I recently went one-on-one with Terri Eagle. Terri was the CEO of John Hardy, GARRARD JEWELRY & Stephen Webster, F. Schumacher & Co., Michael Aram, Inc, and Morilee New York, and was the COO of David Yurman.
Adam: What were the keys to rising in your career, and what can anyone do to rise in their career?
Terri: I happen to be the lady gal from Seattle, Washington, and I went to school there. I grew up there. I honestly give credit to having an amazing mentor at L’Oreal, Jennifer Last. When I accepted the position at L’Oreal, she was so instrumental in making sure that we were trained, videoed, and that we did not practice on clients. I learned from her immediately about building relationships. That lesson has carried with me throughout my entire career, all the way to being a CEO, because ultimately the end consumer and our customers that we may call upon, whether it’s a leading specialty store, a department store, an independent jeweler, or whatever house is representing your brand, it’s so important to understand what their needs are so that you can be of great service and an excellent partner. I’ve held that to my core my entire career. I have felt very proud that I had a great mentor in Jennifer Last, and I also had the incredible pleasure of working with Stanislas de Quercize, who was with me at Mont Blanc, where we built the branding of Mont Blanc together. We were part of the Richemont Group, and he took a lot of time and dedication with the team. I carried that with me, Adam, because I was inspired by that style of leadership. You felt like you wanted to do great things with him. He was on a mission, he was clear, he brought you in, and he really valued the teamship. I was inspired early on and set a goal to be a CEO. I wanted to work toward it, and I feel I did it on a strong path. I really came from the ground up.
I have a mentor to this day, Adam. I believe in looking to the leadership that exists in your company. Give them credit when it’s earned. I think many leaders want to mentor if you share your goals, your aspirations, and what you see you can do to extend yourself in the business. Great CEOs look to the team for help, advice, and growth, and they create a real team environment because they see who wants to be with them and who they can help move ahead. Don’t sell it short. Make someone a partner throughout your career journey by sharing your goals. Is it ten years? Is it five years? Let it be known, and show proof of performance. With that goal setting, make them a partner in your career journey. It works.
You hear people say it can be lonely at the top. A lot of people use that phrase, and I talk about it sometimes. Take the liberty to make that step and reach out to whoever is at the senior level. If you want to grow, you have to tell someone. So why not tell the top, share your goals, and have a conversation? You might be surprised by the warm welcome when you ask for help, because most people actually enjoy being asked for their advice. You can say, excuse me, Mister CEO or Miss CEO, you have an incredible career, and I think I could learn from your experience. Could we start with a 30-minute meeting once a month? I’ll come with an agenda, and I really believe I would benefit from learning more from you.
When I was working with Stanislas de Quercize, the CEO of Mont Blanc, he gave the management team an incredible gift, Adam. He sent all of us to career coaching. I was a young executive at the time, and it was such a brilliant idea to have professional coaching once a week, learning how you conduct yourself and what truly makes people tick. He saw potential in the entire leadership team at Mont Blanc. At the time, I was the sales and marketing vice president. There was someone from finance and all the typical functions, five of us in total. He connected us with a wonderful firm for coaching, and I will be forever grateful.
I learned how to really learn about people by asking about them and what motivates them. It was quite simple. Everyone is motivated differently. Some people appreciate a handwritten thank-you card. Some love financial incentives. Some value recognition or a pat on the back. Some enjoy a dinner out or a competitive reward. Others want more personal conversation about who they are beyond the business. Learning how to balance that relationship and understand what drives people personally and professionally was the strongest gift I took from that experience. On a personal level, I also learned to delegate. I’ve always had great people around me, and through that experience, I learned I didn’t have to carry the entire burden myself to get things done. You bring people in, create a team environment, and accomplish things together. As a leader, you don’t have to carry everything alone.
That’s why my book is called The Champagne CEO, Adam. I believe in celebrating people individually and as a team. It might mean learning where someone is vacationing and leaving a small surprise in their room. It might mean acknowledging a birthday in a personal way, not just with a team cake, but with something they genuinely love. I like to write cards. I like to take the time to care. Business is hard, and it only gets harder. You need people more than ever. I’m very proud of the people I’ve been aligned with throughout my career, largely because others were kind enough to mentor me. Now I feel it’s my responsibility to mentor others. I usually have three or four people I’m mentoring at any given time, and I make myself available, even if someone just needs a few conversations. I feel a responsibility to give back what was given to me. None of this happened by myself.
Adam: Do you have any other tactics you recommend?
Terri: Yes. This might sound a little silly, but it mattered. I used to make myself a bit crazy about everyone’s birthday. I love my birthday, Adam, and as teams grow, it becomes harder to manage. You realize it’s someone’s birthday the day before and think about flowers or a gift. I eventually found a company that offered thoughtful gifts for both women and men, along with personalized cards. As the company grew, this made it easier to send something meaningful ahead of the birthday. The team really appreciated it. I would still send a text on the day itself, but that early gesture meant a lot. It wasn’t expensive, but it was the acknowledgment that mattered.
I also like being proactive when I talk with people. I’ll ask where they’re staying on vacation or what kind of trip they enjoy. For the leadership team, I’ll sometimes call ahead to the hotel. I might know they love the spa, a catamaran, or a good bottle of red wine. I’ll leave a note saying, rest, relax, enjoy, well deserved. Thank you. It made me happy to surprise them. Kindness isn’t that hard to deliver, but what it does for people is powerful. It’s rare for senior leaders to take the time to say, truly rest, don’t check your email, we’ve got this. Business takes up so much of our lives. People spend a lot of time together, so you might as well put some fun into it.
Adam: You excelled in sales before joining the C-suite. What are the keys to succeeding in sales?
Terri: In any business, you’re selling something. That’s part of a career. My advice is to get into sales at some point, because every company has a product. Whether you’re selling individually or leading a sales team, never practice on the client. Know your product inside and out. Use the tools available to you. Learn about the person you’re meeting with. Do they have a dog? Do they have children? Be sincere and build a personal connection. Over the years, I’ve built close friendships. Not with everyone, but with many. I still see photos of grandchildren, weddings, and vacations from people I worked with years ago. Those relationships last because I genuinely enjoy them.
Take good notes. Remember what you asked the last time you met. Know a spouse’s or partner’s name. Ask where they’re from. Personal conversations lead to long-term relationships. One more thing, stop talking. I’ve coached so many salespeople on this. Take a moment, don’t sell, just present. People often oversell when they don’t fully understand what they’re offering. Be calm. Be confident.
I also strongly recommend professional speaking courses for people in sales. Many people are nervous about public speaking, just like trying yoga or learning to swim. It doesn’t take that long. Invest a month in yourself. You’ll be in a room with others who share the same fear, and you’ll learn techniques that help you feel more comfortable. If your career matters to you and you struggle to speak up, learning those skills is a gift.
From my experience, about half the people I’ve worked with would rather not speak in front of a room. That’s common. Regardless of your level, learning how to breathe and stay calm makes a huge difference. Even experienced speakers need to pause and breathe. When you know your topic, and you practice, and you focus on helping others with your knowledge, it can be very rewarding. You’ll be surprised how supportive and even fun those environments can be.
Adam: What do you believe are the key characteristics of the very best leaders, and what can anyone do to become a better leader?
Terri: The number one characteristic is being a great listener. The second is not needing everything done your way. Most companies have leadership teams, and it’s important to lean on that team and make decisions together. Leadership shouldn’t be driven by one voice. Kindness and consideration matter. Leaders should celebrate life events, weddings, babies, graduations. I also think people, especially women, should feel comfortable saying they need to leave for a school play or a graduation without asking permission. These principles create an environment where people want to be with you and help you succeed. The real question is, would you want to work for yourself?
Adam: How can anyone attain balance in their lives?
Terri: I haven’t always had balance, Adam, and I appreciate the question. Over time, I learned to be more intentional. When someone went on vacation, I made sure someone else was covering their responsibilities so they could truly unplug. When people come back rested, they’re better. It’s not new advice, but it works. Time moves fast, so you have to make the time. I plan a long weekend every quarter and at least a full week within six months. I love biking, especially with Backroads out of Berkeley. Being on a bike, without a phone, clears your head. You have to step away. No one is impressed by someone who never takes time off and makes their team feel like they can’t either. I always encourage vacation. People work hard, and everyone needs time to recharge.
Adam: What has been the biggest failure in your career, and what did you learn from it?
Terri: I wrote about it in The Champagne CEO. It wasn’t a failure so much as a shock. I wasn’t selected to be CEO when one of my companies was sold, and I didn’t see it coming. I had left an important role, taken on a new assignment, and then the company was sold under new ownership. I wasn’t chosen to run the business. At first, it felt like failure, but it turned out to be a win. It forced me to reinvent myself and move into a new industry. I was no longer just the jewelry girl. I called Stanislas, my mentor, and he told me to spread my wings. He reminded me that companies want strong leadership, profitability, and great client relationships. That perspective changed everything. I moved on and eventually landed at Schumacher, a beautiful residential fabric and wallpaper company.
Adam: How can anyone reinvent themselves and pivot in their careers?
Terri: It’s often easier than people think if you stay grounded in your principles. I worked with a coach who pushed me to define my legacy, and that exercise changed how I saw my experience. When transitions happen, it’s important to manage them thoughtfully and not surprise people. Lean into your success. Industries overlap more than you might think. No matter where you go, you have to learn the business, the products, and the people. If you’ve produced results before, talk about them. Share how you’ve driven sales, improved profitability, or strengthened a brand. Businesses respond to that. As Stanislas told me, you already have what they want. Go talk about it.
Adam: What are your best tips on the topics of marketing and branding?
Terri: Stay fresh and current. Don’t rely on what you think is working. Review your data regularly, whether it’s Instagram, TikTok, or your website. Branding should be reviewed annually to ensure it’s resonating with consumers. Don’t work in a vacuum. Bring people from different functions to the table, including finance. They often have valuable and creative perspectives. Use the data. Look at how long people stay on your site and what they engage with. Don’t assume something works because it looks good. Inspect what you expect, and stay rigorous. Marketing requires constant attention.
Adam: What are your best tips on the topic of hiring?
Terri: I love this question. Resumes matter, but I focus on conversation rather than interrogation. I want to understand who someone is and whether we can be partners in business. People get nervous in formal interviews, especially with senior leaders. I try to create a relaxed discussion about what the business needs and how someone can contribute. Listen more than you talk. Hiring shouldn’t take months. Be respectful of people’s time and move with intention.
Adam: What is the single best piece of advice you’ve ever received?
Terri: Set goals, personally and professionally, and measure your results. I’ve done that since I was young. My dad encouraged it.
Adam: Is there anything else you’d like to share?
Terri: I just want to say how meaningful this conversation has been for me. Everything we talked about reinforces the value of what you’re doing to help people. Congratulations, and thank you.
