Kecia Steelman, CEO of Ulta Beauty, believes she has the ultimate role: 'My purpose is to assist individuals in feeling genuinely confident about themselves.'

Listen to the episode or read the transcript below.

Transcript:

Kecia Steelman: I often say I have a PhD in life. I was poor, hungry, and determined.

Diane Brady: Hi, everyone. Welcome to Leadership Next. The podcast about the people…

Kristin Stoller: …and trends…

Brady: …that are shaping the future of business. I’m Diane Brady.

Stoller: And I’m Kristin Stoller.

Brady: And this week, Kristin, Ulta Beauty, straight from the MPW Summit in Washington.

Stoller: We spoke with Ulta CEO Kecia Steelman at our Most Powerful Women Summit in Washington, D.C., about 10 months into her tenure. Having moved from COO to CEO, she shared insights into her role, the transition process, and her background, which proved quite compelling.

Brady: I love her past. She’s from a very modest background, and she literally worked her way up from the shop floor, in essence, at Target, to where she is today, which I think gives her a real down-to-earth kind of appeal. She was a mother at a very young age. It felt like we were getting somebody who truly represents mainstream America, which—this is a mainstream-America brand.

Stoller: I think so. And right after this, she and I did a conversation onstage, and she got the whole crowd clapping when she was talking about how she’d been passed over for promotions in her career. And she said, I always live by this motto, It’s better, not bitter. And got, you know, thunderous applause.

Brady: And for our listeners, MPW stands for Most Powerful Women. That would certainly earn a round of applause from that audience. In your opinion, what makes this brand so appealing?

Stoller: My immediate association with Ulta is social media, specifically Gen Z and Gen Alpha. This demographic is enthusiastic about the brand, enjoys visiting its stores, and creates content about it. Ulta has demonstrated shrewdness in its partnership selections. For instance, last summer, they collaborated with Beyoncé, who shared a compelling narrative about meeting her and the Cowboy Carter tour. These collaborations are, in my view, crucial to their appeal among a youthful demographic.

Brady: There's a lot to take away. She's engaged in global growth, confronting significant obstacles like tariffs and other issues. Furthermore, the beauty industry is inherently competitive. I trust everyone finds this enjoyable, and let's tune in.

Brady: Cities are home to the majority of the world’s population and account for 80% of global GDP. That makes the health and sustainability of our cities critical to creating a prosperous future. And of course, business has a role to play. Jason Girzadas, the CEO of Deloitte US, is the sponsor of this podcast, and he joins us now. Jason, great to see you. 

Jason Girzadas: Great to see you, Diane. Thanks for having me. 

Brady: So, how should businesses play a role in creating more vibrant and sustainable cities?

Girzadas: It’s clear to me that the health of cities is inextricably linked to business’s viability and success. I think it starts with an awareness or a recognition of that mutually dependent reality. I think the how is around collaboration. It’s bringing to bear the capabilities of businesses to support cities’ renewal and innovation. To understand the criticality of cities’s role around economic prosperity, innovation, as well as cultural exchange.

Stoller: Jason, could you give us some examples of successful urban transformation projects that have been driven by these innovative business practices?

Girzadas: I’m proud to say that Deloitte, back in 2023, we started an effort called Yes SF. Here in San Francisco, where I live, the launch of Yes SF, with other business collaborators, has brought together our competencies around stimulating interest amongst innovators to bring sustainability and technology innovation to benefit the city itself.

Stoller: Excellent. Well, that sounds like a very cool project. Thank you so much for sharing it with us. 

Girzadas: Thank you.

Brady: Thanks, Jason.

Stoller: Kecia, thank you so much for joining us here in Washington, D.C., at our Coins2Day Most Powerful Women Summit.

Steelman: I am so excited to be with you here today.

Stoller: Thank you. So you’re 10 months in. You transitioned from COO to CEO at an interesting time for the world, but just give us a sense—how is it going? What has your first 10 months been like? 

Steelman: I must begin by stating how enjoyable this has been. I believe I possess, in many respects, the ideal position for numerous young women. Upon assuming this role, my primary focus was on three key areas. Firstly, assembling the appropriate team—essential not just for current operations but also for future expansion and growth. Secondly, securing decision-making authority and clear guidelines on who is responsible for making choices, and ensuring those decisions are made swiftly. I often mention that indecision is my least preferred approach, so empowering the team to make choices and advance is crucial. Finally, establishing a robust strategy that is universally understood throughout the organization, from frontline staff to the board of directors, and clarifying their individual contributions to it. I think this approach has enabled me to start effectively since my arrival 10 months ago. We've experienced significant progress and considerable change, but it's been a very rewarding experience.

Brady: It's interesting how the stock price is performing so strongly. It experienced a slight decline, then surged back impressively. I often feel that's the ideal approach, for us as female leaders, to communicate, I’ll show you. However, you served as COO, a role I perceive as the C-suite's versatile member, handling a wide array of operational responsibilities. Could you elaborate on the transition to CEO? While there's a clear hierarchy, does it feel significantly different, given your deep understanding of the operations from the outset?

Steelman: It's a bit of both. I'm very familiar with the operations and the people involved. As a leader who prioritizes people, I understand the organization well and recognized opportunities for immediate improvements when I took on the significant role. A major shift, however, has been the external focus, particularly the increased time spent with the investment committee. While I engaged with them previously, it wasn't to the extent I do now. I'm dedicating considerable time to the brands. My background was primarily in operations, so I've actively shifted to spending more time with senior brand leaders, including Estee Lauder, L’Oréal, LVMH, and also some of our smaller brands. This is to help them become acquainted with me and for me to bring a new perspective. I believe this has been quite beneficial. The way we're approaching the market now as a unified group and team, overcoming certain obstacles, has been met with a positive response from the brands. So, those are some of the changes in my role.

Brady: Marshall Goldsmith wrote this book that says, What Got You Here Won’t Get You There. It’s really that the skills that get you into a CEO job aren’t necessarily the skills that help you succeed in that role. Would you say that’s the case? Anything personal come to mind?

Steelman: I believe there's no endpoint to education, regardless of your position, be it COO or CEO. Therefore, you must continuously commit to learning, growing, and pushing yourself to improve. As CEO, ultimate responsibility rests with you. You must also master board management and utilize your board effectively to maximize their contributions and support your success as CEO. I feel that continuous learning, personal development, openness, and surrounding myself with exceptional individuals have always been vital to my achievements, and I'm confident this will remain true in my CEO capacity.

Stoller: I want to talk about your global expansion, because you announced you’re expanding Ulta to Mexico. You’re looking at the Middle East, which is really exciting, and you’ve gotten to travel to all of these places. So I’m curious when you hear from customers and consumers in all of these markets, what do they want that’s different from your beauty consumers here in the U.S.?

Steelman: What’s so interesting is [that] the role of social media has really changed in how the world has come much closer together than we’ve ever been before. For example, in the Middle East, they are beauty gurus there. They love beauty. They’ve got time to spend on beauty. They’re experts in this space. They love all the trends that they’re seeing in the United States. So I see a lot of what they want is what they’re seeing already happening here. You know, color is really important. They are very aligned with the fashion industry. So we just had some recent runway shows come with some new designers like Chanel, Dior. What you’re seeing translate on the runway definitely translates into the looks that they’re desiring. But I had so much fun—I had a couple of small groups with influencers and prominent people within the industry who were females. And sitting at those tables, it was kind of refreshing, because it doesn’t matter how far away around the world I was, we were talking about some of the same things that women are talking about here in the United States. Husbands, makeup…

Brady: …prior to discussing husbands—and I do want to inquire about cosmetics, as I feel, firstly, my appearance, at times, is perhaps preserved from a specific era when one began experimenting with makeup. But what are the current styles? It's late 2025, so provide us with an understanding of the preferences we ought to be aware of?

Steelman: Yeah, I think there’s a—first of all, you look fantastic.

Brady: Thank you, and so do you.

Steelman: There are a couple trends that we’re seeing—there’s still a little bit of the no makeup-makeup look, which actually takes quite a bit of makeup to have that. However, we're observing a resurgence of glam. It's referred to as modern glam, for instance. The eyes feature slightly more pronounced makeup application, a detail we're quite pleased about, as it necessitates the use of additional products. A touch gentler on the cheeks and a lovely accent for the lips. We're also observing a variety of lip colors in use. Folks are becoming somewhat more inventive. You'll notice a purplish sheen, among other things. They're really pushing the boundaries a bit further on the lip. And we’re also seeing a younger consumer get engaged with makeup, with skincare, more than what we’ve ever seen before. For 13-year-olds, it's quite common to see them experimenting with more elaborate makeup styles. But children as young as 8, 9, or 10 can experience skin issues. A key priority for us at Ulta Beauty is to responsibly educate both consumers and parents on appropriate and safe skincare for younger individuals. I appreciate them beginning with us at such a young age, as our aim is to retain them as clients throughout their lives. The lifetime value is considerably higher when you begin at age 8 compared to starting in your mid-teens.

Stoller: That's a very valid observation, as I've noticed on platforms like TikTok and Instagram numerous young girls, around 8 or 9 years old as you mentioned, visiting your establishments and utilizing your merchandise. However, I also believe that You’re 8, why do you need an anti-aging serum?

Brady: Eight-year-old girls want to look good, too.

Stoller: I understand you mentioned responsible, but how can one promote to those young girls without explicitly stating, Oh, you actually don’t need this, but you should buy it. I'm unsure—what are your thoughts on the matter?

Steelman: We aim to be highly socially conscious and a welcoming place for all individuals, irrespective of their age. A notable trend we're observing is young men and boys visiting with friends, showing interest in cologne and experimenting with layering different scents to craft their unique fragrances. I find this trend quite appealing. While young women also embrace cologne and perfumes, this particular trend among young men is something I'm witnessing evolve firsthand, and I believe social media platforms like TikTok are significant drivers of this change. 

Stoller: What's your personal take on the beauty standards social media pushes onto young girls? And have you ever decided against something, Oh, I’m not going to carry that product or line or similar, because you felt it wasn't the right thing to do?

Steelman: I wouldn’t say that. It’s never that we’ve not decided to carry a product online. We have a responsibility for education. And education, to me, for our associates, to make sure that they know what’s safe to use for everyone. That’s a responsibility that we really have in our stores, and we do invest a lot in our training and education. We want to be accessible for everyone, against all price points and age at the same time. But, you know, we’re really educating the parents. And you know, when we see somebody that’s trying to buy a category, we are definitely encouraging them to look for a different alternative. Clean and conscious beauty is an area that we’re continuing to lean into. So, yeah, the fact that we do carry everything from low to lux, clean to those that are chemical based, we have something for everyone in the store.

Stoller: Has the male consumer been a big growth area for you?

Steelman: Yes, not a lot of makeup, but concealer. Given the increase in Zoom calls where you're more prominently featured, there are filters available. People still prefer that appearance even when not on Zoom, aiming for flawless skin. Consequently, we're observing investments in skincare, perhaps a bit more concealer, which is where I'm noticing this trend. A touch of bronzer is also harmless.

Brady: Let's revisit your time before Ulta, specifically your upbringing in Iowa on a farm. I spent a year on a farm myself, so while it's not quite the same, I still consider it a pivotal period in my life. Could you discuss how your family background influenced your development as a CEO?

Steelman: I'm incredibly proud of my hometown, Mediapolis, Iowa. While I didn't grow up on a farm, I was part of a farming community. My family's financial situation was likely poor to middle class. Since all my friends were in similar circumstances, we didn't perceive it as a disadvantage. I wouldn't trade my humble upbringing for anything; it's kept me grounded. We entertained ourselves creatively. For instance, I once set up my own shop in the basement, marking the start of my entrepreneurial journey at a young age.

Brady: What were you selling?

Steelman: My mom's house, where I grew up, is still there, and my sister lives about 20 minutes from her. This connection keeps me feeling very grounded, something I truly value and will always remember. It felt like anything I could put a price on from my mom's place, I could share with my friends. So, I guess retail was always a part of me from the start. 

Stoller: And then, how did you get from there to Target? Tell us about that journey.

Steelman: Yeah, I started at Target making $8 an hour. 

Stoller: What’d you do? 

Steelman I was the men’s and ready-to-wear team leader, that’s what they called it, so I had floor responsibility for those areas of business. And then I just loved what I was doing, and I was working so much overtime that they promoted me. I think if I do the math now, I was actually making less money, because I was making more money on overtime. But my career just took off, and I spent 12 years at Target, and I’m so thankful that I started my career there, because they really invest in you as an individual and your self-leadership skills. And I’d say that’s where I really fine-honed my leadership capabilities: how to build great teams and what that looked like, and how to grow yourself as a leader, too, not just at the task, but also personal development. 

Brady: Considering what one seeks when recruiting leaders, given the current widespread anxiety, I reflect on this. For instance, with my own children, I sent them to Canada, primarily due to its affordability. This includes concerns about attending appropriate institutions, obtaining an MBA, and achieving various other benchmarks. What attributes do you prioritize, particularly understanding what fostered your own resilience? Do you seek those same characteristics in the individuals you bring on board?

Steelman: I often say I have a PhD in life. I was poor, hungry, and determined, and you know, I think that keeps me also very grounded. I value education, though, for those that have been able to do it. I look for what I call the “it factor” in someone. Someone that’s hungry, even when you go to school after you graduate—that’s just the beginning of a learning journey. We need to all be lifelong learners. So when I see individuals that have been blessed at having the opportunity for education, but understand the importance of continuing to learn and grow themselves and want more and are driving and striving for even more—those are the people I want to have on my team. 

Brady: I love that.

Stoller: Do you have any mentors that have really helped you along the way? 

Steelman: I have more what I call a board of directors. 

Brady: Your own personal board of directors, or your own literal board, of both?

Steelman: I have both. I’m blessed to have a fantastic board of directors at Ulta Beauty, but I have a personal board of directors. A group of people that I call for different things that really kind of happened over the last few years, but the one person that I call, no matter what, is my mom. My mom is someone who is still very grounded. She started her own business herself in a small town, and very driven, and she’ll tell me the truth. Which, you need those truth tellers in your life, and she’s that for me. 

Stoller: And you’re a grandmother. 

Steelman: I am a grandmother of three with another one on the way.

Brady: Could you share any reflections on your upbringing within the industry? I understand you became a parent at 20. How did that influence the decisions you took?

Steelman: Well, I will say that, early on in my career, I was often the only woman that was there. And I put that internal pressure on myself of being the first one in and probably the last one to leave to show that I was committed. I feel fortunate that more than 91% of my employees are women, and I don't expect them to do that now, so I put in a lot of effort to give back. When I was younger, my approach to parenting was that if you constantly aimed for perfect balance, you were bound to fall short. It's completely out of balance, and you must allow yourself leniency and kindness for that. For me, it's truly about the caliber of time invested, rather than its duration. So when I was with my family, I was really hyper-focused, and then I would go do what I needed to do with my career. But you know, my kids, I couldn’t be more proud. These individuals are all highly successful, and importantly, they're not on my payroll. And you know, they're all in positions they're passionate about, and I believe being a role model stems from genuinely enjoying one's work, which I certainly did. Retail is my passion, which is why I've stayed in the industry for so long; it's about them seeing a role model who worked diligently while also enjoying their profession. Encourage them to get into the right profession for themselves. 

Stoller: I'd like to discuss the retail and beauty sectors, both quite challenging fields. In beauty particularly, numerous influencers are currently promoting products. You're up against Amazon, Sephora, and many others. How does one distinguish themselves in such a saturated marketplace?  

Steelman: What I'll state is that beauty is our craft. Many individuals enter and engage with the beauty industry, yet this is fundamental to who we are. Beauty and wellness are fundamental to our identity, encompassing everything from budget-friendly to high-end options. Our services are integral to this offering, and every staff member in our stores is a genuine beauty aficionado, deeply enthusiastic about the industry and dedicated to helping individuals achieve their optimal selves. For 35 years, we've been dedicated to this work, and we recently marked our 35th year in business. When I first began, everything was focused on beauty, consolidated in a single location. It was a place that sold a lot of things. Next, we moved to: The potential is stunning. Our focus is on the potential we can generate for you as a consumer. So it took us in more of an emotional journey, and now we’re—our new theme, which is televised right now, our new commercials are just out—is, “beauty happens here.” We are a place where you can experiment and play. A voyage of feelings. It's tailored specifically for you. We happen to have everything that you would possibly need or want, but it’s that natural journey of evolution for us. It’s true to who we are. As a retailer at heart, I believe my job is the greatest job there is. My role involves assisting individuals in developing a strong sense of self-worth. When my colleagues are having a rough time, I think, How do we readjust here? Our purpose is to help individuals feel excellent about themselves. There are many jobs I can imagine that would be far less desirable.

Brady: It's certainly challenging to achieve a significant transformation with a disheartened beauty advisor. I believe difficult choices are also what mold us into leaders. Reflecting on what didn't succeed, one instance that surfaces, though I'm unaware of the specifics, is your collaboration with Target. What insights did you gain from that venture, given it didn't pan out? Any reflections on how that experience influences your future path?

Steelman: I will say that I’m very proud of our partnership with Target and what we learned in a short period of time. But, you know, beauty waits for no one, retail waits for no one, and the world evolves very, very quickly. Our Ulta Beauty Unleashed plan is where we’re really wanting to lean into, and this was a mutual decision between Target and ourselves to move in a different direction. It wasn’t that anything necessarily big happened. It was just the evolution of where we are in the partnership. And I am so proud of us. You know, we have a very clear plan with the Ulta Beauty Unleashed strategy—focusing on our core margin of creative businesses and really our foundational excellence all the way around the business—that it’s much better for me to really pivot and focus on that. I think that’s going to be what helps our growth story in the future and also continue to drive share for our shareholders.

Stoller: And can you define what Ulta Beauty Unleashed means? 

Steelman: Absolutely, I get a little close to it sometimes. There are, in essence, three components to this. The first is about driving our core businesses. So when you think about brand building—and we’ve got almost 46 million loyalty members—that personalization, adding digital components to it, it’s really strengthening our core model, as you see it today. And then the second part of that is truly the profit margin for creative enterprises, such as wellness. The wellness industry represents a market exceeding $400 billion, characterized by its considerable fragmentation. I believe we're entitled to fully commit to and expand this enterprise, and our patrons have confidence in us. As a reliable seller in this market, we're growing in that direction. UB Media, our retail media network, utilizes our 46 million loyalty members. How do we market to them? What strategies do we employ to assist our brands in reaching this demographic? That, along with non-endemic marketing, which means companies out there, like Hulu, we’ve advertised to Hulu, to our guests. This is simply a method for us to keep our business moving forward. The third is Marketplace, which we just announced officially. We've introduced our Marketplace today, featuring 100 brands. This is a private marketplace, so our customers examine these items in the same way they would if they were visiting our physical locations. You're able to earn your loyalty points. Shopping is smooth and effortless. You can return the credits to stores. So really, super excited about that announcement today. The fourth, and equally important, aspect is global growth. We’ve always been a U.S.-based company, and by the end of this year, we will have gone from being in the U.S. Limited to six nations, which is quite, quite, quite thrilling.

Brady: From a product perspective, you've clearly encountered difficulties with tariffs and other common obstacles people are experiencing. Considering the dollar's decline, how are you managing this situation?

Steelman: From a direct standpoint, the tariff's effect on us is somewhat diminished, though we do have certain components. Our Ulta Beauty line is imported, meaning the direct tariff pressure we face isn't as significant as what you're hearing about from soft goods businesses. While some of our brands are certainly experiencing this pressure, they haven't yet passed those price increases onto consumers. This situation could evolve, but as of now, we're not observing it. Many of our items, particularly in the prestige category, are sold at their manufacturer's suggested retail price...

Brady: …Manufacturer-suggested retail prices…

Steelman: …so there’s that pricing for all retailers. We’re not seeing anyone take that leap yet, with the exception of one company—e.l.f. Came out and said that they were going to take a price increase, but they were more of an entry price point already. So more of the higher-end brands, I think, they’re working internally with how they can take the cost out of their model to not have to put that consumer price pressure back on, and then nobody wants to be the first. So we’re seeing normal price changes right now. We haven’t seen anything that’s out of the norm. But that could change.

Stoller: One of the things I think has been most fun to watch your brand do this year is the Beyoncé Cowboy Carter partnership you have. So one, did you get to meet Beyoncé? I’m so curious. 

Steelman: I did. 

Stoller: Okay, you’ve got to tell us about that. I need to know everything.

Steelman: She's as lovely in person as she appears onstage, possessing both outer and inner beauty. You can truly feel her positive energy. She's an exceptional individual and a remarkable brand creator. We collaborate closely with her and her mother, Miss Tina. Miss Tina is deeply involved in the Cécred brand and is simply amazing. We partner with numerous celebrity brands. Our buyers excel at ensuring we don't just feature brands that celebrities merely endorse. The celebrities and brands we partner with are genuinely invested and actively engaged in their product development, which I believe contributes to their significant success with us.

Stoller: And I’m assuming you got to go to the concert, too.

Steelman: I did. I actually went to the cowboy Carter concert in Atlanta, and got to watch it, and it was just incredible.

Brady: Perks of the job.

Steelman:  There are some fun perks of this job.

Brady: I'd like to inquire about the development of influencer marketing, given how crowded that field is. We're constantly bombarded with an overwhelming amount of content. How do you perceive its progression? Clearly, collaborating with artists like Beyoncé makes perfect sense. However, regarding Kristin's earlier comment about Instagram and the rise of micro-celebrities, do you observe any changes in that area? 

Steelman: Yeah, I think social relevance and influencers are here to stay. I believe AI might continue to contribute to that going forward, but in my view, genuine interaction and connection are what truly matter. While it may not be widely recognized, we actually employ three distinct methods for engaging influencers with our consumers on a daily basis. The initial offering is named UB Creators. So these are the people that are what you call more funnel—they’re advertising products, you can click on it and purchase. That's one segment we have established within our network. We also have the Ulta Beauty Collective, a broader group focused on education. While not on our payroll, they're discussing educational matters. We provide them with briefings. They acquire the items from us for testing purposes. This is genuine promotion. You're discussing marketing, not direct buying, yet it could influence your buying habits. The third aspect, which I'm most enthusiastic about, involves our Ulta Beauties, who are our own employees. They've submitted recordings demonstrating their skills and how they can engage on social media platforms. In addition to working in our stores, we're also compensating them to establish an external influencer network. These are our dedicated employees who are completely immersed in Ulta Beauty. They represent our brand. It fills me with immense pride when I spot one of them appearing in my social media feed. They understand. They're genuine. They exist. These three methods are how we're truly making this a reality. And I think you’ve got to play in the space in order to be a part of the conversation. Even Beyoncé, part of the concert that you were mentioning, you have to be where the social activity is happening, especially with the younger consumer. You want to be a part of the conversation, and you have to really lean into social to be able to do that.

Stoller: Do you have a dream partner or someone you would really want to collaborate with in the future?

Steelman: Oh, listen, there’s, there’s almost like—Taylor Swift. 

Stoller: I knew that was going to come out of your mouth.

Steelman: I wouldn’t turn Taylor away.

Stoller: I don’t think any of us would. 

Steelman:  Yeah, she’s just so socially relevant right now. I’m so excited for her, personally, too.

Stoller: Yes, the engagement was huge. 

Steelman: And, you know, she wears a lot of orange, I think, you know, if she ever listens to this, the brand colors, there are a lot of synergies there.

Brady: I normally would not ask somebody about their beauty routine or their wellness routine, but you have to take your own medicine, drink your own Kool-Aid, the whole bit. Obviously people hold you to a certain standard, given the brand you represent. So what have you learned about effectively doing your makeup and having a wellness routine? Because time is precious as a CEO.

Steelman: Absolutely. The first and foremost thing is sleep. You have to have sleep and lots of water. How you feel on the inside does reflect on what you’re showing on the outside. If you don’t have really good skin, it’s hard to have really good makeup. So I have a really good skincare routine. And then I had access to really good makeup artists. I did have maybe a little help today, but I learned tips and tricks from them all the time. And I think that’s what makes this category so much fun, and why people like to come into our stores, is because there are always things you can learn, and people have different techniques that you can learn that you can apply on your own face. So I’m just a student, and there’s always new innovation and products to try. And I don’t have just one brand that I stick with. I like to try.

Brady: I love that. Well you can have one brand, right? You’re the CEO of Ulta Beauty.

Steelman: If I had to pick one, I would say that the Ulta Beauty collection, the lip gloss is really good. So Ulta Beauty collection lip gloss is a great staple, but I like to try them all.

Stoller: That’s always fun. And I need to know, what are your predictions for next year? What do you think is going to be hot in 2026? What are the trends in the beauty space we’re going to see? 

Steelman: We're observing an increase in heavier makeup application. I enjoy seeing the variety of colors, as I mentioned previously regarding runway shows, such as the Chanel presentation. The Chanel runway event was remarkable, featuring youthful, vivid hues that were engaging and lighthearted. This will be reflected in upcoming makeup trends, with a tendency towards more substantial makeup application, as this also follows cyclical patterns. Furthermore, the skincare routines initiated during COVID have persisted. Individuals are diligently maintaining their skin's health, even at younger ages, as I noted. Consequently, these younger individuals, who are highly active on social media, are now educating their parents.

Brady: Indeed, that's definitely accurate for me. Let's revisit this. You've mentioned a lifelong passion for retail, yet you've acquired considerable knowledge over time. Therefore, what guidance would you offer, either to your past self or to the emerging cohort entering this field? 

Steelman:  Maybe two different things. To my younger self. I would say, Have a little more grace for yourself. I was a pretty hard-charging driver early on, and I should have been a little bit kinder to myself. So that would be the one thing I would say to myself. To the younger generation, I would say, prepare hard to finish easy. And really invest in your education, your experiences. Take a lot of different opportunities. Don’t put yourself just in the eye of one specific job. Learn from everyone that’s around you. And when you feel like you’re starting to get a little bit bored or complacent in your role, challenge yourself to go do something different. That’s how you learn and grow.

Brady: Yeah, I love that. 

Stoller: Thank you so much for joining us.

Brady: Thank you, and thanks for being here as one of our most powerful women.

Steelman: Thank you. Thank you for having me today. This was a lot of fun.

Brady: Leadership Next is produced and edited by Hélène Estèves.

Stoller:  Our executive producer is Lydia Randall.

Brady:  Our head of video is Adam Banicki.

Stoller: Our theme is by Jason Snell.

Leadership Next  episodes are produced by  Coins2Day ‘s editorial team. The views and opinions expressed by podcasters and guests are solely their own and do not reflect the opinions of Deloitte or its personnel. Nor does Deloitte advocate or endorse any individuals or entities featured on the episodes.