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杰西卡·阿爾芭的創業,有點不一樣

多數名人創建健康品牌都是為了迎合富人。但杰西卡·阿爾芭對Honest公司的規劃則有所不同。

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2012年,當女演員杰西卡·阿爾芭創辦Honest公司(The Honest Company)時,不少人認為她只是又一位跟風創立品牌的名人。轉眼10年過去,她已經成為上市公司的創始人及首席創意官,公司的年收入有望超過3.2億美元。她的時機很好:購物者越來越青睞該公司開發銷售的“清潔、無毒、可持續消費品”,推動Honest公司突破尿布和濕巾等早期產品線,進入護膚品和化妝品等市場。盡管如此,該公司的發展仍然面臨阻力。Honest尚未盈利,自2021年5月上市以來,股價一蹶不振。

《財富》雜志聯系了阿爾芭和尼克·維拉赫斯。尼克·維拉赫斯曾經擔任高樂氏(Clorox)的高管,自2017年開始出任Honest的首席執行官,討論話題涉及推動創新、與客戶建立聯系以及健康民主化等。

為篇幅和簡明起見,對話內容經過編輯。

《財富》:杰西卡,作為演員,你在成為創始人之前早就已經很出名。你有沒有感覺到公司跟你的名人身份聯系太緊密?

阿爾芭:我可以利用我在娛樂業20年來建立的基礎,利用跟媒體之間的可靠關系,然后把各種資源集中到真正的目標上,就是創建價值觀為滿足消費者真正需要的公司。

維拉赫斯:剛開始杰西卡只是消費者。經常有名人創造品牌和產品時會凸顯自己的存在,在產品上貼標簽,這就是商業行為。杰西卡懷上第一個孩子時,對健康和福祉認識比較深刻,主要原因是她對洗滌劑產品過敏。所以,當時她只是一位想解決問題的消費者。名人的放大效應很明顯,但她不僅是創始人,顯然還是超級意見領袖,她是董事會成員,是商人,是慈善家,也是活動家。她有很多頭銜,但最關鍵還是在于對消費者的理解。

《財富》:2021年,在Honest的IPO招股說明書中,公司預計未來幾年無毒尿布和護膚品等領域市場的年增長率將達到兩位數,你認為推動趨勢的因素有哪些?

杰西卡·阿爾芭:如果我要在某個地方花時間和金錢,就肯定希望選擇價值觀相同的公司。人們關心自身健康和福祉(也希望看到購買商品的公司能夠反映這一點。)我堅定認為,新冠疫情充分凸顯了健康和福祉,以及真正掌控決定的重要性。很重要的另一點是思考,人們要如何改變行為,共同影響地球的健康,從而影響全人類的健康。

《財富》:在新冠疫情方面,你認為一些消費者會不會恢復原先的習慣,還是認為改變是永久性的?

阿爾芭:這是所有人的覺醒時刻。我認為很多人在人生觀、生活質量、自我照顧和專注方面都發生了巨大的變化,全球意識發生了巨大的轉變。新冠疫情期間,人們不得不長時間待在室內,人與人之間互動消失,自由也不如從前。我認為,人們都認真盤算了自身、選擇和生活,真正思考想要如何生活。人們反思的經歷會銘刻于心。我認為趨勢不會逆轉。

尼克·維拉赫斯:我們的使命是激勵更多認真生活的人,而認真生活就意味著認真對待原料。隨著新冠病毒的傳播,人們越來越關注產品的成分。

《財富》:說說你如何尋找和創造新產品,以及公司剛成立以來情況有何變化?

阿爾芭:我從消費者的需求接觸到這項業務,這也正是公司業務發展的動力。當然,面臨新類別或新領域之前,要經歷公司成長,還有投資多年希望得到麥肯錫(McKinsey)研究或其他方面的驗證。但歸根結底,我總喜歡把創新團隊、研發團隊、品牌經理、所有人力的注意力都放在消費者身上:設身處地為消費者著想,對人們正在經歷的人生階段抱有同理心和同情心。從這個角度思考真正的解決方案,而不是僅僅把產品硬塞到人們的生活里。

人們的生活有很多方面。有很多方法可以讓人們生活變輕松,尋找解決方案,真正解決連他們自己都沒有意識到的痛點。

維拉赫斯:通過社交渠道傾聽消費者意見一直是我們創新的關鍵環節。新冠疫情襲來時,很多人開始思考空氣中有什么,電腦屏幕和Zoom的影響。因為我們有自己的創新實驗室,能夠持續開發。這段時間我們的觀察是,環境中有很多不良因素影響人們的皮膚。因此,我們推出了每日防護產品系列。單從一項研究或一項調查中其實無法做到這一點。

《財富》:在過去幾年中,可以說主要的CPG(消費品)公司變得更加創新、更快,并且更關注“更適合用戶”的產品。你認為外界公司會跟你們競爭嗎?Honest如何繼續脫穎而出?

維拉赫斯:歸根結底,消費者比以往更希望跟品牌建立關系。相對很多主要CPG公司,我們擁有跨越多個類別的平臺品牌,這對我們來說是個優勢。因為當我們開始用產品在家庭中發展關系時,就能夠推動Honest進入各種類別。

《財富》:制作優質天然產品可能很困難,過去Honest公司也確實遇到過挫折(包括2017年就個人和家庭護理產品成分索賠提起的集體訴訟)。你們采取了哪些措施來確保兌現對消費者的承諾?

維拉赫斯:產品是工作中最重要的一環,因為我們是消費品公司,希望確保有效實現對消費者的承諾。承諾主要關于綠色成分,不僅綠色而且有效,跟市場上傳統產品相比表現相當甚至更優秀。我加入該公司時,還聘用了一流人才在公司內部構建創新流程,在采購、產品開發和配方開發等領域以及供應鏈內部也都建立了嚴格的流程。消費者會用錢投票。

阿爾芭:在我們看來,兌現承諾非常重要。其他很多公司也建立了類似的實驗室,經常使用相同的配方。實際上,我們內部研發了很多自己的產品。

《財富》:剛開始時,Honest是數字品牌,也就是說剛開始只在網上銷售產品。之后通過跟塔吉特(Target)和Ulta Beauty等公司合作,你們進入了實體零售業。為什么實體店面對公司很重要?

維拉赫斯:我們希望跟著消費者走,至于如何確保盈利取決于選擇。對很多公司來說這是致命弱點。我們發現,零售合作伙伴現在都想拓展自家業務的線上銷售。作為從數字端成長起來企業,我們有天然優勢。我們可以幫助合作伙伴。這不只是為了交易,而是要建立真正的關系,從而推動業務。

如果消費者有興趣走進商店,我們也想確保能夠為消費者提供便利。如今。在塔吉特商店可以買到我們的產品,在沃爾格林藥店(Walgreens)也能夠買到。

阿爾芭:我認為不管人們在哪,都應該獲得健康和福祉。零售業和實體店本質意味著,如果住在(合適的)零售商附近,就可以買到更健康的產品。但如果住處附近沒有,就慘了買不到。在我看來,這種情況很有問題。每個人都應該過上健康的生活,有機會獲得健康的美妝產品。我們將與零售商合作,圍繞如何為消費者實現這一承諾制定戰略,現在不管是在諾德斯特龍(Nordstrom)、開市客(Costco)、塔吉特,還是在Ulta Beauty,都能夠買到我們的產品。

《財富》:你們如何合作?合作風格怎樣?

阿爾芭:合作方式從來不是一成不變。有段時間我們每天都在聊。有段時間一周一次,有時一周幾次。有時很短,有時是幾個小時。有時候更像心理治療!有時候,會談論我們的孩子。主要取決于全世界發生了什么,以及個人生活情況。

《財富》:Honest公司文化怎樣?你們對培養人才怎么看?

維拉赫斯:我們圍繞公司,圍繞個人發展進行討論。公司核心價值觀之一是好奇心。如何確保每個人一直渴望了解并理解當前的業務,了解現在和明天的消費者有什么變化?如何繼續培養對消費者的激情,還有對業務的熱情?對團隊和隊友的熱情同樣重要。

阿爾芭:多樣性和包容性是核心,也是我們的立場。意味著在員工職業發展的每個階段,我們都會認真觀察、傾聽并讓他們感受到被照顧。

《財富》:公司的下一步如何發展?在你們看來哪里還能增長?

維拉赫斯:前方還有很長的路要走,因為跟目前所處的類別有關。展望未來時我們發現很多機會,關鍵在于加大產品知名度。這是頭等工作。第二項是我們在南加州建立的內部實驗室創新要推動社會傾聽,為創新過程提供信息,真正做到靈活應對,繼續在市場上推出優質產品。

《財富》:杰西卡,在2011年,你能夠想象有一天Honest會變成上市公司嗎?

阿爾芭:必須要有發展成全球大品牌的愿景,才敢想上市。我不知道什么時候可以實現,或者如何實現。但我一直希望能夠創建消費者主導的品牌,發展成為大的全球品牌。(財富中文網)

譯者:梁宇

審校:夏林

2012年,當女演員杰西卡·阿爾芭創辦Honest公司(The Honest Company)時,不少人認為她只是又一位跟風創立品牌的名人。轉眼10年過去,她已經成為上市公司的創始人及首席創意官,公司的年收入有望超過3.2億美元。她的時機很好:購物者越來越青睞該公司開發銷售的“清潔、無毒、可持續消費品”,推動Honest公司突破尿布和濕巾等早期產品線,進入護膚品和化妝品等市場。盡管如此,該公司的發展仍然面臨阻力。Honest尚未盈利,自2021年5月上市以來,股價一蹶不振。

《財富》雜志聯系了阿爾芭和尼克·維拉赫斯。尼克·維拉赫斯曾經擔任高樂氏(Clorox)的高管,自2017年開始出任Honest的首席執行官,討論話題涉及推動創新、與客戶建立聯系以及健康民主化等。

為篇幅和簡明起見,對話內容經過編輯。

《財富》:杰西卡,作為演員,你在成為創始人之前早就已經很出名。你有沒有感覺到公司跟你的名人身份聯系太緊密?

阿爾芭:我可以利用我在娛樂業20年來建立的基礎,利用跟媒體之間的可靠關系,然后把各種資源集中到真正的目標上,就是創建價值觀為滿足消費者真正需要的公司。

維拉赫斯:剛開始杰西卡只是消費者。經常有名人創造品牌和產品時會凸顯自己的存在,在產品上貼標簽,這就是商業行為。杰西卡懷上第一個孩子時,對健康和福祉認識比較深刻,主要原因是她對洗滌劑產品過敏。所以,當時她只是一位想解決問題的消費者。名人的放大效應很明顯,但她不僅是創始人,顯然還是超級意見領袖,她是董事會成員,是商人,是慈善家,也是活動家。她有很多頭銜,但最關鍵還是在于對消費者的理解。

《財富》:2021年,在Honest的IPO招股說明書中,公司預計未來幾年無毒尿布和護膚品等領域市場的年增長率將達到兩位數,你認為推動趨勢的因素有哪些?

杰西卡·阿爾芭:如果我要在某個地方花時間和金錢,就肯定希望選擇價值觀相同的公司。人們關心自身健康和福祉(也希望看到購買商品的公司能夠反映這一點。)我堅定認為,新冠疫情充分凸顯了健康和福祉,以及真正掌控決定的重要性。很重要的另一點是思考,人們要如何改變行為,共同影響地球的健康,從而影響全人類的健康。

《財富》:在新冠疫情方面,你認為一些消費者會不會恢復原先的習慣,還是認為改變是永久性的?

阿爾芭:這是所有人的覺醒時刻。我認為很多人在人生觀、生活質量、自我照顧和專注方面都發生了巨大的變化,全球意識發生了巨大的轉變。新冠疫情期間,人們不得不長時間待在室內,人與人之間互動消失,自由也不如從前。我認為,人們都認真盤算了自身、選擇和生活,真正思考想要如何生活。人們反思的經歷會銘刻于心。我認為趨勢不會逆轉。

尼克·維拉赫斯:我們的使命是激勵更多認真生活的人,而認真生活就意味著認真對待原料。隨著新冠病毒的傳播,人們越來越關注產品的成分。

《財富》:說說你如何尋找和創造新產品,以及公司剛成立以來情況有何變化?

阿爾芭:我從消費者的需求接觸到這項業務,這也正是公司業務發展的動力。當然,面臨新類別或新領域之前,要經歷公司成長,還有投資多年希望得到麥肯錫(McKinsey)研究或其他方面的驗證。但歸根結底,我總喜歡把創新團隊、研發團隊、品牌經理、所有人力的注意力都放在消費者身上:設身處地為消費者著想,對人們正在經歷的人生階段抱有同理心和同情心。從這個角度思考真正的解決方案,而不是僅僅把產品硬塞到人們的生活里。

人們的生活有很多方面。有很多方法可以讓人們生活變輕松,尋找解決方案,真正解決連他們自己都沒有意識到的痛點。

維拉赫斯:通過社交渠道傾聽消費者意見一直是我們創新的關鍵環節。新冠疫情襲來時,很多人開始思考空氣中有什么,電腦屏幕和Zoom的影響。因為我們有自己的創新實驗室,能夠持續開發。這段時間我們的觀察是,環境中有很多不良因素影響人們的皮膚。因此,我們推出了每日防護產品系列。單從一項研究或一項調查中其實無法做到這一點。

《財富》:在過去幾年中,可以說主要的CPG(消費品)公司變得更加創新、更快,并且更關注“更適合用戶”的產品。你認為外界公司會跟你們競爭嗎?Honest如何繼續脫穎而出?

維拉赫斯:歸根結底,消費者比以往更希望跟品牌建立關系。相對很多主要CPG公司,我們擁有跨越多個類別的平臺品牌,這對我們來說是個優勢。因為當我們開始用產品在家庭中發展關系時,就能夠推動Honest進入各種類別。

《財富》:制作優質天然產品可能很困難,過去Honest公司也確實遇到過挫折(包括2017年就個人和家庭護理產品成分索賠提起的集體訴訟)。你們采取了哪些措施來確保兌現對消費者的承諾?

維拉赫斯:產品是工作中最重要的一環,因為我們是消費品公司,希望確保有效實現對消費者的承諾。承諾主要關于綠色成分,不僅綠色而且有效,跟市場上傳統產品相比表現相當甚至更優秀。我加入該公司時,還聘用了一流人才在公司內部構建創新流程,在采購、產品開發和配方開發等領域以及供應鏈內部也都建立了嚴格的流程。消費者會用錢投票。

阿爾芭:在我們看來,兌現承諾非常重要。其他很多公司也建立了類似的實驗室,經常使用相同的配方。實際上,我們內部研發了很多自己的產品。

《財富》:剛開始時,Honest是數字品牌,也就是說剛開始只在網上銷售產品。之后通過跟塔吉特(Target)和Ulta Beauty等公司合作,你們進入了實體零售業。為什么實體店面對公司很重要?

維拉赫斯:我們希望跟著消費者走,至于如何確保盈利取決于選擇。對很多公司來說這是致命弱點。我們發現,零售合作伙伴現在都想拓展自家業務的線上銷售。作為從數字端成長起來企業,我們有天然優勢。我們可以幫助合作伙伴。這不只是為了交易,而是要建立真正的關系,從而推動業務。

如果消費者有興趣走進商店,我們也想確保能夠為消費者提供便利。如今。在塔吉特商店可以買到我們的產品,在沃爾格林藥店(Walgreens)也能夠買到。

阿爾芭:我認為不管人們在哪,都應該獲得健康和福祉。零售業和實體店本質意味著,如果住在(合適的)零售商附近,就可以買到更健康的產品。但如果住處附近沒有,就慘了買不到。在我看來,這種情況很有問題。每個人都應該過上健康的生活,有機會獲得健康的美妝產品。我們將與零售商合作,圍繞如何為消費者實現這一承諾制定戰略,現在不管是在諾德斯特龍(Nordstrom)、開市客(Costco)、塔吉特,還是在Ulta Beauty,都能夠買到我們的產品。

《財富》:你們如何合作?合作風格怎樣?

阿爾芭:合作方式從來不是一成不變。有段時間我們每天都在聊。有段時間一周一次,有時一周幾次。有時很短,有時是幾個小時。有時候更像心理治療!有時候,會談論我們的孩子。主要取決于全世界發生了什么,以及個人生活情況。

《財富》:Honest公司文化怎樣?你們對培養人才怎么看?

維拉赫斯:我們圍繞公司,圍繞個人發展進行討論。公司核心價值觀之一是好奇心。如何確保每個人一直渴望了解并理解當前的業務,了解現在和明天的消費者有什么變化?如何繼續培養對消費者的激情,還有對業務的熱情?對團隊和隊友的熱情同樣重要。

阿爾芭:多樣性和包容性是核心,也是我們的立場。意味著在員工職業發展的每個階段,我們都會認真觀察、傾聽并讓他們感受到被照顧。

《財富》:公司的下一步如何發展?在你們看來哪里還能增長?

維拉赫斯:前方還有很長的路要走,因為跟目前所處的類別有關。展望未來時我們發現很多機會,關鍵在于加大產品知名度。這是頭等工作。第二項是我們在南加州建立的內部實驗室創新要推動社會傾聽,為創新過程提供信息,真正做到靈活應對,繼續在市場上推出優質產品。

《財富》:杰西卡,在2011年,你能夠想象有一天Honest會變成上市公司嗎?

阿爾芭:必須要有發展成全球大品牌的愿景,才敢想上市。我不知道什么時候可以實現,或者如何實現。但我一直希望能夠創建消費者主導的品牌,發展成為大的全球品牌。(財富中文網)

譯者:梁宇

審校:夏林

When Jessica Alba launched The Honest Company in 2012, some saw the actor as just the latest celebrity to get on the brand bandwagon. But 10 years later, she’s the founder and chief creative officer of a publicly traded company on track to post more than $320 million in annual revenue. Her timing was good: shoppers are increasingly turning to the type of “clean,” non-toxic and sustainable consumer products the company develops and sells, helping push Honest beyond early lines including diapers and wipes, into categories like skin care and cosmetics. Still, the company faces its share of headwinds. Honest has yet to turn a profit and its stock has cratered since its May 2021 market debut.

Fortune connected with Alba and Nick Vlahos, the former Clorox executive who came on board as CEO in 2017, to talk about driving innovation, connecting with customers, and democratizing wellness.

This edited Q&A has been condensed for space and clarity.

Jessica, as an actor you were famous long before you became a founder. Do you ever feel that the company is too tied up with your celebrity?

Alba: I was able to take something that I had built for 20 years in entertainment, take that authentic relationship I have with the media, and then focus all of that into something that I feel is my real purpose, which is to create this company that stands for these values that ultimately the consumers really needed.

Vlahos: Jessica was a consumer first. A lot of times you see celebrities creating brands and products and they put their name out there and slap a label on a product and that's kind of the business. But Jessica had the insight around health and wellness when she was pregnant with her first child Honor, around an allergic reaction she had to a detergent product. So she was a consumer that looked for a product as a solution for her household first. The amplification around celebrity is great, but not only is Jess a founder, and obviously a mega influencer, she's a board member, she's a business person, she's a philanthropist, she's an activist. She has many hats but it's all rooted in this consumer insights piece.

Fortune: In Honest's IPO prospectus last year, the company projected annual market growth in the double-digit percentages in areas like non-toxic diapers and skincare for the next few years- what do you think is fueling this trend?

Jessica Alba: If I'm going to spend my time and money somewhere, I want to align myself with companies that have my values. People care about their own health and wellness [and want to see the companies they shop with reflect that.] And I definitely think the pandemic put such an emphasis on how important it is to think about your health and wellness and to really take ownership of those decisions. The other big piece of that is thinking about how, collectively, we could, if we shifted our behavior, impact the health of the planet that will affect the overall health of the human race.

In terms of the pandemic, do you expect to see some consumers going back to their old habits or do you think we’re seeing a permanent shift?

Alba: This was a moment of awakening for everyone. I do think a lot of people made pretty major shifts in their outlook on life and quality of life, self care, mindfulness. I think there was a massive global shift in consciousness. You know, people having to spend time indoors for extended periods of time and not having that human interaction and not having the same freedoms. I do think that we all went through a version of a reckoning with ourselves and our choices and our life and really questioning how we want to live our life. I don't think you can take that experience away from anyone. And I don't think you can turn that around.

Nick Vlahos: You know, our mission is really to inspire more people who live conscientiously, meaning being conscientious about ingredients. With COVID and what's transpired, people are more interested in understanding what's in a product.

Talk about how you look for and create new products—and how that has changed since the early years of the company?

Alba: I really approached the business through a real consumer need I had, and I would say that that is what we lean into. Obviously going through the growth of the company and different folks who have invested over the years and want validation from McKinsey studies or what have you, before tackling a new category or going into a new space. But ultimately, I always like to ground our innovation team, or our R&D team, brand managers, everyone, in the consumer: Put yourself in the consumers’ shoes, have empathy and compassion for these life stages that people are going through. Think through that lens and think of what is a true solution set— instead of just driving one product, jamming it into their life.

There are so many facets to people's lives. And there's so many ways that we can show up to bring ease to their lives, to bring solutions to their lives, and really solve for pain points that frankly, they didn't even know they had.

Vlahos: Listening to our consumers through our social channels has always been really a key part of our innovation process. When the pandemic hit, a lot of folks were starting to think about what's in the air, what’s the impact of the computer screen and being on Zoom. Because we have our own innovation labs here in-house, we were able to maintain our laboratories here to do development. The insight that we had during this time period was that there are these environmental aggressors that are impacting people’s skin. So we introduced a daily defense line of products. You're not getting that [kind of insight] from a study or from just a survey.

The major CPG (consumer packaged goods) companies have gotten arguably more innovative, faster, and more focused on ‘better-for-you’ products in the last few years. Do you see them as moving in on your turf? How does Honest continue to stand out?

Vlahos: At the end of the day, consumers want a relationship with a brand, even more so today than ever. A benefit that we have versus a lot of the major CPG players is that we have a platform brand that can go across multiple categories. That’s an advantage for us because as we start to develop relationships within a household with our products, we then have the ability to take Honest into a variety of categories.

Making great natural products can be hard, and Honest has had stumbles on that front in the past [including a class-action lawsuit over claims about ingredients in personal and home care products, which it settled in 2017.] What steps have you taken to make sure you’re able to deliver on the promises you make to your consumers?

Vlahos: Product is job number one, because we're a consumer products company, and we want to make sure that from an effectiveness perspective, we're delivering against our promise to our consumers. And that promise is all about clean ingredients that are not just clean, but also effective and going to perform at parity or better than the conventional products within the market. As I joined the company, we also brought in best-in-class individuals to be able to architect that innovation process within Honest and we've created rigor within the process in areas like procurement, product development, and formula development, as well as within supply chain. Consumers are voting with their dollars.

Alba: It is super important for us to deliver on that promise. A lot of other companies out there do use a lot of the same labs and often the same formulas. But we actually formulate a lot of our own products in-house.

Honest started as digital native brand—meaning you initially only sold your products online. But you’ve since moved into brick-and-mortar retail through partnerships with companies like Target and Ulta Beauty. Why is that physical presence important to the company?

Vlahos: We want to be where the consumer is, and it's up to us to figure out how to make sure that's a profitable business. And that's always been kind of the Achilles heel for a lot of companies. What we've seen with our retail partners is that they now want to build out the dot com side of their business. We have an advantage there as a digitally native business. We can help these partners. We're not looking for just a transaction but really a relationship, where we build this business.

If you're interested in walking into a store, we also want to make sure we're driving accessibility for consumers and you can find our products at a Target store, you can find our products at a Walgreens store.

Alba: I think that health and wellness should be available to everyone no matter where they are. And just the nature of retail and brick and mortar means, if you live near [the right] retailer, then you have access to healthier products. But if you don't, too bad. To me, that just felt really wrong. Everyone deserves to live that healthy life and to have access to healthy beauty products. We'll partner with retailers and we'll strategize around how to bring this promise to life for their consumer—no matter if it's in Nordstrom, or if it's in Costco, or if it's in Target or if it's in Ulta (Beauty.)

How do the two of you work together? What's your collaboration style?

Alba: It's never one certain way. Sometimes we talk every day. Sometimes it's once a week, sometimes a few times a week. Sometimes it's short, sometimes it's hours. Sometimes it's therapy sessions! Sometimes it's you know, it all talking about our kids. It really just depends on what's going on in the world and what's going on with us on on personal levels.

What’s the Honest Company culture like? How do you think about developing your talent?

Vlahos: We walk the talk around our organization, around personal development. One of our core values is curiosity. How do we ensure that each of us continues to thirst to gain knowledge and understanding of where business is today and where consumers are today and tomorrow? And how do we continue to really develop a muscle around being passionate about our consumer and being passionate about our business? That translates into passion for our teams, and our teammates.

Alba: Diversity and inclusion are at the core of who we are and what we stand for. And that means people should be seen and heard and feel taken care of at every stage of their professional development.

What's next for the company? Where does growth come from for you guys?

Vlahos: There is a long runway ahead of us as it pertains to categories that we're currently in. So a lot of opportunity as we look to the future is around driving more and more awareness of our products. That’s job number one. Number two is this innovation cadence that we've created with these in-house labs that we've developed here in Southern California, to really be able to drive that social listening that informs our innovation process, to really be agile and continue to introduce award-winning products within the marketplace.

Jessica, could you ever have imagined in 2011, that one day Honest would be a publicly traded company?

Alba: You have to have the vision that you're going to be a big global brand in order to even get to that point. I never knew exactly when it would happen or how it would happen. But I always did envision that I was going to be able to build a brand led by consumers that was going to be large and global.

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