Latest news with #Millennial
The Star
an hour ago
- Business
- The Star
India's Gen Z billionaires bored with business
THE family that ran India's largest luggage maker for more than half a century is packing it in, with control of Mumbai-based VIP Industries Ltd, passing to private equity. 'What do I do?' Dilip Piramal, the 75-year-old chairman, wondered aloud in a television interview after announcing the sale. 'The younger generation is not interested in management.' Piramal isn't the only ageing businessperson to have run out of successors: 'Today among the scions of some of the most affluent families of India, someone is an artist, someone wants to be a sportsman, someone wants to run a small restaurant. 'There's nothing wrong in that. It's the modern trend, people want to do their own things.' Two hundred years ago, that 'modern' trend among young people used to be enterprise. That's when families like Piramal's began to spread out of the Marwar region in land-locked northern India to take advantage of British-controlled trading opportunities in the port cities of Bombay and Calcutta – now Mumbai and Kolkata. Cotton, jute, and opium sold to China provided the seed capital to the Marwari business community for everything from textile mills to cement factories. By the early 20th century, these emerging industrial empires were large enough to challenge the colonial masters and their commercial interests. The likes of Ghanshyam Das Birla openly supported Mahatma Gandhi's campaign for independence, even as they outran rivals like Andrew Yule & Co. The Birla House in Delhi, a prominent hub for the freedom movement, was also where Gandhi was assassinated. As the sway of family firms continued after India's 1947 independence, it was believed that newer generations would always be available to take over the reins. Below the surface, however, the link between ownership and management has been weakening for some time. Piramal's daughter, Radhika, a Harvard University MBA, was the chief executive officer for a few years before quitting in 2017 and relocating with her spouse to London. Her same-sex marriage is not legally recognised in India. The luggage maker was back to being in the care of professional managers, a double-edged sword considering that a rival firm set up by a former managing director is now three-fifths bigger than VIP by market value. The heirs of prominent business families – Millennial and Gen Z billionaires – are setting their own life goals. It's the sensible thing to do. In a labour-surplus economy, access to capital through clan networks and strategic marital alliances was family-run firms' core advantage. But via public markets and private equity, finance is now available to a much wider section of entrepreneurs. Risk-taking has been democratised. That frees up younger members of business dynasties to try new things. Someone recently asked the singer-songwriter Ananya Birla on social media if she was from the family behind India's largest-selling cement brand. She is indeed the great-great-granddaughter of Ghanshyam Das Birla. But from financial inclusion among rural women to a recently launched beauty brand, the 31-year-old Oxford graduate has her own interests that are independent of the sprawling commodities behemoth led by her father. Though they're from Tamil Nadu in southern India, and not Marwar in Rajasthan, it's the same for philanthropist Roshni Nadar Malhotra, the chair of HCL Technologies Ltd, a US$48bil outsourcing powerhouse founded by her dad. He gifted her the family's controlling stake in March. Running the tech firm's day-to-day operations is someone else's job. Nadar is passionate about wildlife conservation, among other things. Piramal is retaining 20% of VIP. But that's just a financial investment in a publicly traded security. He'll pare it down. Owners of unlisted firms are proceeding more slowly. A few months ago, the family behind Haldiram's, a 90-year-old Indian snacks brand, parted with a minority stake to Singapore's Temasek Holdings Pte and other global investors. Media reports put the firm's valuation at US$10bil. A scenario where India's business elite is basically a bunch of rich financiers, living off accumulated wealth, doesn't appeal to everyone. 'What concerns me is that many in this generation are taking the easy way out, especially in the post-Covid world,' says billionaire Uday Kotak, who retired two years ago as managing director of Kotak Mahindra Bank, which he founded in the 1980s as a finance company. 'They claim to be managing family offices and investments, trading in the stock market, allocating funds to mutual funds, and treating it as a full-time job.' But they are probably just smart to realise that they're sandwiched. On one hand, access to capital is no longer their abiding advantage. On the other, real economic power is concentrating in fewer hands. Viral Acharya, a former central bank deputy governor, has shown in his research that India's top five non-financial groups have expanded their share of total assets by eight percentage points in 30 years, whereas the next five business groups' sway has shrunk by roughly the same amount. From cement, steel, autos, power, and paints to retail, telecom, media, finance, and aviation, a handful of powerful conglomerates are pouncing on every new opportunity. No wonder the successors of tycoons like Mukesh Ambani, Gautam Adani and Sajjan Jindal are closely involved in management. Children from middling business families probably don't see the point of entering a new field only to see it being disrupted by a startup – or dominated by a bigger player. Many more Indian assets will change hands as their family owners ultimately lose interest in tending to them. In heading for the exit, Piramal, the luggage maker, has given a good indication of the direction of travel. — Bloomberg Andy Mukherjee is a Bloomberg Opinion columnist covering industrial companies and financial services in Asia. The views expressed here are the writer's own.
Yahoo
5 hours ago
- Health
- Yahoo
The Rising Cost of Living Is Becoming a Mental Health Crisis for Young Employees
Modern Health's new workplace report finds 75% blame financial stress for fueling burnout and hurting productivity, 79% sacrifice mental health to meet work demands and 96% want preventative mental health support SAN FRANCISCO, July 23, 2025--(BUSINESS WIRE)--A new report from Modern Health, a global premium mental health solution provider, reveals a troubling picture of how Gen Z and Millennial employees are faring: only 16% rate their current mental health as excellent, with the vast majority grappling with anxiety fueled by economic uncertainty and financial stress that is taxing work productivity and personal time. In a survey of 1,000 American professionals aged 18 to 44, 79% not only feel anxious from economic uncertainty, concerningly they are also sacrificing their mental health to meet work demands. "Our latest report reveals that many of today's young workers are quietly pushing through mounting mental health challenges just to keep up at work," said Matt Levin, CEO of Modern Health. "They're not getting the support they need, which should be a wake-up call for employers. We can't afford to wait until someone is in crisis to act—we need to meet people earlier, with care that's proactive, adaptive, and designed to support the mental health of entire workforce populations." Anxiety is the New Cost of Living Financial anxiety and economic uncertainty are a key driver of mental health challenges for today's employees. Three in four say financial stress is fueling their burnout and hurting their productivity, 76% say financial anxiety is disrupting their sleep, mood and energy and directly impacting their productivity at work, and 68% say financial anxiety regularly interferes with their ability to do their jobs effectively. Financial and economic concerns are also dissuading employees from taking positive professional and personal actions in their lives. A resounding 74% of employees say they've delayed taking time off work due to financial concerns, while more than half (55%) have postponed seeking mental health care for the same reason. Even more concerning, 69% say they're staying in toxic job environments or avoiding necessary career changes due to economic fears. Repercussions of Hustle Culture The report reveals a troubling level of skepticism among younger employees when it comes to their employers' commitment to mental health. A striking 71% believe their employer uses mental health initiatives to mask a toxic culture, while 61% describe their company culture as flawed. Over half (53%) say their employer encourages self-care but makes it nearly impossible to practice. This erosion of trust is potentially fueling an unhealthy pace of work and worsening mental health in the workplace. A high majority (79%) say they routinely sacrifice their mental health to keep up with work demands, and 77% admit to checking emails during PTO, or avoiding time off altogether for fear of falling behind. Even when employees do take time off, 68% report feeling guilty, worrying it will be viewed as unproductive, or admit feeling pressure to "power through." Just 21% of employees say they can truly unplug without pressure from work. Alarmingly, 77% say they've worked through a mental health crisis because they felt they couldn't take a break. "The disconnect employees feel between their mental health needs and the realities of the workplace is a signal—not of failure, but of opportunity," said Dr. Jessica Watrous, Senior Director of Clinical Research & Scientific Affairs at Modern Health. "Many employers are doing their best to support well-being, but employees are still feeling pressure to be 'always on,' even when it impacts their health. By creating cultures that enable people to truly unplug and ask for help without guilt, organizations can build the kind of trust and resilience that helps both people and businesses thrive—especially in today's unpredictable environment." The Mental Health Care Gap and the High Cost of Inaction One of the most urgent challenges in workplace mental health today is the gap between when employees need support and when they actually receive it. The desire for early access to resources—before one is in crisis—is widespread, with a staggering 96% wanting access to preventative mental health support as a workplace benefit and 94% stating that they believe it would make a positive difference in their work lives. Spotlighting the growing care gap, 58% of employees admit they've waited until symptoms became unmanageable before getting help. The incentive for employers to close this gap is clear. Employees overwhelmingly believe access to preventative support would make a meaningful difference: 52% say they would feel more positive about their company, 51% say it would boost their productivity, and 49% believe it would help them avoid burnout altogether. And it's not just employees—99% of Gen Z and Millennial managers agree that workforce mental health programs positively impact overall business goals with almost half (49%) stating they directly influence business performance and results. For companies that fail to meet these needs, the stakes are high. More than half (52%) of respondents say they've considered quitting their job to protect their mental health—a clear signal that action is no longer optional. Worryingly, 1 in 7 young workers are actively searching for a new job for this very reason. "It's not surprising to hear that younger employees want mental health support before they're in crisis—it's something we see every day," said Alison Borland, Modern Health's Chief People and Strategy Officer. "For many, caring for their mental health is part of how they stay balanced and show up at work and in life—and they expect their employer to support that. Mental health can't just be treated as a problem to fix after it escalates. It needs to be a strategic priority, which means offering proactive, personalized support that evolves with people's needs. At Modern Health, we call this adaptive care—and it's not only the right thing to do for employees, it's a proven way to retain top talent and reduce healthcare costs." To learn more, download the full report here. About Modern Health Modern Health is a global leader in adaptive mental health care, dynamically offering multi-modal mental health support that delivers meaningful outcomes at a sustainable, predictable cost. With therapy, psychiatry, coaching, community groups, self-guided tools, and crisis support we dynamically create individualized care journeys to address a spectrum of mental health needs and preferences with culturally responsive providers in 200+ countries and territories and 80+ languages. Backed by peer-reviewed research and a proprietary blend of technology and live support, Modern Health delivers measurable outcomes, globally equitable access, and sustainable pricing. Our industry-leading Adaptive Care Model and dedicated, human centered, operationally tuned, customer success partners make us a trusted partner for organizations worldwide. Visit us at to learn how we can help you optimize your people and your business. Methodology Modern Health commissioned this scientific random sample of 1,000 U.S. adults (aged 18-44). This group was surveyed between June 5, 2025 and June 6, 2025. All respondents are currently employed for wages, confirmed by consumer-matched data. Sampling was calibrated to obtain a representative demographic sample aligned with U.S. workforce statistics. DKC Analytics conducted and analyzed this survey with a sample procured using the Pollfish survey delivery platform, which delivers online surveys globally through mobile apps and the mobile web along with the desktop web. No post-stratification has been applied to the results. View source version on Contacts press@
Business Wire
11 hours ago
- Health
- Business Wire
The Rising Cost of Living Is Becoming a Mental Health Crisis for Young Employees
SAN FRANCISCO--(BUSINESS WIRE)--A new report from Modern Health, a global premium mental health solution provider, reveals a troubling picture of how Gen Z and Millennial employees are faring: only 16% rate their current mental health as excellent, with the vast majority grappling with anxiety fueled by economic uncertainty and financial stress that is taxing work productivity and personal time. In a survey of 1,000 American professionals aged 18 to 44, 79% not only feel anxious from economic uncertainty, concerningly they are also sacrificing their mental health to meet work demands. 'Our latest report reveals that many of today's young workers are quietly pushing through mounting mental health challenges just to keep up at work,' said Matt Levin, CEO of Modern Health. Share 'Our latest report reveals that many of today's young workers are quietly pushing through mounting mental health challenges just to keep up at work,' said Matt Levin, CEO of Modern Health. 'They're not getting the support they need, which should be a wake-up call for employers. We can't afford to wait until someone is in crisis to act—we need to meet people earlier, with care that's proactive, adaptive, and designed to support the mental health of entire workforce populations.' Anxiety is the New Cost of Living Financial anxiety and economic uncertainty are a key driver of mental health challenges for today's employees. Three in four say financial stress is fueling their burnout and hurting their productivity, 76% say financial anxiety is disrupting their sleep, mood and energy and directly impacting their productivity at work, and 68% say financial anxiety regularly interferes with their ability to do their jobs effectively. Financial and economic concerns are also dissuading employees from taking positive professional and personal actions in their lives. A resounding 74% of employees say they've delayed taking time off work due to financial concerns, while more than half (55%) have postponed seeking mental health care for the same reason. Even more concerning, 69% say they're staying in toxic job environments or avoiding necessary career changes due to economic fears. Repercussions of Hustle Culture The report reveals a troubling level of skepticism among younger employees when it comes to their employers' commitment to mental health. A striking 71% believe their employer uses mental health initiatives to mask a toxic culture, while 61% describe their company culture as flawed. Over half (53%) say their employer encourages self-care but makes it nearly impossible to practice. This erosion of trust is potentially fueling an unhealthy pace of work and worsening mental health in the workplace. A high majority (79%) say they routinely sacrifice their mental health to keep up with work demands, and 77% admit to checking emails during PTO, or avoiding time off altogether for fear of falling behind. Even when employees do take time off, 68% report feeling guilty, worrying it will be viewed as unproductive, or admit feeling pressure to 'power through.' Just 21% of employees say they can truly unplug without pressure from work. Alarmingly, 77% say they've worked through a mental health crisis because they felt they couldn't take a break. 'The disconnect employees feel between their mental health needs and the realities of the workplace is a signal—not of failure, but of opportunity,' said Dr. Jessica Watrous, Senior Director of Clinical Research & Scientific Affairs at Modern Health. 'Many employers are doing their best to support well-being, but employees are still feeling pressure to be 'always on,' even when it impacts their health. By creating cultures that enable people to truly unplug and ask for help without guilt, organizations can build the kind of trust and resilience that helps both people and businesses thrive—especially in today's unpredictable environment.' The Mental Health Care Gap and the High Cost of Inaction One of the most urgent challenges in workplace mental health today is the gap between when employees need support and when they actually receive it. The desire for early access to resources—before one is in crisis—is widespread, with a staggering 96% wanting access to preventative mental health support as a workplace benefit and 94% stating that they believe it would make a positive difference in their work lives. Spotlighting the growing care gap, 58% of employees admit they've waited until symptoms became unmanageable before getting help. The incentive for employers to close this gap is clear. Employees overwhelmingly believe access to preventative support would make a meaningful difference: 52% say they would feel more positive about their company, 51% say it would boost their productivity, and 49% believe it would help them avoid burnout altogether. And it's not just employees—99% of Gen Z and Millennial managers agree that workforce mental health programs positively impact overall business goals with almost half (49%) stating they directly influence business performance and results. For companies that fail to meet these needs, the stakes are high. More than half (52%) of respondents say they've considered quitting their job to protect their mental health—a clear signal that action is no longer optional. Worryingly, 1 in 7 young workers are actively searching for a new job for this very reason. 'It's not surprising to hear that younger employees want mental health support before they're in crisis—it's something we see every day,' said Alison Borland, Modern Health's Chief People and Strategy Officer. 'For many, caring for their mental health is part of how they stay balanced and show up at work and in life—and they expect their employer to support that. Mental health can't just be treated as a problem to fix after it escalates. It needs to be a strategic priority, which means offering proactive, personalized support that evolves with people's needs. At Modern Health, we call this adaptive care—and it's not only the right thing to do for employees, it's a proven way to retain top talent and reduce healthcare costs.' To learn more, download the full report here. About Modern Health Modern Health is a global leader in adaptive mental health care, dynamically offering multi-modal mental health support that delivers meaningful outcomes at a sustainable, predictable cost. With therapy, psychiatry, coaching, community groups, self-guided tools, and crisis support we dynamically create individualized care journeys to address a spectrum of mental health needs and preferences with culturally responsive providers in 200+ countries and territories and 80+ languages. Backed by peer-reviewed research and a proprietary blend of technology and live support, Modern Health delivers measurable outcomes, globally equitable access, and sustainable pricing. Our industry-leading Adaptive Care Model and dedicated, human centered, operationally tuned, customer success partners make us a trusted partner for organizations worldwide. Visit us at to learn how we can help you optimize your people and your business. Methodology Modern Health commissioned this scientific random sample of 1,000 U.S. adults (aged 18-44). This group was surveyed between June 5, 2025 and June 6, 2025. All respondents are currently employed for wages, confirmed by consumer-matched data. Sampling was calibrated to obtain a representative demographic sample aligned with U.S. workforce statistics. DKC Analytics conducted and analyzed this survey with a sample procured using the Pollfish survey delivery platform, which delivers online surveys globally through mobile apps and the mobile web along with the desktop web. No post-stratification has been applied to the results.
News18
12 hours ago
- Entertainment
- News18
‘Maza Nahi Aa Raha': This ROFL Video Perfectly Sums Up Gen Z's Corporate Mindset
Last Updated: RJ Megha quipped that while corporate bosses drained their employees for years, Gen Z managed to return the favour in just one. Gen Z's approach to corporate life is anything but ordinary, and it is leaving people amused, confused and very curious. From setting unapologetic boundaries to disappearing without notice, their work habits are now being hilariously summed up in a video shared by RJ Megha in an Instagram video. The video opened with her saying, 'Gen Z ka janam hua hai corporate waalo ko sudharne ke liye. Gen Z at work is my favourite genre (Gen Z was born to reform the corporate world. Watching them at work is pure entertainment)." Megha joked that while corporate bosses drained employees for years, Gen Z returned the favour in just one year. 'Corporate walon ne jitna khoon choosa hai, Gen Z ne unka ek saal mein chus liya hai (The way corporate sucked the life out of others for years, Gen Z managed to drain it all back in just one)," she said. One of the most talked-about parts is how Gen Z doesn't even bother to resign; they just stop showing up. 'Ye resign bhi nahi dalte, Monday se chup chaap office aana bandh kar dete hai… choomantar, gayab. (They don't formally quit. They simply disappear one Monday. No calls, no emails. Just like that, gone)," she explained. The old culture of working beyond hours for 'impression" is also something they just do not consider and throw it out the window. 'Unke mu par 6 baje hi ek invisible board ajata hai – Unavailable" (By 6 PM, an imaginary Unavailable sign appears on their faces)," she jokingly said. And if HR asks them why they are leaving? The answer is often as simple as, 'Maza nahi aa raha" (I'm not enjoying this)." She ends the video by calling Gen Z 'bhagwan ka avatar" God's own messengers) who have arrived to end the toxic work culture. The caption Megha shared along with the video reads: 'Baap ka, Dada ka sabka badla lega GenZ." Watch Here: Megha's playful video has received more than seven million views. The comments section is filled with a variety of reactions where people share similar scenarios. One user commented, 'Not the slavery mindset. Lot to learn from the folks." Another recalled, 'Manager tried to bash a Gen Z to overtime for some important work. His reply — 'Itna hi important hai to aap khud kyu nahi kar lete?'" 'I left a job literally saying the same — maza nahi aaya," someone else shared And a Millennial proudly said, 'I LOVE GEN Z!! We millennials couldn't do it! You did it! So proud of you!" The video puts a spotlight on the trend that these young employees have embraced, which is something called 'career catfishing." A report by CVGenius explains this as a growing pattern where Gen Z workers accept job offers but then quietly skip their first day without informing the employer. About the Author Buzz Staff A team of writers at bring you stories on what's creating the buzz on the Internet while exploring science, cricket, tech, gender, Bollywood, and culture. News18's viral page features trending stories, videos, and memes, covering quirky incidents, social media buzz from india and around the world, Also Download the News18 App to stay updated! view comments First Published: Disclaimer: Comments reflect users' views, not News18's. Please keep discussions respectful and constructive. Abusive, defamatory, or illegal comments will be removed. News18 may disable any comment at its discretion. By posting, you agree to our Terms of Use and Privacy Policy.
Business of Fashion
a day ago
- Business
- Business of Fashion
TSG Consumer Partners Acquires Phlur
On Tuesday, private equity firm TSG Consumer Partners announced a definitive agreement to acquire indie fragrance label Phlur, The Business of Beauty can exclusively confirm. A value for the deal was not disclosed; the brand is expected to generate over $150 million in retail sales this year, according to chief executive Elizabeth Ashmun. The masstige line was relaunched in February 2022 by brand accelerator The Center, founded by Ben Bennett, and influencer Chriselle Lim. It has become known for mood-centered scents like the best-selling Missing Person, which was inspired by Lim's divorce and a longing for an ex lover. 'I was in a very broken place at the time, and I couldn't find any inspiration outside of my deep pain … it was different from the typical fragrance, where they put everything on a silver platter and they make everything beautiful,' said Lim. 'What we were able to offer with Phlur was really something different that hasn't been done in fragrance, which was rawness and vulnerability and transparency.' Phlur's evocative fragrances and marketing has resonated not only with scent-obsessed Gen-Z and Millennial customers but also choosy shoppers looking for elevated products. Ashmun, who joined the brand in 2024, said that 50 percent of its customers are net new to the category. Phlur is reportedly the number two growth brand at Sephora US and Canada, and jumped from the top 20 fine fragrances to top 10 in the last year. At Space NK, it has broken into the retailer's top 10 overall lines and has seen triple-digit growth. With the acquisition, TSG Consumer pushes further into the influencer-founded space, a tricky but recently lucrative sector of the beauty industry. Last year, it invested in skincare and makeup line Summer Fridays, founded by influencers Marianna Hewitt and Lauren Ireland. It previously held a stake in Huda Kattan's Huda Beauty. Prior TSG beauty investments have included megabrands E.l.f. Beauty and It Cosmetics. In a challenging M&A market, which includes a slew of cosmetic brands in holding patterns, a select few celebrity- and influencer-fronted brands have broken through. The most notable example as of late is Hailey Bieber's Rhode, acquired by E.l.f. in May for an eye-watering $1 billion. Mona Kattan's Kayali was purchased by private equity firm General Atlantic and Kattan from TSG in February, and Susan Yara's Naturium, also developed by The Center, was acquired by E.l.f. Beauty in 2023. Phlur, which only began its sale process this year, was 'aggressively pursued' by TSG Consumer, said Hadley Mullin, senior managing director, and became the obvious partner for the brand early on. 'It was coming up time and time again as a standout,' said Mullin, adding that the firm chooses to work with beauty brands that have been productive in existing retail, with wider untapped distribution. 'The most important voice in the room when we're evaluating which brand to invest in is the consumer, followed by the retailer,' she said. Phlur founder Chriselle Lim (left) and chief executive Elizabeth Ashmun. (Phlur) A Non-Traditional Approach Phlur's origin story is unusual in today's cut-throat beauty landscape. Originally launched in 2015 as a digital-first, 'clean' fragrance proposition by entrepreneurs Cynthia and Eric Korman in Austin Texas, Phlur was purchased Bennett in 2021. Lim joined as co-owner and creative director that same year. Lim was also an unexpected partner for Phlur. For starters, the 40-year-old influencer was better known for her fashion sensibility than her taste in perfumes. Lim was part of the original wave of bloggers-turned-influencers, launching 'The Chriselle Factor' on YouTube in 2011. While beauty partnerships factored into her content, it was only as a byproduct of her style focus. She previously told The Business of Beauty she 'never ever thought I would own a fragrance company or even be a part of anything related to fragrance.' Lim will stay on with TSG Consumer as creative director along with Ashmun and Phlur's roughly 20-person team. As product and marketing have become interchangeable in beauty, Lim's creative lens and personal touch has made Phlur a hit. The line's first scent after its relaunch, Missing Person, recalled the feeling of longing, so the brand sent out press and influencer gifting with oversized men's t-shirts drenched in the fragrance. She also spoke candidly on social media about her divorce and subsequent depression. Lim credits the success of Phlur not only to timing, but also due to its aesthetic. The brand's three best-sellers, or Phlur 'icons', are 'Missing Person,' 'Vanilla Skin' and 'Father Figure'; body mists include a scent dubbed 'Heavy Cream.' More recently, Lim has stepped back from campaign imagery to let the line stand on its own, something buyers need proof of when looking to invest, with the hope of building a forever label. 'Phlur is a brand; it's not just Chriselle's fragrance line,' said Mullin. The Smell of Success Since the pandemic, fragrance has remained beauty's fastest-growing category. According to BoF's The State of Fashion: Beauty report with McKinsey & Co, the sector is expected to grow by 6 percent by 2030, outpacing skincare and makeup. Buoyed by a younger customer base, cheaper prices and new formats, a fresh guard of challengers has upended the previously dominant designer playbook. While scents like Dior Sauvage, Creed Aventus and Chanel's Coco Mademoiselle remain top sellers, customers are ditching the idea of a signature scent in favour of scent layering. Accessible prices make that kind of outfitting much easier; a Phlur 50 ml fragrance is $99 versus $143 for Coco Mademoiselle. 'The model's elegant price architecture allows the brand to be profitable from a corporate standpoint while providing an accessible price point for trial,' said Colin Welch, managing director and head of New York, at TSG Consumer Partners. Phlur reported that sales are split roughly 50 percent between retail and e-commerce. Sales are expected to grow 65 percent year-on-year in 2026. Bodycare brand Sol de Janeiro became a breakout success on the strength of its next-gen fragrances, and since the label's acquisition by L'Occitane in 2021, buyers have been on the hunt for the next indie powerhouse. Many have tried to fill that void, including Glossier, which remains focussed on the category versus its once-core skincare and makeup, and Dedcool, which offers fragrances in an array of formats including detergent. Phlur moved from eau de parfums into body mists and ancillary products like deodorant and body oils in 2023. It has ditched the traditional fragrance flanker approach of staying true to a core scent, launching two original EDPs and up to seven extensions each year. Ashmun said that new formats, a push towards men and a broader global footprint are top of mind for the brand as it transitions to new ownership. (50 percent of Lim's followers are based in Europe.) While the relevance of famous founders ebbs and flows, Lim said those with longevity are 'more intentional' with how they speak to their audiences. She cites her evolving career as proof. 'Storytelling is one of my superpowers,' Lim said. 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