To be the best in the world at something, every aspect of your business, from logistics to marketing, must also be the best to prevent competitors from entering your market.

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

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.

The culture at Lululemon was built on setting goals based on the present rather than the future, which kept our team motivated and aligned.

Our commitment is not just to succeed as a business, but to create a world-class organization with a talented and diverse team.

In luxury, you never look at competition; you're creating a work of art that people dream and yearn for, focusing on long-term brand strength rather than quarterly results.

The best in the world at something should be able to reach the entire world through leverage and distribution.

In an operationally intensive business, it's essential to be significantly better than competitors at managing finances and operations to succeed.

Transitioning from a mass consumer goods company to a bespoke luxury brand required me to unlearn and relearn everything, as luxury is about creating unique, precious items that evoke desire rather than mass production.