I was never fixed on one particular career, but I always knew I wanted to build something of my own. I’ve had an entrepreneurial instinct from a young age. I was accepted into the London College of Fashion but, ultimately, chose to study at the Royal Agricultural College instead. At the time, it felt more aligned with who I was and, in many ways, that decision laid the foundations for everything I’ve built since.

No, I didn’t have a fixed plan. I grew up in Suffolk with a father who was a farmer, so country life was second nature to me. My mother was a designer, which gave me an early understanding of product, fit and attention to detail. She truly is one of my biggest inspirations. The defining moment came in 2008 at the Badminton Horse Trials when I saw a clear gap in the market for practical yet stylish tweed that felt modern and flattering. At the time, much of what was available felt outdated. I decided to produce a small run of tailored tweed pieces, which all sold out. The path hasn’t exactly been traditional, but the business has grown rapidly from that initial idea. It’s been about identifying an opportunity and backing it.

I would say the hardest challenge was people telling me I wasn’t going to succeed, particularly because all our tailoring is British-made. They said it wouldn’t be commercial, but I believed in it and proved them wrong. Finding the balance between quality, heritage, and a viable business model was tough at the beginning, but it’s now one of our biggest differentiators.

No two days are ever the same, which is exactly how I like it. I’m very hands-on across the business – from sign-off on design and fittings to campaign shoots, I like to stay close to every detail. My day typically starts around 8am with team check-ins and reviewing priorities, and it often runs into the evening. When you build a brand from the ground up, it becomes part of your life, you’re constantly thinking about product, growth and the customer. It’s demanding, but I thrive on that level of involvement and accountability.

The best part is seeing the scale of what we’ve built. Growing Holland Cooper into a £60 million business, expanding internationally, and moving into our 70,000 square foot headquarters earlier this year are milestones I’m incredibly proud of. More than anything, it’s the loyalty of our customer base, seeing them invest in and believe in the brand, that makes it worthwhile.

The hardest part is switching off. When you own your business, it doesn’t neatly fit into office hours. I’m constantly thinking about the next campaign or refining strategy. It’s demanding, but that level of focus and momentum is also what drives the brand forward.

There have been several defining moments. Opening our boutique at Bicester Village in 2017 was a major step forward for us at the time, as was launching our flagship in Cheltenham. Seeing the Princess of Wales wear Holland Cooper for the first time in 2020 was, of course, incredibly special. She is the ultimate style icon. Most recently, I’m particularly proud of our award-winning Icons campaign. Celebrating incredible women such as Mary Berry, Clare Balding, and Jodie Kidd felt like a natural evolution of the brand, championing accomplished, multi-generational women who embody confidence and style.

Starting a luxury fashion brand with British-made tailoring at its heart was never going to be straightforward. In the early days, there were plenty of moments of doubt – both from others and myself – and many people questioned whether it could work commercially. Those challenges taught me resilience and the importance of trusting your own vision. The key is to believe in yourself, back your instincts, and keep pushing – that determination makes all the difference.

I find it very hard – when you own your business, you live and breathe it, and I won’t let it fail. When I’m at work, that’s my full focus, but I’m very lucky to live close to my businesses, which allows me to spend as much time at home as possible. Family time is so important to me, so when I’m with my children, it’s phones down and mum mode on.

I love gardening; it’s become a genuine passion of mine. There’s something very grounding about being outside, especially when so much of my day is fast-paced and business-focused. Spending time in the garden with my children is incredibly special; it’s where I properly switch off. This spring, I will be launching our first Holland Cooper gardening collection, which feels like a very natural extension of the brand. It’s been a project close to my heart. Beyond that, I prioritise time with my family and escaping on holidays whenever we can. That balance is so important.

Without a doubt, my mother. She was the first person to spark my creativity and instil in me an appreciation for design, attention to detail, and craftsmanship from an early age. Her influence shaped the way I approach both product and business. I would also say the Princess of Wales has been hugely inspirational. Seeing her support and wear Holland Cooper over the last five years has been incredible.

For me, it starts with having a strong, loyal team around you – people who share your vision and are as invested in the brand as you are. You can’t do it alone, and the right team makes all the difference when it comes to executing ideas and navigating challenges. Equally important is resilience and the willingness to make tough decisions. Leadership isn’t about taking the easy path – it’s about facing challenges head-on, owning the outcomes, and staying true to your principles even when it’s difficult.

At Holland Cooper, we are a 90 per cent female workforce. Women of all ages, from their 20s up to their 60s, and it’s so lovely to see and adds to the dynamic skill set. When I founded the brand, I would say fewer women were founding successful businesses, especially in the luxury market, but figures like Victoria Beckham, Emma Grede, and Charlotte Tilbury have shown that you can build globally recognised luxury brands with authority and longevity. They’ve set a precedent – proving that commercial success and strong creative direction can absolutely sit side by side.

I’d love to see even more women supported in leadership roles and a greater focus on work-life balance, particularly for those juggling family and high-demand careers.

Absolutely. I think there’s a far greater sense of empowerment now – particularly for women. There’s a confidence and ambition that feels much more visible. That said, while attitudes may have evolved, I still believe a strong work ethic is non-negotiable. Building something meaningful takes resilience, consistency and determination. It’s something my husband and I feel strongly about instilling in our own children – that drive to create your own path, work hard, and take pride in what you build. Opportunity is greater today, but effort is still what sets you apart.

I think one of the biggest challenges is still balance – particularly for women who are building businesses or leading at a senior level. The demands don’t switch off, and when you’re deeply invested in your work, it can be all-consuming, and it’s incredibly hard to switch off at times, but I have had to find the time to separate myself and prioritise quality time with my family.

Believe in yourself. You can achieve far more than you think!

Don’t let anyone tell you that you can’t achieve your dreams. If you believe in yourself and are willing to work hard, anything is possible.