In an industry defined by shifting trends and evolving consumer expectations, building a brand that lasts requires more than knowing what customers want today. It demands a clear point of view, the discipline to make decisions for the long term, and the willingness to evolve without losing sight of what makes a business distinctive.
Amy Williams, CEO of Citizens of Humanity Group, has spent more than three decades building and leading brands across public companies, private businesses, startups, and private equity-backed organizations. She joined Citizens of Humanity as president in 2009 and became CEO in 2015, overseeing the company's portfolio of brands, including Citizens of Humanity and AGOLDE. In 2017, she co-led the management buyout of the business, further shaping her perspective on ownership, investment, and sustainable growth.
Today, Williams continues to navigate a changing retail landscape while championing product innovation, regenerative agriculture, and a long-term approach to brand building. Beyond business, she is committed to creating opportunities for women and girls through her work with organizations including Girls Inc. of Greater Los Angeles, empowerHER, and the Bay Area Women's Sports Initiative (BAWSI).
We spoke with Williams about what it takes to build a brand with staying power, the value of knowing when to say no, and why listening may be one of the most underrated leadership skills.
I’ve learned that long-term brand value is built through trust, integrity, and having a clear point of view for decision-making. The temptation is always to chase what’s next, but the strongest brands know who they are and don’t compromise that identity for short-term attention.
At the same time, a brand has to evolve, and that takes both balance and foresight. You have to understand where the customer and culture are going without losing sight of what makes your brand meaningful today. For me, it’s about knowing what should never change and having the courage to change everything else. That requires listening, staying curious, and being willing to challenge your own assumptions. When you build with that balance, growth becomes a result of a strong brand rather than the sole objective.
Becoming an owner changed the way I think about leadership and risk. You have to take a much longer view and make decisions based on what you believe is right for the business, not simply what is easiest or most rewarding in the moment.
For me, that comes back to integrity. Ownership means having the conviction to make thoughtful decisions, even when they require patience or involve taking a risk. Some of the best investments we’ve made have been decisions that strengthened the business for the future rather than delivered an immediate return. From our sustainability practices to growth in new categories and fabric innovations, we’ve tested and analyzed the market. We have been able to grow in a steady, thoughtful way.
It has also taught me that you don’t have to pursue every opportunity. Sometimes the most important leadership decision is knowing what to say no to and staying true to the business you’re building.
I’ve learned that investing in women and girls is ultimately an investment in possibility. When you give someone access, encouragement, mentorship, or simply the confidence to believe in themselves, the impact can extend far beyond that individual.
Those experiences have also shaped how I lead. They’ve reinforced the importance of creating opportunities for others, listening before assuming I have the answer, and using whatever platform or resources I have to help someone else move forward. I’ve benefited enormously from women who believed in me throughout my career, so I feel a responsibility to do the same for others.
For me, leadership isn’t just about what you accomplish yourself. It’s also about how many other people you can help grow along the way. In an industry that is predominantly women, this is especially important to me.
If I had to name one, it would be listening more than talking. Some of the most valuable things I’ve learned in my career have come from paying attention. To the people around me, to our customers, the market, and even to the moments when something isn’t working.
Listening creates space for better ideas and helps you understand perspectives that may be different from your own. I don’t think leadership means always being the person with the answer. Often, it means asking the right questions, being curious, and knowing when to step back and let someone else in to help build.
Dawn Staley. I admire her tremendously, not only for what she has accomplished for women in sports, but for the way she leads her team with her heart. She has an incredible combination of discipline, confidence, resilience, and genuine care for the people around her.
What stands out to me most is her ability to lead while continuing to lift others up. She has created opportunities for women in a way that extends far beyond the court, and she uses her platform with real purpose to build and support the community. I think that combination of excellence and generosity is incredibly powerful.
My daughters. They keep me grounded, make me laugh, challenge me in the best ways, and remind me what really matters. Being their mother is the most important role I have.
Straight-leg jeans are back and I can’t get enough of them. I love seeing a return to a more timeless, effortless silhouette that is just as good for a night out as they are for everyday wear. There’s something so confident and modern about a great straight-leg jean. It feels fresh, but it also has staying power and is a must-have that works across seasons.
Dani Shapiro’s writing, from Black and White and Slow Motion to Devotion and Inheritance. When I first started reading her work, it felt as though I were reading my own story in her words. Her writing gave me a way to understand and forgive myself and my parents, and to continue growing as a person, mother, wife, and friend. Her work has stayed with me because it reminds me that understanding where we come from can help us become more fully who we are.
Williams’s approach to leadership is a reminder that lasting success is rarely the result of chasing every opportunity or reacting to every shift in the market. It comes from knowing what your business stands for, having the conviction to make decisions that serve its future, and remaining curious enough to evolve. Just as importantly, it means recognizing that leadership extends beyond the business itself to the people who help build it and those who will follow. For Williams, the strongest legacy is one built on integrity, thoughtful growth, and creating opportunities for others along the way.
