I’m so excited to welcome Tina Bhojwani on Lead Like her.

Tina Bhojwani is the CEO and founder of AERA, which is a luxury vegan shoe brand. So welcome Tina. Thank you so much for having me, Shelley. It’s an honor to be here and um, and to share the story of our company. Absolutely. And I’m so excited to have you on our lead like her, because when I think of leadership today.

I think of you and I think of how you kind of really wanted to make a difference in the industry, and I know that there’s a lot of young leaders that can learn from your success. So we’ll jump right into the questions if that’s okay. Perfect. So you actually have a very impressive background. Before you founded your own company era, you were a substantial global brand.

Leader, leader, you work for Donna Caron, you work for theory, Dolce and Gaana. So when you think about all these massive roles at these high designers, um, what inspired you to kind of take your leadership and go into a new direction by launching your own company? You know, it’s a great question. I, um, spent 20 years working in the industry and feel really fortunate to have had the opportunities I had to have, had the, the, the experiences, um, the bosses, the teams, everyone around me and I felt, felt like I learned a lot.

You know, what’s great about the industry and quite honestly, like what needed to change about the industry. And I just got to a point in my career that I felt like giving back and doing something with purpose and mission and wanted to move, um, the industry forward by starting a company that, um, combined sustainability with luxury fashion.

Um, and so the idea of ERA was born. Um, and our company launched five years ago and we wanted to show that sustainability and luxury should and, and can go hand in hand. And so sort of take what’s good from luxury, which is artisanal craftsmanship, um, and, and quality and longevity, and, and marry that with, um, innovation and next generation materials and, um, transparent supply chains.

And so that, that was. Really, um, what the mission was when we started the company. That’s great. And some of the people that are watching this may not be familiar with era, so maybe you can tell us what the brand is and what the intention of the brand is. Absolutely. So the brand is a luxury footwear brand.

But completely vegan. Um, we’re B Corp certified. We’re carbon neutral. So we’ve done a lot of work around sustainability. And I always say that I don’t think our industry needs another brand per se, but AIR is a platform to show a new way of thinking about how business can be done, um, with uh, an emphasis on the planet, on people, and on animal welfare.

That’s outstanding. And so when I think about launching a company, you were very. You really wanted to be a certified B Corp and you really wanted to take on becoming carbon neutral and just saying both those, trying to accomplish both those goals and start a company seems almost unfathomable. Tell us.

How did you get other people to follow on this journey? Interesting. Um, you know, as I said, we started the company because the core was sustainability and I wanted to have the certification, um, to show that the work was legitimate and, and really I. Um, make it easy for the customer to understand, you know, what this company was about, but we didn’t lead with that at all.

So we decided that the way to bring the customer, um, into the journey and, and stay on the journey was to lead with really beautiful, um, comfortable, luxurious shoes that were as good as any other shoes that were in the market. Um, and it’s almost like the bonuses that the company’s carbon neutral and the company is B Corp certified.

Um, and I think that. You know, that that sort of maybe keeps people with us. You know, people got involved because they like the product. And then I think understanding the mission, like, you know, keeps, keeps clients loyal. So, so we, we sort of, um, made that the bonus rather than what we led with. That’s so interesting and it, it’s interesting because you’re right, it all goes back.

You have to have a quality, great product, right? And then once you have that quality great product, you give the consumers a reason to stay with you. Yes. I don’t think anyone’s gonna buy your product just. Because it’s sustainable, or it’s B Corp or it’s carbon neutral, but you’re gonna buy something, especially, you know, with what we’re doing, luxury footwear because you know it’s comfortable and you like it and, and there’s like almost a, an emotional, you know, uh, an emotional attraction to it in a way

And your footwear is beautiful and it is so comfortable. You’ve actually won a lot of awards, uh, for your design work in the footwear industry. We, we’ve won some awards and innovation and we recently, um, just actually patented our quilted insole, which is our signature. So that’s something that’s unique to us and something we developed and um, and that’s become, you know, sort of our identifier as a brand.

I think it’s also interesting ’cause you and I have had conversations about this before. We have these young leaders in our industry or students. They look at people like you, Tina, who are so successful, and you have this great brand and you know, you’ve done so many wonderful things and you’re giving back to the environment and the community.

And so a lot of, uh, young leaders think, oh, it’s a perfect little road. Right? But one of the things you always have said is that you actually, failure is part of the journey. You know, actually failing helps you foster growth. So you can, can you tell us a little bit? What you mean by that and maybe perhaps share one of your failures that help you grow.

Gosh, I mean, I’ve had so many, I wouldn’t say failures, but setbacks or you, you know, times where I. Um, things didn’t go as expected or I, I took a wrong decision, let’s say, and, and one time it was, um, sort of not trusting my gut and going with, um, going the, going in the opposite direction. It was something I regretted and it was human resource related.

And, you know, it was a really powerful lesson that what a, you should trust your gut and you know, I, you learn so much from those types of experiences and. Quite honestly, I think if you’re not willing to fail as a human being, you’re not willing to take a risk. And then, you know, if you’re not willing to take a risk, then you’re sort of just maintaining what exists.

So I think failure helps you, um, you know, take a different path and I. And, and understand that it’s a part of, um, it’s a part of the journey. And, um, and I, I’m sure there aren’t very many successful leaders who haven’t failed, um, and haven’t learned a lot. You learn a lot more from, from failing, I think, than, than, you know, coasting along a path that’s smooth.

Um, you know, we also launched during the pandemic, so we had to pivot our company so many times just to stay alive. And, um, and so I think. You know, I think you have to embrace failure and you have to learn to pivot and be flexible as a leader. And you know what, what looks one way has a lot of, a lot of complications behind it, I think, especially when, when it’s entrepreneurial.

So, yeah. I’ve heard someone describe leadership as doing something really well when others can’t. And so you talk about this time of when you launched your company. During the pandemic, and that must have been such a difficult time yet you were able to pivot and you were able to kind of understand the priorities changed very quickly

So I’m impressed that you led through a very difficult time at the beginning of your company. Thank you. It was, it was really challenging and I mean, I think it was a challenging time for, for everyone, you know, not just our whole industry, but starting a company and launching. Um, we really had to make some tough decisions and, and, um, and stay calm and collected and, and, you know, just figure out a way to, to continue and, um, and navigate that.

And, you know, thankfully we did and, and we’re here today and you know, now on the other side of it. So thank you for that. I think the other thing that’s really interesting, Tina, about your company and uh, I love this aspect of your company. It’s one of my favorite things. And when we first met, I didn’t even know this about the company, but I knew the day I met you that I had to be around you.You just have such a positive energy, but you actually built a community around women and you did this in what you call your era family. So can you talk a little bit about what motivated you to kind of create this community around women and why was this important to you? Absolutely. So when the time came for us to fundraise, um, you know, still a little company, still early on, um, you know, I wanted to raise money, but, you know, not just money for the sake of money, but to bring people into this.

Company, um, who believed in, in era the mission, who appreciated the prod the product, but also, you know, got the vision and, and knew that it was gonna take time. And so I started to present it to women. Um, you know, actually to be honest, someone approached me to see if they could invest and then someone else did.

And little by little, I said if I could gather a group of women, then. You know, this can be a different path to fundraising. Um, and today we have 18 women, um, who are part of the ERA family all over the world. From Milan to Dubai to London, to, you know, here in America and beyond. And, you know, they serve as investors first, but also, um.

Ambassadors and advisors and, um, and what’s remarkable is, is the community, uh, amongst the women, you know, so it’s, it, it goes beyond the brand because we, you know, they formed individual friendships and so on and so forth. And, and I knew that it was a tough journey. We were doing something different. I’m, you know

Humble enough to know that nothing good happens alone. So this seemed like an interesting idea and, um, and, and so we’re, we’re at that stage today and, and, and literally I seek help and advice all the time from these women. So, um, it’s a great community and it’s, it’s just a different way of doing things.

Like our company’s trying to do something different. So even the fundraising, you know, we took a different approach there too. I think it’s great, and quite honestly, it’s very difficult for female led companies to get investor funding. So I love your approach and I think that every single woman who’s a part of, um, the ERA family believes in the power of uplifting other women.

So it’s, it’s, it’s a really amazing thing. And, um, literally. The, some of the ladies will fly to Milan for fashion week to come and support our events and, and to connect with each other and, you know, have unofficial board meetings and so on and so forth. So it’s, it’s been really, really helpful. I feel really blessed that we have this family.

It’s awesome. I love it. Um, the other thing that you do is when you talk about, you know, how to ri how do women rise up, what skills do they need? Your advice that you give to them is, um, to cultivate a broad range of skills. So what, what do you mean by that? I mean, I think we can go through life staying in a lane and doing what we’re meant to do and uh, and doing that well.

But I think to really be successful and to become a a leader, you need to be very aware of what’s going on around you. I. Not just in your organization, but, but apart from that, so say in fashion, you know, I, I would say to to, to young leaders, like be be aware of what’s going on and how things are changing in the world and how consumer trends are changing and what impact is AI gonna have on our businesses, and so on and so forth.

So I think you’ve just gotta be curious and, and, and see beyond, um, what it is you do. The other thing that, um, you and I have talked about is mentorship and the importance of not just being a mentor, but being, you know, a mentee. And so you talk a lot about your influences over your long established career.

So can you tell me a little bit about, have you had any like specific mentors that come to mind that influenced your leadership journey? I’ve had several actually, and, and from the very beginning, um, you know, my first boss and someone who gave me, um, the ability to. Do more than was just my job and, and take on more responsibility.

And, you know, and, and I’ve also had, um, learned from leaders and CEOs that, that do think, you know, that, that know that you need both the art and the science to, to run a company and fashion. It’s not just about the numbers, but it’s also not just about beautiful product. And how do you balance those two things I’ve learned about culture

Through mentors and how, how important corporate culture is and how you bring people along a journey. Um, so yes, I, I have had a lot of great experiences with, with leaders and peers and, you know, what I want to do is give back because I think it’s, it’s critically important and, um, and I know that I wouldn’t be where I was today without that mentorship.

One of our missions in doing the lead micro series is to provide inspiration for future female leaders, but also to help existing leaders in our industry to succeed. So you mentioned that you like to pay it forward, so how are you actively mentoring or supporting the development of our future leaders?

I, I like to think that, you know, it’s a part of our culture at Era to mentor. Um, we’ve always had students. Since we started the company that are both here and in Milan that are a part of the company, interning learning, doing projects with us. Um, I’ve done, I’ve hosted students also classes in both the New York and Milan studios.

We do panels, we take interviews, um, and actually right now we’re working on a really special project with, um, with Meni, which is the main fashion school in Italy. Um, and the students there. So, um, I think it’s really a part of, um, of, of being an entrepreneur is having that ability to decide, you know, that you can, you can mentor in, in different ways and, and, and that, as I said before, was really important to me.

It’s great that you have access to students on both sides of the globe. Like you can get such a great perspective. So I know that you spoke to our students at Fashion Institute of Technology. During our collegiate deca leadership event that we had, um, the students just loved you. They thought you were amazing, and then you also came to visit and you saw firsthand our students working in our shoe and accessory design program with Professor Sarah Mullins.

So. How else do you incorporate this mentorship in your everyday life? You’re out there, you’re with students, you do this in Milan, you do it in New York, you are, you have your company culture. Are there other things, um, that you’re doing to kind of incorporate mentorship in your everyday life? I think having a student, um, with us, um, you know, right now I have a graduate student who’s helping us.

Um, is always, you know, I think that’s sort of day to day and I, I learn as much as I think I give back because I’m seeing what’s going on, you know, with the young people today and what they’re interested in. And, and so it’s actually a really interesting exchange. Um, and like I said, I always take. Calls or interviews or join panels.

And, you know, I stay very connected to my university and the fashion schools both here in New York and in Milan. So it’s an ongoing thing and um, you know, and, and I think that it is important and, and like I said, it’s mutually beneficial. It’s not just a one way street. So, you know, I’m fully aware of that too.

It’s great. I learned so much from my students. Like it’s amazing. Like I’m going in to teach the students, but I walk away learning an awful lot from them. So it’s great to have that two-way mentorship, right? Absolutely. I. So, um, if you look back on your career, what do you think the most valuable lesson is that you have learned as a leader that you’d like to share with aspiring female leaders?

And there are a couple, I think, um, I think a really valuable one is, is for female leaders, um, is to know their worth or for a female leader to know her worth and to be able to claim it. Um, I. A lot of talented women who, who, um, who don’t do that, myself included at times, um, in my career. So I think it’s important to, to know what you bring to the table.

Um, and then, you know, going back to something I said earlier, I think it’s important to take risks, um, because, you know, the greater the risk, the greater the reward. And, and, and we all need to be taking more risks as, as the world is changing today. So those would be two things. And what’s interesting about taking risk is women traditionally are more conservative and they’re not as good as male leaders about taking risks.

So is if we could just follow up on that, is there any advice that you could give women to kind of get them thinking about how to become a risk taker? You know, it’s totally, um, I, I would say I would go back to the, the, the, the topic we spoke about earlier. It’s, don’t be so afraid of failure. And if you’re less afraid of failure, I think you’re more apt to take a risk.

And I agree with you, women are, are less likely to be risk takers and, and they’re less likely to know their worth. So I think, you know, those two things are really, really important. Those are great. And, um. I’m very conservative with everything I do, so, um, I have to rethink about that, you know, taking more risks.

Um, so now we’re gonna get into what I like to call the rapid fire questions. And these are questions I’m just gonna ask boom, boom, boom. And then we just answer, um, are you ready? I’m ready. Okay, here we go. What’s one piece of advice that you would give to female leaders that are currently working? That’s different from what I said before.

Well, it doesn’t have to be different, but if you had to call it down to one piece of advice to women that are currently working, what would that be? I would saybe a good listener. I. I think sometimes we don’t listen enough and, and you learn so much when you, you know, when you get a group conversation going. Um, you know, so apart from knowing your worth and taking risks, I think it’s important to, to lead with some, some level of humility and compassion and to be able to listen.

’cause we learn so much, you know. You know, and, and in my former roles at big companies, the amount I learned from the people working in the shop floor or in the cutting room or in the design studio, I think you, you’ve gotta talk to people and you’ve gotta listen to what they have to say because you’re able to make better decisions that way.

Yeah, that’s great. And what three tips would you give students? That these are our emerging leaders of our industry. Um, there’s no shortcuts, so work hard and I think it definitely pays off. Um, I think that always remember to be kind and compassionate. Uh. And then one that I think is really important and, and I, I see less of that happening today.

So I think it’s important to, to say this to students is like, always get back to people. So re reply to the email, take the phone call, get back to people. Be professional. Excellent. My last rapid fire question is, what is your legacy? What do you want to leave behind for the next generation? I would like to leave behind a more sustainable industry in fashion.

I’d like to do my part there and you know, I think that. Why we’re doing this is also to show that, you know, business can be a force of good and why can’t that be more of the normal than the exception? So that’s the, that, that would be, um, what I would wanna leave. And that’s why I left, you know, corporate, the corporate industry behind to pioneer something different.

Um, because I really believe we’ve gotta change and, and we can change, um. In a very interesting way, if we take a 360 degree approach to what that change is, and you know, we’re lucky we work in an industry that’s so creative, you know, there’s all this innovation going on so we, we, we can do better. I love that.

Okay. This is the last question, and this question is a fun one. It can be anything. It doesn’t have to be work related. Okay. But what is your secret power?

You know, I think that one, one thing I can say about myself is that I am a fairly calm person. So even under crisis or difficult situations, and I think that helps me sort of navigate life in general. You know, I, I don’t overreact or, or, you know, sort of get crazy. So I think the fact that I can maintain, like, focus and calm even in, in, in tough situations, um, is, is, uh, very helpful to me.

I love that secret power. That’s a great one to have. Is there any closing thoughts that you’d like to share? I appreciate being a part of this podcast very much Shelly, our friendship, um, the work we’ve done together at FIT and I think I’d like to just remind everyone that, you know, as you grow and develop and, and move further on the corporate ladder to remember that people.

Around you helped you get there. And to do the same for those who follow and who and for peers, you know, I think we’ve gotta lift each other up as we go and we’ve gotta remember how important that is. Um, so everyone go, moves forward together and, and, and we help each other. I think that we need a lot more of that.

Well, thank you Tina. Those are excellent parting words, so thank you so much. Thank you for your time and your generosity and you always.