The turning point for Lululemon came when we opened a new store and my wife, who was essentially running the company, helped us achieve rapid growth.

I knew Lululemon was going to take off when I saw women confidently wearing our tights in public, which validated our product's success.

I reinvented myself after selling my business by immersing myself in personal development and reading influential books, which shaped my approach to building Lululemon.

Culture is not just about perks like free food or yoga; it's about holding each other accountable to the mission and performance standards.

To maintain culture as we scale, I focus on designing every moment to reinforce our values, like reminding employees to champion the mission.

We shifted our guiding principle from 'think long-term' to 'think long-term, ship today,' empowering our team to take risks and experiment, which accelerated our execution significantly.

Culture is defined as a shared way of doing things, and I aimed to create a strong culture where everyone is on a mission and deeply passionate about their work.

The culture of a startup is modeled after the founders' actions; if you want a hardworking culture, you must demonstrate that commitment yourself.

Focusing on the long term and planning for the future helped us ignore present conditions, allowing us to cherish the moment despite challenges.