate apparel required more than just expanded sizing—it demanded a fundamental rethinking of how these garments should work with and for the body.
The technical challenges were formidable. Creating shapewear that could effectively support and sculpt while remaining comfortable across a wide range of body types required extensive research into fabric technology. The team experimented with countless materials and construction techniques, seeking the perfect balance of compression, comfort, and durability.
But perhaps most revolutionary was SKIMS’ approach to the concept of “nude.” In a market where “nude” typically meant a limited range of beige tones, SKIMS launched with nine different skin shades—a decision that acknowledged and celebrated the diversity of their customer base. This wasn’t just about color matching; it was about dignity and representation in a category where both had been historically lacking.
The brand’s journey wasn’t without its stumbles. The initial name choice—Kimono—sparked immediate controversy, with critics arguing it appropriated Japanese cultural heritage. It was a moment that could have derailed a less resilient team. Instead, under Grede’s guidance, the brand demonstrated remarkable agility and cultural sensitivity.
“We listened to the audience,” Grede reflects on the decision to rename the brand to SKIMS. “In hindsight, it was a way better name actually.” This ability to acknowledge missteps and pivot quickly would become a hallmark of the brand’s approach to customer engagement.
What began as a shapewear line has evolved into something far more ambitious. Under Grede’s product leadership, SKIMS has expanded its vision of what intimate apparel can be. The brand has successfully bridged the gap between functional support garments and fashion-forward pieces that women actually want to show off.
This evolution reflects a deeper understanding of modern consumers’ desires. Today’s customer doesn’t just want garments that shape; they want pieces that seamlessly integrate into their wardrobe while making them feel confident and comfortable. SKIMS’ success lies in its ability to deliver both, without compromising on either front.
SKIMS’ rapid growth and cultural impact demonstrate how rethinking industry assumptions can lead to extraordinary results. By approaching shapewear through the lens of inclusion—both in sizing and skin tones—the brand has created a new paradigm for what intimate apparel can be.
For entrepreneurs and industry leaders, SKIMS offers valuable lessons in product development and brand building. The brand’s success underscores the importance of:
– Understanding and addressing unmet customer needs
– Investing in technical innovation
– Maintaining cultural awareness and adaptability
– Creating products that solve problems while celebrating identity
As the fashion industry continues to evolve, SKIMS stands as a testament to the power of combining technical expertise with cultural understanding. Under Grede’s product leadership, the brand has not just captured market share—it has redefined what’s possible in its category, proving that when innovation meets inclusion, extraordinary growth follows.
In an industry often criticized for its narrow vision of beauty and body types, SKIMS has demonstrated that success comes not from telling women to conform to garments, but from creating garments that celebrate women as they are. This philosophy, perhaps more than any single product innovation, may be the brand’s most lasting contribution to fashion’s future.
In the fast-paced world of fashion and consumer brands, where trends can shift as quickly as Instagram feeds refresh, the ability to make swift, confident decisions can mean the difference between seizing an opportunity and watching it slip away. For Emma Grede, whose portfolio of successful ventures includes Good American, SKIMS, and Safely, this understanding has crystallized into a distinctive leadership philosophy that balances intuition with intelligence, speed with strategy.
“Make a decision and move on,” Grede emphasizes, cutting through the analysis paralysis that often plagues leadership. “When you’re a CEO and you’re making so many decisions today, to over-procrastinate is to just freeze and die.” This philosophy isn’t about recklessness—it’s about maintaining momentum in an increasingly dynamic business environment.
The approach stems from a deep understanding that in today’s market, the cost of inaction often outweighs the risk of imperfect action. While many leaders might seek perfect information before moving forward, Grede has cultivated a different approach: one that values progress over perfection, movement over meditation.
In the spectrum of leadership styles, Grede positions herself firmly on the side of gut-driven decision-making, though she’s quick to note that this intuition is heavily informed by experience. “I can live with a decision that I made from the gut that goes wrong better than one where I looked at all the data and processed it and still messed up,” she reflects, highlighting the importance of owning one’s decision-making style.
This isn’t to say that data and analysis don’t play a role—they do. But in Grede’s framework, they serve to inform intuition rather than replace it. This approach has proven particularly valuable in moments requiring quick pivots or innovative solutions, such as SKIMS’ rapid rebrand from its original name, Kimono, in response to cultural feedback.
Perhaps most striking about Grede’s leadership philosophy is her approach to talent and team building. “Your organization really has to be the best choice for them,” she notes, speaking about attracting and retaining top talent. This isn’t just about competitive compensation—it’s about creating an environment where ambitious professionals can see their future unfolding.
Her strategy for talent development is refreshingly straightforward: “I make it very clear and I create the conditions for that to be a reality for anyone who comes into our organization.” This transparency about growth opportunities and expectations has helped her companies attract exceptional talent across all levels.
At the heart of Grede’s leadership philosophy lies a profound understanding of diversity’s role in business success. Rather than treating diversity as a corporate mandate or social responsibility, she views it as a fundamental driver of better decision-making and market understanding.
“Without knowing, as a Black female CEO, I always hired for diversity,” she explains. “Not because that was something that was part of a charter—there was no charter when I first started—it was just what I felt comfortable with, what I knew to be true: that if there were a group of people around the table with different opinions, we’d do the best work.”
This approach has proven particularly valuable in avoiding potential missteps and identifying new opportunities. By ensuring diverse perspectives are present in decision-making processes, her organizations have consistently stayed ahead of market trends and cultural shifts.
Despite her emphasis on quick decision-making, Grede’s leadership style is notably collaborative. She maintains a network of peer CEOs and industry leaders whom she regularly consults, especially when facing novel challenges. “Nine times out of ten, people are really generous with their information,” she notes, highlighting the value of peer networks in leadership.
This willingness to seek outside perspective while maintaining decisive action creates a leadership style that’s both strong and adaptable—capable of making quick decisions while remaining open to new information and different viewpoints.
For emerging leaders and established executives alike, Grede’s leadership philosophy offers valuable lessons in balancing decisiveness with inclusivity, gut instinct with gathered wisdom. In an era where business landscapes can transform overnight, her approach provides a framework for leadership that’s both decisive and adaptive, confident and collaborative.
The success of her various ventures suggests that this leadership philosophy—emphasizing quick decision-making, diverse perspectives, and clear communication—may be particularly well-suited to today’s dynamic business environment. As markets continue to evolve and consumer expectations shift, the ability to make confident decisions while maintaining inclusive and adaptive leadership practices becomes increasingly valuable.
In the gleaming boardrooms of corporate America, where discussions of profit margins and market share typically dominate, Emma Grede has consistently pushed for a different conversation—one that places social impact at the heart of business strategy. Her vision extends far beyond building successful companies; it encompasses a fundamental reimagining of how business can drive societal change.
As chairwoman of the 15% Pledge, Grede has helped transform a simple yet powerful idea into a movement that’s reshaping retail. The premise is elegantly straightforward: if Black people make up 15% of the U.S. population, shouldn’t retailers’ shelves reflect that same proportion in their product offerings?
“We’re talking about 10 billion dollars of opportunities through the pledge takers in just a year,” Grede notes, highlighting how meaningful change can be both measurable and profitable. This isn’t just about corporate social responsibility—it’s about recognizing and correcting systemic barriers that have long prevented Black-owned businesses from accessing major retail opportunities.
The impact ripples far beyond initial purchase orders. When a Black-owned business secures shelf space at major retailers like Sephora or Nordstrom, it creates a cascade of positive effects: increased employment opportunities, community investment, and generational wealth building. “If you are a Black-owned business and you suddenly get a fantastic purchase order from Nordstrom,” Grede explains, “you are able to employ more people… they will educate their children, they will have a positive impact in their community.”
Grede’s appearance on Shark Tank represented more than just another business venture—it was a deliberate choice to showcase the power of representation in investment. “I thought it was important to be a Black woman that is a self-made woman that could be on that show investing in other women,” she reflects, understanding that her presence in the Tank could inspire a new generation of entrepreneurs.
Her approach to investment demonstrates how business acumen and social impact can align. Rather than treating diversity as a checkbox to be ticked, she sees it as a pathway to identifying overlooked opportunities and untapped markets. This perspective has not only benefited her portfolio companies but has also helped reshape conversations about what makes a business investment-worthy.
The launch of Safely, her sustainable cleaning products company, illustrates how personal conviction can drive market innovation. Born from her experience as a mother of four attempting to create a toxic-free home environment, Safely represents Grede’s belief that business can address environmental concerns while meeting consumer needs.
“I just thought like more people, if given the choice for something that is plant-based and without toxins and it’s better for their whole family—would you be willing to trade up?” The answer, as Safely’s success demonstrates, is a resounding yes. The company’s approach to beautiful packaging and sophisticated marketing has helped elevate an often-overlooked category, proving that sustainability doesn’t have to sacrifice style.
Perhaps most significant is Grede’s commitment to mentorship and industry transformation. She consistently uses her platform to advocate for change while providing practical support to emerging entrepreneurs. Her approach to mentorship is characteristically direct: “It’s no good if you’re kind of like an isolated CEO that makes decisions kind of in a vacuum.”
This philosophy extends to her views on work-life balance, particularly for women in leadership positions. Breaking from the “have it all” narrative that has dominated women’s business literature, Grede offers a more nuanced and honest perspective: “I never want it to feel like, especially for my children, that I’m making some big sacrifice because I’m often putting myself first… Women face a unique challenge in business.”
Looking ahead, Grede’s vision for the future of business is both ambitious and practical. She sees a world where environmental sustainability, social responsibility, and profitable growth aren’t competing priorities but essential components of successful enterprise. Her various ventures demonstrate that when businesses align profit with purpose, extraordinary results follow.
For aspiring entrepreneurs and established business leaders alike, Grede’s approach offers a compelling framework for building companies that matter. Her success proves that social impact and business success aren’t mutually exclusive—they’re increasingly interdependent in a world where consumers demand more from the brands they support.
As industries continue to evolve and face new challenges, Grede’s integrated approach to business and social impact provides a blueprint for future success. Her journey demonstrates that the most significant business opportunities often lie at the intersection of market gaps and societal needs, where innovation meets inclusion, and profit aligns with purpose.
In the ever-evolving landscape of modern business, where success is increasingly measured not just by profit margins but by social impact, Emma Grede stands as a testament to the power of purposeful entrepreneurship. Her journey from the working-class neighborhoods of East London to the pinnacle of American fashion and retail offers more than just an inspiring success story—it provides a blueprint for how business can be both profitable and transformative.
The thread that runs through all of Grede’s ventures—from Good American to SKIMS to Safely—is a remarkable ability to identify gaps in the market that aren’t just business opportunities, but chances to address fundamental inequities. While others might have seen the lack of inclusive sizing in fashion as a niche concern, Grede recognized it as a symptom of a broader problem: an industry that had failed to evolve with its customers’ needs and aspirations.
Her approach to business challenges conventional wisdom in the most refreshing ways. “You can’t pay your way to a customer,” she notes, cutting through the noise of traditional marketing strategies. In an era where consumer trust is increasingly precious, Grede’s emphasis on authentic connection and genuine value creation has proven prescient. Her brands don’t just sell products; they solve problems, create communities, and challenge industry norms.
The success of her ventures—each billion-dollar enterprises in their own right—proves that inclusion isn’t just a moral imperative; it’s a business advantage. By creating products that truly serve diverse communities, Grede’s companies have tapped into markets that traditional brands overlooked or underserved. The result is not just financial success, but the creation of loyal customer bases who feel seen, understood, and valued.
Perhaps most significantly, Grede’s leadership style offers a masterclass in modern business management. Her emphasis on quick decision-making balanced with thoughtful collaboration, her commitment to diversity at all levels of organization, and her willingness to acknowledge and learn from mistakes—as demonstrated in the SKIMS rebranding—showcase a leadership approach that’s both decisive and adaptable.
Through her role as chairwoman of the 15% Pledge and her appearance on Shark Tank, Grede has extended her influence beyond her own ventures, working to create systemic change in retail and entrepreneurship. Her advocacy for Black-owned businesses and female entrepreneurs isn’t separate from her business strategy—it’s integral to it, demonstrating how corporate success and social progress can reinforce each other.
Looking ahead, Grede’s impact on business and society seems likely to grow. Her ventures continue to expand and evolve, but more importantly, her approach to business—combining market opportunity with social purpose, authentic leadership with strategic innovation—provides a model for the next generation of entrepreneurs.
In an era where consumers increasingly demand that brands align with their values, where sustainability and social responsibility are becoming business imperatives rather than optional add-ons, Grede’s success offers a compelling vision of the future. She has shown that building truly inclusive brands isn’t just about marketing messages or token gestures—it’s about fundamental changes in how businesses operate, who they serve, and how they measure success.
The Emma Grede effect, ultimately, isn’t just about building successful companies. It’s about reimagining what business can be—a force not just for profit, but for progress. As markets continue to evolve and consumer expectations shift, her integrated approach to business success and social impact provides a roadmap for entrepreneurs who aspire to build companies that matter. In doing so, she hasn’t just created valuable businesses; she’s helped chart a course toward a more inclusive and equitable future for retail, fashion, and entrepreneurship at large.
