How One Simple Idea Turned Into an 8-Figure Business with STATE Bags' Jacqueline Tatelman

Summary

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Podcast Summary: "How One Simple Idea Turned Into an 8-Figure Business"

Superwomen with Rebecca Minkoff
Guest: Jacqueline Tatelman, CEO & Co-founder, STATE Bags
Release Date: April 2, 2026

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Episode Overview

This episode features a candid, energetic conversation between designer and entrepreneur Rebecca Minkoff and Jacqueline Tatelman, co-founder and CEO of STATE Bags. Together, they dive deep into the emotional and logistical realities of building a brand and business from scratch. Jacqueline shares the story of how STATE Bags was born from a desire to help underserved kids and evolved—through countless pivots and challenges—into a thriving 8-figure company. The discussion is rich with lessons on resilience, trusting your gut, leadership, navigating business crises (including the pandemic), and the importance of staying connected to a deeper mission.

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Key Discussion Points & Insights

1. The Origins of STATE Bags

[05:00–08:12]

• STATE Bags was inspired by the couple’s nonprofit summer camp for kids in need:
  • Kids arrived at camp with their belongings in trash bags—an emotional moment that motivated Jacqueline and her husband Scott to “do something.”
  • The “one-for-one” model: for every backpack sold, STATE donates one to a child in need, distributed through “bag drop rallies.”
• Quote ([05:00], Jacqueline):

  “For every backpack sold, we donate a backpack to American kids living in situations of need... But we've evolved since then.”

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2. From Ideals to Business Reality

[08:12–11:54]

• Jacqueline and Scott had zero business experience and were “green” about what running a company required.
• They bootstrapped for years, making do with limited resources and learning as they went—often the hard way.
• Early struggles included:
  • Inferior product quality (bags ripping).
  • Slow sales:
    • Quote ([11:54], Jacqueline):

      “We would be like, oh my God, we sold a bag. It was like once every two weeks... and then we realized the bags were ripping.”

  • Several major brand pivots and a complete rebrand ensued.

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3. Learning to Lead—The Reluctant CEO

[14:48–18:26]

• The company cycled through two outside CEOs, each offering different strengths (wholesale focus vs. customer-first focus), but never quite achieving the right balance.
• After years of encouragement (and necessity), Jacqueline stepped fully into the CEO role just before the pandemic.
  • Quote ([17:16], Jacqueline):

    “For years, people would say to me, you should just take over and be the CEO. And I was like, I don't want that. I don't know what I'm doing. And I still am learning kind of while I'm flying the plane.”

• Her background as a creative—and influence from entrepreneurial parents—became assets as she started to “meld” business and brand.

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4. The Challenge of Wearing Many Hats

[18:26–20:42]

• Both women discuss the unique difficulty of shifting from stressful business meetings to leading creative sessions.
  • Quote ([18:58], Jacqueline):

    “There’s so much that goes into that meeting... is hard to kind of face people sometimes because... things are really hard.”

• The joy of seeing customers connect with the product remains a powerful motivator:
  • Quote ([20:07], Jacqueline):

    “I was watching these kids get out of school today, and there was like seven STATE bags... it makes me feel so good.”

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5. The Pandemic: Crisis & Opportunity

[20:44–25:19]

• As CEO, Jacqueline had to make the gut-wrenching decision to put STATE on hold at the start of COVID-19: furloughing staff, halting marketing, and facing an inventory pile-up (luggage launch).
  • Quote ([21:36], Jacqueline):

    “We furloughed the whole team. We turned off all of our marketing... it was a really devastating time.”

• Back-to-school season and quick pivots (like fanny pack and mask bundles) became lifelines for survival.
  • Quote ([25:19], Jacqueline):

    “We built actually a program... our fanny pack and mask bundle set for safe reentry. That helped to give us... momentum leading into Back to School.”

• Slashing expenses during the pandemic allowed for strategic resets that may not have been palatable in “normal” times.

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6. Rebuilding and Overcoming Stereotypes

[25:27–28:30]

• Post-pandemic, STATE’s recovery was “a slow rebuild,” both financially and in changing public perception (from a kid's backpack brand to a "family bag brand”).
• The struggle to shift brand perceptions—even as successful diversification happened:
  • Quote ([27:13], Jacqueline):

    "We started to message more the other products that we had... but it has slowly been creeping in a little bit more because we keep trying to reinforce the message…”

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7. Navigating Challenge, Chaos, and Burnout

[28:37–31:29]

• The never-ending grind of entrepreneurship tested Jacqueline’s resilience, but a clear vision and passion kept her moving forward.
  • Quote ([28:49], Jacqueline):

    "The vision. I know that it's gonna work. I know it's gonna get to where it needs to go. And we're so close..."

  • Coping with chaos through problem-solving:

    “Having a plan is literally how I get through everything.”

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8. Self Care and Surviving the Entrepreneur Rollercoaster

[31:54–33:29]

• Moving to California and immersing herself in nature, plus a non-negotiable daily workout routine, are key to Jacqueline’s self-care.
  • Quote ([32:16], Jacqueline):

    “Definitely working out... I put a block on my calendar... when people put things in my busy time, I get so upset. I’m like, you know, I need it.”

• Lightweight humor about healthy living—and Botox—reveals Jacqueline’s balance between discipline and fun.

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9. The Importance of Women Lifting Each Other Up

[33:41–34:15]

• Both women discuss how female founders are often pitted against one another, but collaboration and empathy are both more rewarding and more productive.
  • Quote ([34:05], Jacqueline):

    “There’s room for all of us... we should be cheering each other on, honestly, unless you're copying me, and that way, I'm mad at you.”

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10. Hard-Earned Wisdom: Trusting Yourself

[34:23–35:17]

• Jacqueline’s core advice to entrepreneurs:
  • Listen to your instincts, even when it’s scary or counterintuitive.
  • Quote ([34:47], Jacqueline):

    “It is really about trusting yourself and trusting your gut. I know people say that. I know it's cliche, but it's real... Do the thing because your gut is telling you that for a reason.”

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Notable Quotes & Memorable Moments

• On becoming CEO:
  “I had to do it because I felt like I couldn't go through and watch another person not understand how to do it. And this was the first time I'm actually gonna just trust myself.” —Jacqueline Tatelman [17:16]
• On resilience:
  “Having a plan is literally how I get through everything.” —Jacqueline Tatelman [31:29]
• On joy in business:
  “Seeing people wearing the stuff on the street... that is really what fuels me so much.” —Jacqueline Tatelman [20:07]
• On self-trust:
  “Doing that thing that you're afraid of is necessary. You have to believe that your gut is telling you that for a reason.” —Jacqueline Tatelman [34:47]

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Important Timestamps

• [05:00] The moving story behind STATE Bag’s founding
• [11:54] Humble beginnings: “We sold a bag once every two weeks...”
• [14:48] The importance of building both brand and business
• [17:16] Jacqueline on becoming CEO and trusting herself
• [21:36] The pandemic “stop”—inventory woes and the agony of furloughs
• [25:19] Scrappy survival through creative product pivots
• [28:49] What keeps Jacqueline going through chaos and setbacks
• [31:29] Why having a plan is everything
• [32:16] The role of self-care and nature in sustainable leadership
• [34:47] The power of trusting your gut

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Recap & Takeaways

This episode is a masterclass in vulnerability and perseverance. Jacqueline Tatelman exemplifies what it means to ride entrepreneurial highs and lows, to make gut-wrenching decisions for your business’ survival, and ultimately, to evolve both as a leader and as a human being.
Key messages:

• Trust yourself: Even if you’re “flying the plane while building it”
• Don’t let setbacks paralyze you: Resilience is built one problem solved at a time
• Build BOTH brand and business: They must evolve in tandem
• Self-care is non-negotiable: Especially for women leading companies
• Women need to support each other: There is room for all

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For aspiring founders—or anyone in need of a reminder that even 8-figure businesses are built on trial, error, and grit—this episode is essential listening.

Transcript

[Rebecca Minkoff]

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[Jacqueline Tadelman]

and it's never tasted so good. You can add protein cold foam to your favorite drink, or try one of our new protein lattes or Matcha. Try it today at Starbucks. Building a brand is one thing. Building a business behind the brand is a totally other thing. And they have to happen in tandem.

[Rebecca Minkoff]

Hey, everyone. Welcome back to Superwoman. Today's guest is the CEO and co founder of State Bags, Jacqueline Tadelman. We met many, many years ago. I am a huge fan of hers. Her bags are amazing. And we talk about what it takes, the challenges you have to go through

[Jacqueline Tadelman]

as a business owner, the anxiety of those moments. I. I really only let myself sit in it for so long because what actually calms me down is problem solving. Having a plan is what gets me through everything.

[Rebecca Minkoff]

You didn't know what you were getting into when you were like, let's start a bag brand.

[Jacqueline Tadelman]

We bootstrapped for a really long time. We didn't get an investment until 2021. The brand before that time, I would say, was just consistently in debt and consistently having problems. And we just kept funding it for years. People would say to me, you should just take over and be the CEO. And I was like, I don't want that. I don't know what I'm doing. And I still am learning kind of while I'm flying the plane. But I had to do it because I felt like I couldn't go through and watch another person not understand how to do it. And this was the first time I'm actually gonna just trust myself. Foreign

[Rebecca Minkoff]

I'm Rebecca Minkoff and this is Superwomen. Each week, inspiring women are interviewed to uncover the unexpected journeys, the challenges, and the unwavering spirit that makes them powerful. Get ready to be motivated by stories of resilience and discover the keys to unlocking your own potential. I'm so excited to have you on today.

[Jacqueline Tadelman]

Thank you for having me. I really appreciate it.

[Rebecca Minkoff]

Oh, my God.

[Jacqueline Tadelman]

Of course.

[Rebecca Minkoff]

When Jenny was like, you gotta talk to Jack, I was like, well, duh.

[Jacqueline Tadelman]

I love that. That's so awesome. Yeah, I remember, like, when we first met. It's been so long, and I feel

[Rebecca Minkoff]

like it's been a long time.

[Jacqueline Tadelman]

We haven't had a chance like this to sit down and have a conversation together. So I'm so excited about that.

[Rebecca Minkoff]

So I think the entire world knows about State Bags. But for those who are like, what State? Like, just take me back to the beginning of State. What was the idea behind it and what was your original goal?

[Jacqueline Tadelman]

To really just kind of understand the brand. We have to take it back quite a bit. So my husband Scott and I started a non profit summer camp for inner city kids from Brooklyn, mainly East New York, Bed Stuy, Brownsville. And by the end we were serving a few neighborhoods in the Bronx. But the first couple of summers the kids were coming to camp with their stuff in trash bags, ripped bags, and we knew that they were living in foster care, transitional housing, and likely this was pretty much everything they had that they were taking for this week away from home. It's like a very hard sight to see. And then also at the same time they were getting off the bus and they were just having this incredible experience of like smelling fresh cut grass or like eventually swimming in the lake and playing tennis and having this opportunity to be with these other role model figures in our staff that have like successfully risen from similar situations and neighborhoods and whatnot. And so we decided to start SAT as a true one for one. So for every backpack sold, we donate a backpack to American kids living in situations of need. And the way that we would give the bags was going into these homeless shelters, after school programs, anywhere there was a need across the country, and doing these great bag drop rallies where kids like, would experience the magic of like camp of like just being able to be kids and like dance and the, the, our PAC men and pac women who were our staff from camp, you know, would share what they carry in their bags that had gotten them to where they are. And the kids would share what they carry in their bags and it would culminate in them getting a new bag that they would stuff with supplies from our supply shop, which was in kind, donations from like minded brands. But we've evolved since then.

[Rebecca Minkoff]

Okay, but before you talk about the evolution, what made you and your husband crazy enough to start a summer camp? Because that's like no small feat.

[Jacqueline Tadelman]

Well, we're both camp kids, you know. I went to sleepaway camp when I was six years old. My parents were like, you realize it's eight weeks away from us. I was like, goodbye. I was like, I'm going. And I had the best time. It was really just kind of like the most innocently magical, like life changing time for me. And I got so much from it, and my husband even more so. He went until he was like 40, essentially.

[Rebecca Minkoff]

I tried, I kept going back. I'm like, you. Sleepaway camp was my jam. And I, I was like there until I was a counselor. And they're like, you can't work here anymore. I remember my first full year here of working. I Said I had the balls to say to my boss and my landlord, okay, can we freeze my job for three months so I can go to camp? And can we freeze my rent? Like, I'm just not gonna pay you while I'm gone. And she's like, are you insane? And I was like, but I'm not here, so why should I pay for my room? Savvy. That's how much I love.

[Jacqueline Tadelman]

Very savvy. I love that I have dreams still, that I'm going to camp. I stopped when I was 11 because my dad was like, you need a better opportunity and more like a growth opportunity. So he sent me to Spain to live with the family when I was 11. But that's not really the point. So I feel like I never got closure on it necessarily for myself. That's why I love going back to our camp that we are contin. We're still running.

[Rebecca Minkoff]

You're still running it?

[Jacqueline Tadelman]

We started it on the east coast, ran it for, like, 15 years, and now we're going into our third summer on the west coast.

[Rebecca Minkoff]

Wow.

[Jacqueline Tadelman]

Yeah.

[Rebecca Minkoff]

Oh, my gosh. Okay, so take me through the evolution, because I'm sure running a camp. And then when did you say, okay, the bags are going to be. I'm assuming more of the business, and the camp is like, the great benefit from this.

[Jacqueline Tadelman]

Yes. Well, the camp was its own entity. And then when we started state, it wasn't supporting camp. It was just the impetus for why we started state. It was kind of like a slow roll of things in starting state, you know, it was like this was happening. We really wanted to fill the need. We actually had this really incredible scholarship program that we ran where we would give 10 kids, like, $1,000 towards college books or. And also this trip, and Scott and I were living in Boston temporarily, and the kids came for their scholarship trip, and when they were leaving and going to the bus, one girl grabbed her bag and, like, things were falling out of it, and I was like, we have to do something, you know? So that was when we were just like, let's do this thing. And we came to New York, we moved back to New York, and. And we were just, like, actually so green about it. We had no idea what it took to ran it. Like, what it takes to run a business.

[Rebecca Minkoff]

Oh, yeah, that was. My next question is like, you didn't know what you were getting into when you were like, let's start a bag brand.

[Jacqueline Tadelman]

Also, I came to the first meeting just to support Scott. I was newly pregnant with Ayla. Wait, what?

[Rebecca Minkoff]

First Meeting.

[Jacqueline Tadelman]

The first meeting in New York that we were having, like, to meet the bag brand to make the brand. And we had that. We were working with this really great consulting firm in soho and. And we met with them for the first time for Scott to kind of share what we wanted to do for our business plan and all that stuff. And they were going to help us create the business plan and do all these other a la carte services for us. We didn't know all of that, but when we sat down at the first meeting, the person we were sitting across was like, what are you going to do for the company? And I was like, oh, no, I'm. I'm pregnant. I'm just here to support him. And she was like, oh, no, no, no, no, no, no. You're a part of this. And now I run the company and scouts on permanent furlough.

[Rebecca Minkoff]

He's on permanent Burlo. I admire the fact that you can work with your husband because, like, I sit next to my husband in our shared office. We don't work together. And I'm like, I don't even want to see you at the end of the day. Oh, yeah, yeah.

[Jacqueline Tadelman]

No, I don't really work with my husband. Okay. Okay. We were so close to divorce that we were like, you know what? Like, it actually was the pandemic that was a really good break for us, for us to both realize that he's really good at one piece of the business, and it doesn't necessarily mean he needs to be in all of the day to day. So he runs all of our give back programs, and he's incredible at what he does. He's like, unlike anyone I've ever met before. But he doesn't need to be in design meetings. He doesn't need to be in other business strategy meetings. And I think that that separation is what keeps us really connected and close.

[Rebecca Minkoff]

Okay, so you launched the brand. You have no idea what you're getting into. What happens then?

[Jacqueline Tadelman]

Well, oh, my God, it went through so many different iterations. I mean, you know, you know, when we first launched it, we were just trying to differentiate ourselves by being a simple backpack, but then realized that that wasn't going to work. Plus the bags were ripping. We had a lot of momentum, though, even though we didn't really know what we were doing because people were excited about this Give Back brand. Yeah. There. It was a really great time for the One for One program.

[Rebecca Minkoff]

Was that similar to the Toms timing?

[Jacqueline Tadelman]

It was, yes. It was just after Tom's. Just after Warby Parker. So there was a lot of momentum behind that. And I think that people really gravitated to the story and kind of the natural evolution of what it was. Anyway, we had like a really great launch. Then one of the more popular kind of blogs wrote about us, and that was really exciting. We started to sell a little bit of product. It was like we had Shopify and whenever we would get the ding.

[Rebecca Minkoff]

Yes.

[Jacqueline Tadelman]

We would be like, oh, my God, we sold a bag. It was like once every two weeks, you know, and then we realized the bags were ripping. It was a whole other, like, moment for us where we were like, okay, what kind of brand are we going to be now? Are we going to be the type of brand that like, reaches out and is like, send back your product, it's going to rip, and then like, kind of just figure out what to do from there? And those types of things are the things that we did, I would say, until it became we have to do a full rebrand pivot. And that's the state, you know, today is that breaking point that happened. And with that change, we had really great collaborations in that moment. And it's kind of just been really great momentum since then with a lot of other challenges along the way.

[Rebecca Minkoff]

Everyone, sorry for the quick pause. I want to share something really exciting. Superwoman has a brand new YouTube channel. It's still under construction, but big things are coming in 2026. You'll find past episodes, new episodes, and some bonus content I cannot wait for you to see. Just search SuperWoman Media on YouTube and hit subscribe so you don't miss a thing. Okay, back to the pod. Okay, so we're going to get into a lot of the challenges, but. But at that moment, financially, it's hard to start a brand. So you're already in deep there. Then the bags are ripping. You're like, let's take them all back. So as a brand, I've had to take things back and, you know, say goodbye to profit, say goodbye to anything. Deeper into debt. So what did that do? How did you survive that?

[Jacqueline Tadelman]

I would say that that was just kind of the beginning of all of the things that would get us deeper into debt. We bootstrapped for a really long time. We didn't get an investment until 2021. Yeah, the brand before that time, I would say was just consistently in debt and consistently having problems, and we just kept funding it. And that is part of the immaturity of not understanding how to run a business. And I think that the fact that we went in as blind as we did, those mistakes were really, like, kind of transformative for us in the way that we run the company, but also in getting the company going. It took a really long time to get it going because of how little we knew and how hard it it was to start it. Because building a brand is one thing. Building a business behind the brand is a totally other thing. And they have to happen in tandem. But you don't know that. If you don't know that.

[Rebecca Minkoff]

No, you don't. You sure don't. And then you look back later like, I built a brand, didn't build a business.

[Jacqueline Tadelman]

Yeah. And you're like, oh, God. And now look at us. It's like, still hard, you know? Still hard.

[Rebecca Minkoff]

So with that stake in the ground, what were the changes you had to make to then make it into a business? And how did you even know what to do? Because I felt like we only learned. Like, my brother was my business partner and he hadn't done bags before, so we were both making mistakes and learning. But imagine if we knew when things

[Jacqueline Tadelman]

started to get really bad. And also we had all these really great opportunities. We brought in a friend as our CEO, and she knew how to start to build the business, but she was building it in a wholesale first capacity, because that's kind of where we were at that moment in time. This was in 2015, I think it was the norm. Right. And so it was really good because she came in, she got us away from the consulting company, which we were overpaying for and everything, and she helped us to build a team. And we started what we considered 2.0, which we've said 2.0 50 times. We're probably on 15.0 at this moment in time, but at that point it was 2.0. And she built us like a wholesale first business. With that came a whole other slew of problems because it was exciting. We were in Nordstrom, but they wanted it in Hot Pink. And it was exciting. We were in Bloomingdale's, and. But they wanted it in bright orange. And so with our minimums being what they were, we needed to rely on DTC to turn through all of that inventory. And we didn't know how to run dtc, so that was like a totally other thing. So. But foundationally, she was incredible at building a brand. And so that was a big part of the change of the business, was the beginning to really get the brand out there again was a problem for us. And we were back in debt, and things were not great. And so we moved on from that CEO and brought in another CEO. And she was good at building the business, but didn't understand the mechanics of building a business. And so in terms of a consumer goods brand, like an accessories bag brand, she didn't understand the mechanics of manufacturing and all that sort of stuff. But with the combination of the two of them, I learned a lot. And when that CEO left and I took over, it sort of became the time to meld the two things together. And I've said this already, but, okay, so 15.0, that's when we really started to take off, and that's when we became a business in 2020, right before the pandemic.

[Rebecca Minkoff]

Sometimes I get called the CEO, the CEO, and I'm like, for the record, I have never been and am not the CEO. And then I go, I wonder if I could be. And then I'm like, no, no, I don't know what I'm doing. So what in you made you go, okay, I know how to do this.

[Jacqueline Tadelman]

For years, people would say to me, you should just take over and be the CEO. And I was like, I don't want that. I don't know what I'm doing. And I still am learning kind of while I'm flying the plane. But I had to do it because I felt like I couldn't go through and, like, watch another person not understand how to do it. And I just was like, this was the first time I'm actually gonna just trust myself and do it. You know what I'm saying? And I just went for it. It was not by choice and not by trade. I'm a creative, you know, like, I'm a messy kind of disorganized creative.

[Rebecca Minkoff]

Yeah, yeah.

[Jacqueline Tadelman]

But also, I felt like, you know, growing up, my dad was an entrepreneur.

[Rebecca Minkoff]

My mom was too.

[Jacqueline Tadelman]

She had a clothing store. And, like, I kind of grew up around parents building a business. And my dad would talk to me a lot about business, a lot. And I didn't realize how much I understood and how fast I can learn. Just having somewhat of a foundation of understanding. And I just was a sponge for it. And I love it, actually. I really love the business side of things, but also, I'm taxed to the boat.

[Rebecca Minkoff]

And do you still find that you can be as creative knowing, like, you just come from. This was my problem is when I wanted to learn and understand the business. And I would come from a finance meeting where the margins sucked and the sales are down and the supply chain is crumbling, and it's like, let's have a design Meeting everybody. I'm inspired today.

[Jacqueline Tadelman]

I love that we have the same experience. This is amazing for me to hear someone else saying this.

[Rebecca Minkoff]

Oh, God. We could just do. We could just share nightmares from the handbag industry.

[Jacqueline Tadelman]

Oh, my God. Seriously. But that in particular is something that is a skill.

[Rebecca Minkoff]

Yeah.

[Jacqueline Tadelman]

Like, you're just kind of like, I'm here and then I'm just going to be here, you know? And like, also when things are really bad, to then show up to a design team meeting and they're all like, hey. And you're like, I don't even know, like, payroll, you know, it's just there's so much that goes into that meeting that, like, is hard to kind of face people sometimes because you're just like, things are hard. Things are really hard. And.

[Rebecca Minkoff]

And you can't share it with them.

[Jacqueline Tadelman]

You can't share it. Right. Because you have to be the leader. And I'm also terrible at that too, because I have a terrible poker face, you know? So it's like I just got off a meeting with our cfo and they're like, why don't you take a minute to breathe? I'm like, thank you for giving me that opportunity. But then I just really. I find joy. So much joy in the creative side that, like, it actually calms me down so much that sometimes I'm like, writing to people. I'm like, I'm with design. We have to move the meeting because, like, I feel good, you know, that's my happy place. Mine too.

[Rebecca Minkoff]

Yeah, like, when I. Sometimes we have a lot of licensees now, and sometimes when I see, like, they didn't understand the mood board at all, I get excited because I'm like, now I get to go in and design everything myself, you know, and that's. It's still fun.

[Jacqueline Tadelman]

It is still fun. And like, seeing people wearing the stuff on the street, you know, like, and loving it, that is really what fuels me so much. Like, you know, when I say to Scott, I'm like, oh, my God. I. I was watching, you know, these kids get out of school today, and there was like seven state bags. And he was like, why are you always surprised? I'm like, because it's like, I picked that zipper, you know, Like, I. I like looked at every single detail of that bag. And then they took out their hard earned money and they bought it. It's like, it makes me feel so good.

[Rebecca Minkoff]

I know that part does not get old.

[Jacqueline Tadelman]

Doesn't know.

[Rebecca Minkoff]

It's great.

[Jacqueline Tadelman]

So thank God for that part.

[Rebecca Minkoff]

Thank God for that because we had to live through the pandemic.

[Jacqueline Tadelman]

Seriously.

[Rebecca Minkoff]

So let's go there. I think. I don't remember how I found out. We were either on a call of, like, women crying together or something, and you're like, I'm putting state. It's just on hold. Like, we're just stopping.

[Jacqueline Tadelman]

Yeah.

[Rebecca Minkoff]

And I was like, holy shit. We're barely alive. We lost most of our business. Like, we're all on pay cuts for Lowe's. Like, the whole nightmare. And I was like, wow, that is. Is she gonna come back? Like, how do you. So take me through that moment?

[Jacqueline Tadelman]

Yeah. I mean, remember, like, I was gifted the CEO position. February, like, the end of February. I feel like it was March 14 that we took our kids out of school.

[Rebecca Minkoff]

So the 13th.

[Jacqueline Tadelman]

Friday the 13th, we were supposed to launch luggage. Like, that was supposed to be our savior. You had that inventory sitting in the warehouse. Thousands.

[Rebecca Minkoff]

Fuck.

[Jacqueline Tadelman]

Thousands.

[Rebecca Minkoff]

Okay.

[Jacqueline Tadelman]

I know. Fuck. Thank you. I appreciate you saying that with me.

[Rebecca Minkoff]

I know the pain. We had just brought in all of our spring inventory. So I.

[Jacqueline Tadelman]

It was just. It was so devastating for me. But this is one of those moments, too, where you have to thank your husband. Like, Scott was like, listen, you know, before I made any of these decisions, he was like, I'm gonna do whatever it takes to take care of the kids in this time, and your focus should be saving the business. And I. That's, like, what I did every single day. You know, it was. We furloughed the whole team. We turned off all of our marketing, because also, we were kind of like, we don't want people to go anywhere. We want everyone to stay home. And we're.

[Rebecca Minkoff]

And no one's going to school.

[Jacqueline Tadelman]

No one's going to school. No one's traveling. They're certainly not looking for new luggage. And so it was a really devastating time. But I. One thing that we always have in our back pocket is back to school. Like, no matter what, people are going to buy backpacks for back to school, even in the pandemic.

[Rebecca Minkoff]

Okay.

[Jacqueline Tadelman]

Because there's a tradition involved. And some people were going back to school or they were going to, like, a pod or something like that. And we knew that that was what was going to happen because it was enough time between, you know, February, when our March, when it all shut down, and then July, when we launch that, and we had the inventory that we kind of were just building a way out through that timeframe by cutting all the expenses. And also, I don't know if you felt this, but the pandemic in my mind was a saving grace because we could say, no more pr, no more messenger services, we're leaving the expensive office, you know, and not everyone is going to jump ship because they're like, oh, they're so smart, you know, doing all the saving.

[Rebecca Minkoff]

Yeah, we did a lot of negotiating and a lot of saving of things that probably, you know, even ending our leases early in our stores that wouldn't have happened if the pandemic hadn't happened. And so as terrible as it was, it was like you could, you could also make some good decisions that weren't otherwise there acceptable.

[Jacqueline Tadelman]

Yeah, yeah. Because it just, the optics of everything was painful sometimes. And also, you know, it was an amazing time because I always felt like we were chasing everyone else. It always feels like everyone is doing so well and like not suffering and not having any issues and we're always like clawing at every dollar, you know,

[Rebecca Minkoff]

you're after my own heart.

[Jacqueline Tadelman]

Yeah. And so the pandemic was kind of like everyone is suffering, right?

[Rebecca Minkoff]

Yeah.

[Jacqueline Tadelman]

You know, and so like I have to just stay in my lane and focus on what I can do to save state.

[Rebecca Minkoff]

But how are you doing this? You furlough everyone, it's just you. So what are you doing all day? Like, how are you just doing it all?

[Jacqueline Tadelman]

I did have a fractional CFO team that I was working with and we didn't let them go. So it was a lot of strategizing with them. And she's with me today, our VP of marketing now, who started as an intern and was working in marketing for us. And I was like, listen, I would love if you can come back part time and work with me. And then we also had a fractional CMO that we were starting to work with to launch Luggage. And she had gotten let go of her full time job and she was like, I'll work for free just to keep myself going and we can like work on stuff together. And we did. We built actually a program that before the launch of Back to School that, that I really think saved us. Taking our fanny pack and our mask. We had a mask that we were working with Karolina Korkova and this other woman, Ashley. And they were doing these masks with the lips on them. They were so cute. And we launched our fanny pack and mask bundle set for safe re entry. That helped to give us a little bit of momentum leading into Back to School. So I did have a small group of people that I was working with.

[Rebecca Minkoff]

Okay. I was gonna say that that would have been wild. Yeah. So that brings you to how long did you keep things on hold until you launched back to school.

[Jacqueline Tadelman]

Until we launched back to school.

[Rebecca Minkoff]

Okay. Yeah. And then from there, it was a slow rebuild.

[Jacqueline Tadelman]

Oh, yeah. Very slow rebuild.

[Rebecca Minkoff]

And did you approach the rebuild slow, like intentionally to be slow, or that's just what it was because everything was slow to get back to normal? Probably a little bit of both. And before we started recording, you said, you're not just a kid's backpack brand, you're a family brand. So. So take me through changing perception, because people still only think of us. 80% of our sales are bad. Everyone's like, you do shoes? I'm like, of course we do shoes. We've been doing shoes. Or like, oh, my God, that's your sweater. I'm like, yes, yes. So take me through that. Because it's still hard today to change perception once they've locked you in their brain.

[Jacqueline Tadelman]

So it is still hard to change perception. Before the pandemic, I realize now in hindsight how we were not really marketing. We didn't really know what we were doing. And we. Because our first CEO was wholesale first, and this one, the next one was, you know, the. Had a different mentality, customer first. None of them had ever really marketed us properly. And so with this new CMO that I was working with, she was kind of like, we've never had the right messaging, and we've never talked to people the way that we want to talk to people. And so we started to message more the other products that we had to. And consistently coming through with a very clear message about how we're. The original family bag brand doesn't change that much. Honestly, like, it's still. We have, like, we have some focus groups sometimes to, like, go through back to school stuff, and we'll say something about our adult collection, and the moms are like, wait, you have adult product? But it has slowly been creeping in a little bit more because we keep trying to reinforce the message, which is why when we first started, I was like, I want people to know that we make really great adults stuff, because it's still not fully on the forefront of anybody's mind.

[Rebecca Minkoff]

Right. So do you ever say to yourself, and sometimes I say to myself, like, oh, it just be easier to just go with what people think I am and then fuck the rest.

[Jacqueline Tadelman]

I mean, sure. But also, like, cannot build a successful, profitable business by just offering kids products. Listen, if I get to a place one day where, you know, I'm working with a great investor or someone who's like, I'll support you to do blah, blah, blah, then. I wouldn't worry so much about seasonality. We're going to launch actually our sports club product soon. So, you know, the, the sports club world is. The sports bag world is so antiquated. And we're going to be bringing an amazing product and it's so cool and awesome and functions perfectly. It's a great quality. And so I know that, like, I can build more around what the kid's lifestyle looks like. But also I think that there is a need in the market for product like ours. You know, she'll carry her Rebecca Minkoff brand bag when she wants to go somewhere for work, for out for brunch with her girls, out to dinner, all the things. And then she'll wear us, you know, traveling over the weekend that she can, like, throw it on the floor and not care that much about it because it's like nylon and it's machine washable. Like, that's who we are. So I think there's room for us to be there and to be that kind of off duty life in between bag.

[Rebecca Minkoff]

I love that. I like the off duty life in between. You should trademark that.

[Jacqueline Tadelman]

Okay, all right. Okay, good. You get that.

[Rebecca Minkoff]

So outside of all this, we've talked about the. Some of the insanity that has occurred. How do you face the challenges? Like, what in you forces you to get up on the days that you don't?

[Jacqueline Tadelman]

The vision. I know that it's gonna work. I know it's gonna get to where it needs to go. And we're so close. And I think that that's the other thing too, is just that, like, I see so many signs of it working. And even though it's impossible, it still feels like it's great. And I love it. And I don't love the chaos, honestly, I. I don't because I like to sleep. And, you know, it really messes with my sleep pattern to, like, be worrying about everything all the time. But I also am a problem solver, right? And so my mind is always going. And then when I solve a problem, even though I know another one's like three hours away, I feel so good and I feel really proud of myself about how far I've come personally, you know, it's just, it's mind blowing. Sometimes when people ask me a question in like a finance meeting and I answer it, I'm like, who was that?

[Rebecca Minkoff]

Right? You're like, I just knew the answer.

[Jacqueline Tadelman]

Yeah. They're like, what's your ebitda? I'm like, Would you like me to spell that out for you? Like, I just. I feel really proud.

[Rebecca Minkoff]

Yeah. Yeah. I remember when I was in a board meeting and I should have known what EBITDA was, and I didn't. And I would, like under the table, like, was like, what the is Ibadah? And then I was like, oh, okay.

[Jacqueline Tadelman]

Yeah, yeah, you have to know how to spell that too, because even if you're googling it, you have to use, like, ibata. It's true.

[Rebecca Minkoff]

So then I guess as we're. As we're sort of not closing out, but, like, getting to the end of this. One of the things we've been toying with as an idea with the podcast is how do we take that idea of what did you do the next morning after something big happens, like a big challenge or a big oh, shit moment? What did you do and how did you get through?

[Jacqueline Tadelman]

I think that the anxiety of those moments, I really only let myself sit in it for so long and. Because what actually calms me down is problem solving and going through it. And again, I just give so much credit to my husband because after all of those times, I feel like him giving me the space to be able to just work through things in my mind. Having my coffee, working out, calming myself down, and just kind of pulling apart the pieces and untangling it. Really having a plan is what gets me through everything. And even if the plan doesn't work, having that first initial thought of, I have a plan is literally how I get through everything.

[Rebecca Minkoff]

I never understand when someone is facing something and they just are paralyzed. Because I'm like you. I'm like, if I have a plan, even if it's wrong, it's one tenable thing to hold onto that. Like, at least I've got something in the tornado.

[Jacqueline Tadelman]

Exactly.

[Rebecca Minkoff]

Yeah.

[Jacqueline Tadelman]

That's exactly how I feel. If I don't have a plan and I'm spinning, which has happened sometimes, where I'm like, I don't know how to get out of this. It's a nightmare for everyone involved. Watch out.

[Rebecca Minkoff]

That's when you call your whine and cry friends. Yes, yes.

[Jacqueline Tadelman]

Totally, totally. And they're like, oh, you again.

[Rebecca Minkoff]

Okay, so let's talk about self care, because you look fantastic. So what do you do to maintain this and be the CEO of We know very stressful things because for me, it's working out. Like, that's what makes me sane. But tell me.

[Jacqueline Tadelman]

Definitely working out. So I moved to California, which I also honestly think has helped with my lifestyle, because I'm A city girl. I'm born and raised in New York, but I never realized how much nature can fuel.

[Rebecca Minkoff]

I know you. So nice.

[Jacqueline Tadelman]

It's so nice.

[Rebecca Minkoff]

Yeah.

[Jacqueline Tadelman]

And I wake up in the morning, and we have this beautiful view, and I feel like. Like, kind of calm. Just, like, watching the birds or watching the fog lift and. And knowing I can also get out there and, like, touch the ground and be around all this. Different versions of Green outside the Pantone book and feel like that is something that definitely has helped me. But I put a block on my calendar because I'm three hours behind busy time, and I go to the gym, and when people put things in my busy time, I get so upset. I'm like, you know, I need it. But working out is definitely number one for me. I do it. I try to do it seven days a week. And also, I think that I just, like, it's part of my lifestyle to just try to be as healthy as possible. You know, I did eat a huge bag of Swedish candy on the way over here on the plane. I mean, of course, and I do, like, party and have fun and do all the things or whatever, but I don't really drink during the week, and I try to just, like, kind of be pretty mellow. And I think that also, it's great Botox, you know?

[Rebecca Minkoff]

Great Botox. Is there anything I didn't ask you?

[Jacqueline Tadelman]

No. I mean, I feel like this was such a great conversation for me. I, like, forgot that the cameras were even on, because I just love being able to relate to someone in this way.

[Rebecca Minkoff]

It can be so lonely, and it is so lonely. My ladies tuning in. It's like, if you can find. Like, there doesn't need to be competition. I was with a handbag designer last night, Amy Kestenberg, and she texted me, and she's like, it's so awkward. Everyone was asking if I knew you, and asking, like. Like, looking for the rivalry between us, and I was like, why does it. It's not the real handbag designers of New York. Okay.

[Jacqueline Tadelman]

Yeah, totally. There's room for all of us.

[Rebecca Minkoff]

Totally.

[Jacqueline Tadelman]

You know, like, a woman wants more than one thing and more than one version of things, and I think that we should be cheering each other on, honestly, unless you're copying me, and that way, I'm mad at you.

[Rebecca Minkoff]

Yeah, I'm gonna be real mad. One piece of advice you want to relay that, like, you learn the hard way or someone gave to you that you want to pass on.

[Jacqueline Tadelman]

I mean, I feel like I am just such a wealth of advice These days.

[Rebecca Minkoff]

Let me tell you all the ways.

[Jacqueline Tadelman]

Yes, all the ways. I have a million pieces of advice. I mean, I think that one of the things that. That resonates the most for me in this kind of conversation is it is really about trusting yourself and trusting your gut. I know people say that. I know it's cliche, but, like, it's real.

[Rebecca Minkoff]

Yeah.

[Jacqueline Tadelman]

Like once you're just like, okay, this is not working, but you try because you're afraid to push it away. Yeah. Doing that thing that you're afraid of is. Is necessary. Right. You have to believe that your gut is telling you that for a reason. And the more you prolong it, the harder and worse it's going to be. So go after that instinct and, like, meditate on it or talk to your friends about it, talk to your advisors about it, whatever it is, but do the thing because your gut is telling you that your instinct is telling you that for a reason.

[Rebecca Minkoff]

So I love it. I talk about it all the time.

[Jacqueline Tadelman]

Yeah, it's. It's real. Yeah.

[Rebecca Minkoff]

You got to pay attention to that, little friend. It's your second brain, little bitch. Thank you so much for watching today's episode. Before you head out, I wanted to invite you to our brand new YouTube channel for all things superwomen. It's a fresh space we're building out for 2026, packed with past episodes, episodes, future episodes, and some special new content we're cooking up. Just search SuperWomen Media on YouTube and subscribe so you're there for everything coming next. I will see you over there. Thanks for listening to today's episode. If you've enjoyed it, take a second to rate and review the show. Wherever you're tuning in, it really helps others find the podcast. You can follow me on Instagram, Rebecca minkoff and @rmsuperwomen. Or for a slice into my purse, personal life at Becky Minkoff. And don't forget to check out my book, Fearless the New Rules for Unlocking Creativity, Courage and Success. See you next week,

[Jacqueline Tadelman]

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