MERGE DEPARTMENTS

“I didn't tell them like, hey, tell me if you like it, because nobody's gonna ever step on anyone else's dream. They're always gonna be like, yeah, it's great, good luck. So I gave them the assignment, come back with three reasons why you think it's gonna fail. So that way I empowered them to beat up my workplace.”

“One thing I think people find also surprising about me is I'm very bright-brained, left-brained. Like, so I call it creating cultures of artists and operators. So I want to build organizations that are incredibly innovative, that are creative, but also have operating rigor. Because if you operate the business well, it gives you more time for the fun stuff on the creativity.”

“As Adam and I started formulating the product, we realized like, wow, like cleaning is a dirty business. You pollute when you clean, use poison to make your home healthier. So we realized there was a second culture shift, which was really sustainability and wellness. And so I guess I'm going to take credit for it of really combining high design and deep sustainability.”

“My goal is everybody in the company understands the entire operating plan of the business and not just help shape it and mold it and things are delegated down. But truly, truly understand it. And going back to that, you know, trying to build a cross functional company. It's allowed our more junior team members to get better learning, but also just be more empowered because then they can spot opportunities.”

“For me, as an entrepreneur, I have two things I care most about. It's people and products. And I feel like if I can get the people right, which is just culture, and I get the products right, generally everything else will get easier. And I also think about the products are just really a souvenir of the people.”

“One thing I think people find also surprising about me is I'm very bright-brained, left-brained. Like, so I call it creating cultures of artists and operators. So I want to build organizations that are incredibly innovative, that are creative, but also have operating rigor. Because if you operate the business well, it gives you more time for the fun stuff on the creativity.”

“As Adam and I started formulating the product, we realized like, wow, like cleaning is a dirty business. You pollute when you clean, use poison to make your home healthier. So we realized there was a second culture shift, which was really sustainability and wellness. And so I guess I'm going to take credit for it of really combining high design and deep sustainability.”

“I think it's still arguably my best tactic for developing new ideas is to be in a foreign market, ideally with a creative or a couple of creatives with you, so you can sketch as you go. When you walk through a foreign retail store, you just look at everything a little differently, particularly if you can't read the language, so you have to rely a little bit more on like form and graphic design.”

“I try to steal from as far away from what we're working on as possible. So it could be stealing an idea in a museum that you could apply to a brand. And if you look at my body of work as an entrepreneur, you'll see that through line in everything I do. So with Method, I really stole from personal care and I stole from housewares.”

“I didn't tell them like, hey, tell me if you like it, because nobody's gonna ever step on anyone else's dream. They're always gonna be like, yeah, it's great, good luck. So I gave them the assignment, come back with three reasons why you think it's gonna fail. So that way I empowered them to beat up my workplace.”

“I try to steal from as far away from what we're working on as possible. So it could be stealing an idea in a museum that you could apply to a brand. And if you look at my body of work as an entrepreneur, you'll see that through line in everything I do. So with Method, I really stole from personal care and I stole from housewares.”

“For me, as an entrepreneur, I have two things I care most about. It's people and products. And I feel like if I can get the people right, which is just culture, and I get the products right, generally everything else will get easier. And I also think about the products are just really a souvenir of the people.”

“I think it's still arguably my best tactic for developing new ideas is to be in a foreign market, ideally with a creative or a couple of creatives with you, so you can sketch as you go. When you walk through a foreign retail store, you just look at everything a little differently, particularly if you can't read the language, so you have to rely a little bit more on like form and graphic design.”

“My goal is everybody in the company understands the entire operating plan of the business and not just help shape it and mold it and things are delegated down. But truly, truly understand it. And going back to that, you know, trying to build a cross functional company. It's allowed our more junior team members to get better learning, but also just be more empowered because then they can spot opportunities.”