"The most visible manifestation of entrepreneurship is the establishment of new firms."
Meet Christine Brownstein, chief marketing officer for a high-level fashion company with a strong suit in SEO, digital marketing, advertisement, leadership, entrepreneurship, and all how-tos of turning traffic into sales.
As an entrepreneur, she is able to apply the marketing concepts she’s learned to her venture, and it has helped her learn how to draw organic traffic effectively, be it offline or online.
Check out more interviews with entrepreneurs here.
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Table of Contents
Thank you so much for giving us your time! Before we begin, could you introduce yourself to our readers and take us through what exactly your company does and what your vision is for its future?
Christine Brownstein: I’m Christine Brownstein, the Chief Marketing Officer of Palaleather UK, a factory-direct leather jacket company with more than 2000 distributors since 1990. We specialize in providing high-quality, real leather jackets, made from the best leather available and with world-class craftsmanship.
Explore leather jackets for men and women, in a range of styles and colors all with free UK delivery and a lifetime warranty. Since 2000, we turned to our domestic leather market and started to make business leather garments. With the popularization of domestic leather clothing recognition and the diversification of leather clothing design, we seized the opportunity and grasp the chance, successfully transforming the theme of our products into fashionable and luxury.
I envision the future to be fruitful and complimentary to fashion and marketing, which are the backbones of Palaleather UK
NO child ever says I want to be a CEO/entrepreneur when I grow up. What did you want to be and how did you get where you are today?
Christine Brownstein: Growing up, I would drown myself in the void of books, modeling poetry, and films; needless to say, I wanted to be a model. However, as time passed by, I think I still liked to be a model, but just at the back of the camera. I want to direct and be able to properly introduce our products alongside the models of our company to our target demographic effectively.
Tell us something about yourself that others in your organization might be surprised to know.
Christine Brownstein: I’m actually an introvert! I think that my company has known me for being the “humorous friend.” Despite that, I still enjoy coffee and books alone.
Many readers may wonder how to become an entrepreneur but what is an entrepreneur? How would you define it?
Christine Brownstein: I’d say entrepreneurship is the capacity and willingness to create, structure, and manage a business operation, including all of its risks, in order to reap profits. The most visible manifestation of entrepreneurship is the establishment of new firms.
What is the importance of having a supportive and inclusive culture?
Christine Brownstein: The company’s culture may play a significant role in attracting recruits and keeping current employees content with their jobs. A varied workplace contains personnel from various demographic groups such as age, nationality, race, and economic class. On the other hand, by creating and promoting an inclusive culture that encourages autonomy, esteem, and admiration among all members of the company. If the qualifier is diverse, treat inclusion as a verb. It’s imperative to note that it necessitates deliberate activity.
How can a leader be disruptive in the post covid world?
Christine Brownstein: Set a defined set of goals centrally, and then execute them regionally with a significant level of local management autonomy. Excessively consolidating decision-making limits an organization’s capacity to adapt rapidly and efficiently in a dynamic scenario.
Effective leaders allow managers to make the most informed choices they can while maintaining a defined set of corporate goals in mind, such as staff safety and customer ethics. When a local manager has to request clearance from the center, clear criteria should be established. Disruptions invariably result in an overabundance of often contradicting information.
In the worst-case scenario, the staff is given ambiguous or nonsensical priorities. Thus, in times of change, a clear set of goals is critical, but difficult to attain.
If a 5-year-old asked you to describe your job, what would you tell them?
Christine Brownstein: I can convince you that you need to buy ice cream.
Share with us one of the most difficult decisions you had to make for your company that benefited your employees or customers. What made this decision so difficult and what were the positive impacts?
Christine Brownstein: There was this one time wherein the company didn’t have as many sales compared to the forecasted return. With our budget being immensely stretched thin, I still asked our authorities to provide me with the budget and I will make sure it’ll incur a positive return.
It was one of the most difficult decisions I had to make for the company because if I messed up, then it’s highly likely that we are going on a downhill of bankruptcy. I then created a comprehensive marketing plan as a CMO and advertised our newly launched product properly; from demographic targeting, referencing, tracing, pricing, and sales conversion down to feedback analysis to further optimize what we bring to the table. We got tripled the capital and then it propelled our employees to become better individuals.
Leaders are usually asked about their most useful qualities but let’s change things up a bit. What is your most useless talent?
Christine Brownstein: I’m great at catching items that are dropping because I threw them over. I’m an egotist in the first half of a moment and a ninja in the final minutes; I have about the same amount of falls as the typical person, but with more steps. I’ve accomplished it with several falling debris, around my head, with my ankles – things don’t generally touch the floor around me.
Thank you so much for your time but before we finish things off, we do have one more question. If you wrote a book about your life until today, what would the title be?
Christine Brownstein: Impeccably peccable.
Jerome Knyszewski, VIP Contributor to ValiantCEO and the host of this interview would like to thank Christine Brownstein for taking the time to do this interview and share her knowledge and experience with our readers.
If you would like to get in touch with Christine Brownstein or her company, you can do it through her – Linkedin Page
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What does “success” in 2022 mean to you? It could be on a personal or business level, please share your vision.
Brianna Régine Walston:
Our core creative strategy and operations management teams are run by women of diverse backgrounds, skill sets and personalities—and I love it. We all come from different walks of life, and have an appreciation for each of our individualized experiences.
Work culture is important to me, so maintaining an environment that promotes transparency, vulnerability, and a sense of belonging gives women a place to be themselves, entirely (instead of being silenced, ridiculed, worried about losing their job, etc). If a mom has to be a mom and leave work early to attend to her children, we let her. If a teammate is having a challenging time because she’s PMSing, she has the space to be supported by her teammates–because we get it.
These examples can seem small, and non-work related, but it’s really these experiences that should be considered when making workplace decisions about PTO, or flexible work hours, or healthcare and abortion resources, or leadership promotions, or mental health days, or for in-person environments–accessibility to feminine products.
