Through our effective campaign-management strategies, we're seizing opportunities to capture additional insights on customer behaviors, allowing us to reach and communicate with them more effectively.

I've honed in on three questions that I ask myself when I'm evaluating where to spend my time. Is this something that I'm passionate about, is it purposeful, and will I have impact? And if I can't answer 'yes' to all three questions, then I have to sit back and ask, 'Is it really that important?'

The proof is in the results, and the proof will be in the ongoing ability to execute.

The model of getting the consumer to come to you is old, and the new model is how can you get to the consumer on their terms, in ways they want to engage in. How people are choosing to interface with content is very different. You've got to marry different platforms.

Command-and-control isn't the kind of corporate culture people want to be in anymore.

There's no doubt that the Weight Watchers' long-term collaboration with Oprah Winfrey has certainly accelerated the company's progress since October 2015, with high awareness of her success and happiness with the program sparking interest and excitement.

My parents were like, 'Oh my God,' when I said I was going into fashion - they pictured me with a rolling rack on Seventh Avenue.

Companies lose some of their best employees when people are beaten down; then they overpromote junior people because they can't persuade outsiders to sign on.

We need more enlightened women in senior ranks, and we have to insist that companies are more diverse.

I think technology, on one side, you can look at it; it's disrupted a lot of industries and businesses. On the other side, it's enabled us to do things that we never thought possible in being able to engage customers.

You have to understand who your customer is and her motivations and marry it to what's happening in the outside world.

I find out as much from the guy in backstage TV as I do from my C.F.O. Anybody can e-mail me. I do town halls with employees at least once every eight weeks. I'm out there, and it makes a huge difference.

Fear is not a motivating factor. You might be able to get a little bit more out of someone in the short term, but you will completely erode your business and your culture in the long term. You're going to lose all your good people. You're not going to have people tell you the truth, and it becomes the tradition.

Four out of five HSN corporate officers are women. I'm a believer that a diversity of mindset enables us to have an engaged conversation.

There's a pure and simple business case for diversity: Companies that are more diverse are more successful.

Throughout my career, no matter what I've done or what decision I've made, I've made it with my family first. My priority was taking care of my family while I was taking care of business.

I've always been a risk taker; I've never believed in following the expected path.

I spend all day thinking of shopping. I love the thrill of finding that wonderful, perfect thing, the feeling of your heart racing because it's so right.

I love hidden things. When you buy something with quality, you like the inside to be as beautiful as the outside. Nobody's going to see it, but you know it's there.

Content is power in today's world, and if you can own that content, create it and make interaction more of an experience than a transaction, you create a different kind of loyalty.

What creates success on HSN is great product, a great story and a great storyteller.

The days of trying to get a consumer to come to you are over. You really have to be in the consumer's world, wherever, whenever and however.

As women, we can over-think things so much that we silence our intuition and only focus on the reasons something won't work.

I have this whole theory that whether it's in your personal life or in your business life, you have to establish a culture of generosity wherever you are.

I think that the CEO is responsible for setting the vision, for articulating the mission, and for building a team of powerful evangelists that share that mission and that passion, because no one person can do anything by themselves.

The only thing I liked on HSN was Wolfgang Puck selling cookware. He was funny and engaging. He gave you recipes. Even if you didn't want to buy anything, you could watch Wolfgang for an hour.

Too many people who come in as CEO of a poorly performing company assume that none of the incumbent executives are worth retaining. That's not always the case. Sometimes the talent is there, but it's not being led well.

I started at HSN in May of 2006, and by October, we had rolled out a new brand image, a new tagline, a new vision statement, a new customer manifesto, and new advertising.

I believe you have to get rid of toxicity in any company. Don't care how smart, how talented, how long they have been there. If someone is going to create a toxic environment, you have to make a change.

I'm willing to lose profits in the short term.

We are always focused on how can we differentiate ourselves. In today's world, where people are gravitating toward experiences, it is even more important.

We have to focus on what we can do. It has to be about experience; it has to be about unique product. It has to be about delivering our content as broadly as we can, and that's been a huge effort on our part.

When people want to lose weight, they get to a point where they are desperate and looking for the new thing that is going to work miracles. But at the end of the day, there is no such thing.

I've been 35 lbs. heavier than I am now and 25 lbs. thinner than I am now, and both of those times were probably the most miserable times of my life. I'm happier now, because it is about being healthy, not weighing yourself.

All children, regardless of their income, ethnicity, or geography have the right to be protected and be given the opportunity to reach their full potential, which is why our global HSNi Cares partner is the U.S. Fund for UNICEF.

We all work really hard, and we do it because we're passionate. We don't do it because we're being rated. However, we'd all be remiss if we didn't think that some kind of recognition for efforts and accomplishments didn't make you feel good.

Ultimately, the ability to inspire people to live healthier and happier lives is what excites me both personally and professionally.

I get as excited walking around a CVS as I do walking around in Bergdorf's.

When I first started at HSN, I knew that retailers would have to be poised to take advantage of technology and the rapidly changing ways in which people shop. It was one of the things that drew me to the company.

I firmly believe in the old adage 'Actions speak louder than words.' This means proactively seeking women for roles within boards, identifying opportunities for diversity within teams, and finding ways to use your platform to mentor women - and then encourage them to do the same.

I am thrilled to join Weight Watchers and lead the next phase of the company's transformation.

Our ability to create that one-on-one engagement with a customer is a point of differentiation and a strategic advantage for us.

Everybody is talking about cord cutting. It's not about the cord. It's the content.

We are increasingly using social media to drive both engagement and commerce. And because we are a commerce platform that integrates content, we believe we have a unique opportunity to make up a high button, a relative factor in social.

We are continuing to collaborate with Disney on future films and other opportunities.

Our destination programming allows us to put a stake in the ground and create a showy tweak that is story driven, with products that are inspiring to our customers, and the content doesn't expire at the end of the show but continues to live on in various formats on multiple distribution platforms.

Our partnership with Disney included a two-hour Cinderella list takeover that features supermodel Coco Rocha's first-ever fashion collection, which incorporated behind-the-scenes footage and interviews to support her HSN debut.

If you go up on a mountain and scream about change, you better make sure you're ready for people to come.

We have a highly specialized customer and want to give her the best experience somewhere she can trust.

We're not trying to be Amazon, all things to all people.