Brooks Nader's Wimbledon Whites Were a Serve — Until a Period Plot Twist Stole the Show
The Sports Illustrated Swimsuit model had a very relatable moment in her chic outfit for the storied tennis tournament. She looked fabulous in a black-and-white, polka-dot shirt and a long, white denim skirt with a zippered front. Everything looked perfect until she twirled around in her July 4 TikTok video.
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'Tries to be chic,' the 28-year-old influencer wrote on the clip. 'Starts 🩸 at Wimbledon.' As she turned around, the period stain was evident — and it's probably happened to everyone who menstruates at some point in their lives. Nader's Wimbledon moment was completely relatable.
The comments under the former Dancing With the Stars contestant's video applauded her honesty. 'You're so real for this,' wrote one fan. Another added, '🩸 happens. Thank you for NORMALIZING it,' added another follower. And of course, there's also one supporter to remind Nader that she's 'ICONIC.'
Nader isn't the only celebrity out there trying to end period stigma. Katy Perry accepted her Video Vanguard Award at the September 2024 MTV Video Music Awards with a classic opening statement. 'Oh my gosh. I did that all on my first day of my period, too,' she said at the podium after performing a medley of her greatest hits. 'Can you believe it?' Yes, Katy, we do believe it!
Another Kate, Kate Winslet, was an early adopter in talking about her period. She described to Rolling Stone in 1998 what it was like to work on Titanic with Leonardo DiCaprio while on her monthly cycle.
'I'm not saying it was all happy-clappy. There were days when you'd just think, 'Oh, my God, I've got my period and I can't get in that freezing-cold water today,'' she revealed. 'I remember standing up and saying to everyone, 'Listen, if it suddenly looks like Jaws, the movie, it's my fault.''
So, let's keep the conversation flowing — having a period is normal, even if it does come at inopportune times once in a while.Best of SheKnows
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Here, Little talks about keeping a heritage brand alive, why retail is gold for Grenson and his decision to finally take calls from potential investors. WWD: What made you join Grenson in 2005? Tim Little: I had my own brand called Tim Little and we had a shop on the King's Road. I used to sell to Harrods and Selfridges. When the son of the previous owner of Grenson took over the business from his father, the business was struggling really badly. He asked me if I'd come in and get involved to try and turn it around. WWD: What role did you take on at the brand? T.L.: I came on as CEO from Day One and the really big dilemma for me was leaving my own brand behind — but I didn't. I ran the two side by side. My brand was fairly small and easy to manage, but I cut it right back and I stopped doing wholesale. I fell in love with Grenson as soon as I got there. WWD: When did you close your brand? T.L.: It wasn't until COVID-19 because the Grenson showroom was above my store, where I had a manager and would see customers. Once the pandemic hit, it made it impossible and I thought it was the right time to call it quits. It felt absolutely right to focus on Grenson and maybe come back to do shoes with my name on them some other time. It was a big decision and I should have made it quite a few years before, to be honest. WWD: You purchased Grenson in 2010, what did you see in the brand to take this big step? T.L.: All of the stuff that was already there when I joined in 2005: the heritage, the people, the history and products. Over my [first] five-year period, we put in products that made the brand more contemporary. By 2010, the brand's owner wanted to sell the brand. We had redone the tone of voice for Grenson and changed the collections completely. I just thought, I've done five years of hard work here to get it to a position where we married this lovely heritage with a modern attitude and business principles — I don't want to walk away from that now. I would have had to prepare the business for a sale and in a way, he had left me alone to run the business. So I asked him if he would sell it to me if I could afford it. It wasn't easy, but we worked out a way of doing it, which was based on him helping me to buy the business. And it meant he didn't have to go into a big process because I knew the business really well. WWD: What were the big changes that you made in the first five years as CEO? T.L.: The most important thing was overriding the culture, which was just about manufacturing shoes and not connecting with the rest of the world. I wanted the culture to become: What do people want? What are people wearing? What are they looking for? What do they want the brand to be? How do you tell the story? Within the collections, it was about revamping everything and keeping probably five or six styles that were traditional. We created collections that looked at different shapes, patterns and materials, which made it relevant to buyers from department stores. After getting the shoes right, we thought about how to tell the story of the brand. We're not a museum of footwear and we're not going to have hundreds of pictures of old men with little half moon glasses knocking nails into the shoe all the time. WWD: Were you prepared for the role of a CEO? And what's your leadership style? T.L.: At Grenson, we do manufacturing, marketing and sourcing, whereas my own business was much simpler. I had to deal with the sales and marketing teams in London, but at the same time, I had to work with people on the other end of the scale in the factory with completely different types of attitudes and outlooks. 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T.L.: Not enough, and that's my big bugbear. Although I love business and I read a lot of articles about businesses and how they're run, I would like more time on the creative side. I spend 15 to 20 percent of the time working on the collections and the rest of the time on the business side, but I've got a very good team that I've worked together with for a long time now. When I have a thought or an idea, they're very good at interpreting that. WWD: Do you enjoy making traditional shoes or trainers more? T.L.: I love all of them, but I absolutely love trainers. In my previous life before shoes, I was in advertising and I ran Adidas advertising for four or five years. The Gazelle is one of my favorite shoes of all time. WWD: How do you maintain creativity without getting in over your head, and how do you stay disciplined? T.L.: Every business is the same, where the designer has an idea for something that they think is the most incredible thing in the world, but it has to be commercial and it has to sell, otherwise the business won't survive. As I run the business, I have the commercial side in my head more than most designers would. The deciding factor is about what's right for the brand and if a shoe feels like Grenson. The discipline comes back to the responsibility that if it doesn't work — and there's all this competition out there that's hard to keep up with — then it's a disaster. It comes from looking at the numbers all the time and seeing what's selling, but also pushing against the business because I know what happens if you stall the creativity in any way — the business becomes very boring very quickly in a way that it didn't used to in the old days because of social media and all this communication. WWD: How did you propel Grenson into wholesale and what approach did you take? T.L.: When I got to the brand, I asked the sales director at the time to give me a list of all the stockists. I went through it and said, 'This isn't complete, there is nothing in London.' He told me our only stockist in the city was a shoe repair shop. The first thing we did was to sell to Selfridges, Harrods and Liberty. I felt it's really important to have a physical presence in London to have real credibility, and London does drive the market. WWD: How has your own retail presence expanded since then? T.L.: We had a store in Soho and another on Liverpool Street, Hanbury Street in Spitalfields and Lamb's Conduit Street. We closed the stores in Soho and Liverpool Street during COVID-19, but we opened a Soho store on the same street — Meard Street — last year. I'm looking for more stores because retail really bounced back for us in a big way. Over the last 18 months, retail has been really, really strong and it's growing. WWD: What's a key factor in the Grenson retail experience? T.L.: There needs to be an atmosphere in the store so people are happy to stay and spend time because it's one thing you can do in store that you can't do online: sit down, try things on and ask questions. What I don't like is when you go into a store and they want to sell you something and get you out. The people in the store need to be knowledgeable. It's a product you're spending a lot of money on so you need to feel comfortable that that money is well spent. WWD: Who are your mentors in business? T.L.: Paul Smith [is one of them] because he comes from a village about two miles from where I come from in Nottingham. He's always been really good to me and really supportive. Outside of fashion, I'm obsessed with Steve Jobs and his creativity and drive. WWD: Do you have any business mantras? T.L.: I have a life and business mantra, which is just keep going. 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