Women in Retail Leadership Circle (WIRLC) recently released its 15th annual Top Women in Retail report. The valuable resource highlights female executives who impressed our Editorial team as well as colleagues from the industry. Natalie Breece, chief people and diversity of ThredUp, is one such example. Here’s a sampling of Breece’s interview featured in the report.

Women in Retail Leadership Circle: You helped implement the four-day workweek at ThredUp. What’s been the biggest challenge and the biggest reward from that decision?
Natalie Breece: We’re fostering a work environment that prioritizes employee well-being. The four-day workweek is just one example of this commitment. The biggest challenge has been ensuring that productivity remains high while employees enjoy a longer weekend. This requires a shift in mindset — focusing on outcomes rather than hours worked. It also necessitates clear communication and expectations within teams. The biggest reward has been witnessing the positive impact on employee work-life balance. We’ve seen greater creativity, focus and, ultimately, better work when they return to the office.

WIRLC: What trends are you seeing in the future of work, and how should HR leaders adapt to these changes?
NB: As businesses navigate post-pandemic realities, 2025 may bring reduced workplace flexibility as companies prioritize AI-driven efficiency, productivity and increased oversight. While this may limit remote work or adaptable schedules, it also challenges organizations to rethink talent strategies, offering creative benefits, enhanced environments, and innovative collaboration models to balance productivity with employee satisfaction. HR teams will play a critical role, fostering inclusive cultures, adapting workforce planning, and ensuring engagement amid these shifts. The question remains: Will reduced flexibility strengthen businesses or push talent toward more adaptable organizations? HR’s leadership will be key to navigating this transition successfully.

WIRLC: What’s a lesson you learned that changed you as a leader?
NB: Trusting my team and hiring people smarter than me in their respective domains has profoundly shaped my leadership. I’ve learned that leadership isn’t about having all the answers but about building a talented team, empowering them to excel, and trusting them to deliver. This approach lets me focus on the big picture while fostering a culture where everyone feels valued for their unique contributions. I also prioritize getting to know my team as individuals — understanding their motivations, passions and fears. This connection builds trust, aligns roles with strengths, and creates an environment where people feel supported, empowered and inspired to grow.

WIRLC: ThredUp was named one of TIME’s 200 best inventions of 2024, in part because of its new artificial intelligence search function. As resale grows more popular, what strategies or initiatives have been most effective in shifting consumer mindsets?
NB: ThredUp’s vast inventory, while a strength, presented a challenge: how to help shoppers navigate millions of unique items. Traditional search methods often fell short. Our AI-powered search function addresses this by:

  • Personalizing results: AI tailors recommendations based on individual browsing history and preferences.
  • Improving accuracy: AI refines search results, allowing customers to easily find specific items.
  • Enhancing accessibility: Features such as image search allow customers to easily discover similar items, overcoming the limitations of traditional text-based searches.

This innovation makes secondhand shopping more intuitive and enjoyable, driving greater adoption of resale.

WIRLC: You’ve spoken about the emotional toll and fulfillment that comes with being a chief people officer. How do you personally model resilience, authenticity and empathy for your organization while maintaining your own well-being?
NB: Being a chief people officer comes with emotional demands, but it’s an opportunity to model resilience, authenticity and empathy for my organization and my family. My 10-year-old daughter and 12-year-old son look to me as an example, and I want them to see how navigating challenges with strength and grace leads to the greatest growth and deepest impact. Whether guiding a team member or making tough decisions, I aim to show resilience while also staying true to my values. By prioritizing self-care and purpose, I ensure I’m present at work and home, inspiring both my team and my children to lead with heart.

Read more interviews from our 2025 Top Women in Retail report by downloading it here. Want to connect with women leaders like Natalie Breece? Apply to become a Women in Retail Leadership Circle member today!