Authentic Leadership with Isabel Malbois

Last month, on the eve of International Woman’s Day 2024, we held our inaugural event to celebrate the power, resilience, and innovation of female leadership. As female-led business and a member of WeConnect, an organisation that supports and celebrates Women in Business, it is important for us to share the triumphs and challenges faced by female leaders, exploring the unique perspectives and insights they bring to the table.  

We were joined by an extraordinary individual whose story embodies the essence of courage, determination and success, Isabel Malbois, CEO of Neom Organics. Isabel is truly a trailblazer in her field and an inspiration of hope and possibility for aspiring leaders everywhere. 

Isabel was kind enough to catch up with us afterwards for a quick-fire Q&A on the strategies and principles that have propelled her the forefront of wellness and beauty industry.  

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Authentic leadership & the Importance of walking the talk on transparency and open communication.  

Interview with Isabel Malbois

Q1/ Can you take us through your career path and how you came to be in your current role?

After studying psychology, I moved to France and got my first sales job which sparked my interest in the business world. I then pursued an MBA in Reims to gain more formal business training. After this I joined L’Oréal where I stayed with for 15 years. It was an incredible learning experience working at such a large global corporation. I held various roles including General Manager at their Urban Decay brand in the US.  

Just over 2 years ago, I decided to make the shift to a smaller founder-led company when I joined Neom Organics as their Global Commercial Director. It was an amazing opportunity to learn about the dynamics and challenges of an SME business. 6 months later, I was promoted to Managing Director. And then late last year, I took over as CEO when the co-founder transitioned to a non-executive chair role.  

Q2/ And what has inspired you to pursue leadership? 

What’s inspired me to pursue leadership is the ability to drive positive change, build strong teams, and push companies to new heights. I’m passionate about developing innovative strategies and creating environments where people can thrive. The wellness and beauty industry is not only a sector where I’ve built my career but also one that resonates deeply with my passion and values. It’s an industry that goes beyond just products and services; it’s about enhancing people’s lives, boosting their confidence, and promoting overall well-being. At the same time, it is dynamic and highly innovative – constantly evolving with advancements in technology, consumer preferences, and scientific research.  

Q3/ Can you share a pivotal moment in your career that defined your path to success? 

One defining moment was early in my position as General Manager for Urban Decay. It was my first major leadership role, and I found myself in quite a competitive environment. I was nervous and uncomfortable at first with the pressures of that position. 

The company provided me with an executive coach to see me through the transition. The first session was also attended by my boss at the time, who was in a very senior role at L’Oréal and who I found a little intimidating. And when the coach asked about my goals, I said that I wanting to become an inspiring leader. To my surprise, my boss interjected to say that I was already an inspiring leader, and that’s why I had been promoted into that role.  

It was such a nice vote of confidence and seal of approval from someone I respected greatly, and it also was a bit of a lightbulb moment in that I realised that this person who, in my mind, was senior & intimidating in his manner actually liked my style and in fact promoted me because of it. That moment almost grave me permission to settle into authentic leadership style, which I went on to hone over the next four years leading the Urban Decay brand. 

Q4/Were there specific mentors or role models who played a significant role in your leadership journey? How did they impact your success? 

The same boss I just mentioned was also an incredible mentor who provided invaluable guidance and support throughout my career at L’Oréal. Even as I moved into new roles beyond his direct leadership, he remained a constant source of advice and backing. While we have quite different personalities and leadership styles, his belief in me proved vital during my journey.  

I’m also a big proponent of reverse mentoring – the idea that as a leader, you’re not there just to impart knowledge, but also to listen and tap into the ideas and expertise of those around you. Some of my most impactful lessons have come from the talented people I’ve had the privilege of working with and learning from. 

True leadership is about creating an environment of mutual trust, respect and growth. My mentors taught me the importance of investing in people, being open to different perspectives, and empowering others to shine. Those principles have been instrumental to any success I’ve achieved. 

Q5/How would you advise someone who was making the move from large corporate to an SME? What have been the challenges and the opportunities? 

*chuckles* I saw a meme recently that said “If you don’t like politics, don’t work for a big organisation. If you don’t like work, don’t work for a small one.” And there is some truth in that.  

But in all seriousness, the most important thing is to know your own working style. I’ve really enjoyed being at Neom because the fast-paced, hands-on environment suits me well. But different environments suit different people, so you need to understand yourself and your preferences – there are pros and cons to both corporate and SME settings. 

Within the SME world, I’ve noticed a few key challenges. You lose that global network you had at a big company quickly – for me I suddenly realise how connected it was to my career at L’Oreal. You also must be a subject matter expert on a wide range of topics because the team is leaner. 

There is also the weight of decision-making. At the end of the day, if a call you made does not work out, it could seriously impact the bottom line and cash reserves of a smaller business. And often, the systems and processes aren’t as robust as you’d find in a large corporation. 

But on the other side, I get to know so much more about so many different topics here. The agile decision-making is also really energising. And there is this incredible sense of impact – I really am at the helm of this ship. It’s true entrepreneurship in action. 

So, there are definite trade-offs. But for me, the opportunities for growth and making your mark in an SME have been invaluable. 

Q6/ Transitioning to the role of CEO, how did you manage the fact that your Peers changed from being equals to you becoming their Leader? Is it lonely “at the top”? 

In my team at Neom, we have directors overseeing key areas like marketing, operations, and finance – and they are the true experts in their domains. My role is really to be the conductor of the orchestra. It’s my job to have their back, empower and support them, but not to micromanage and run their departments for them.   

And then you have to practice what you preach. I am proudest, most of all, of the incredible team I’ve built here. Throughout my career, the greatest joy has always come from the people I work with and lead. 

When it comes to bosses, I’ve had the good, the bad, the ugly and the very ugly over the years. But I’ve always prided myself on creating great relationships with my own direct reports, no matter my position. 

So, while some may say the CEO role can be isolating…for me, it isn’t. I have a phenomenal team and my door is always open to them. It takes a great amount of confidence to actually sit back and be okay with not knowing about certain things, rather than trying to know everything. 

The key skills for this transition have really been about letting go of control in certain areas, trusting your team’s expertise, and focusing your energy on providing vision, removing roadblocks, and creating an environment for people to thrive. 

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