Executives Share Strategies for Business Recovery After Crisis

Rebuilding a business after a crisis requires both public and internal efforts. Companies must address the public’s concerns while also reassuring employees. This dual approach is crucial for restoring trust and fostering a positive culture. Two executives who have successfully navigated this landscape, Carla Vernón, CEO of The Honest Company, and Jessica Berman, Commissioner of the National Women’s Soccer League (NWSL), recently shared their insights at the 2025 Masters of Scale Summit.

Carla Vernón faced significant challenges when she took the helm at The Honest Company, which was founded by actress Jessica Alba. Following a shareholder revolt, the company’s stock plummeted by 82 percent from its initial public offering price, leading to heightened scrutiny regarding its products. Vernón, who previously worked with major corporations such as General Mills and Amazon, recognized that the culture at Honest required a fresh approach.

Her workforce consists largely of millennials and Generation Z, with 66 percent of employees falling into those groups. “I knew that I couldn’t bring the tools from old corporate America,” she stated. Vernón emphasized the need to create a workplace where employees feel valued and included. “I get to create a place where our employees can feel seen,” she explained.

In contrast, Jessica Berman stepped into her role with the NWSL during a tumultuous period marked by revelations of sexual misconduct and a toxic culture. She described the league as being at a critical juncture, where the question was whether it could survive. “The league was really at a crossroads,” Berman said. “What I heard from the players was that while they lacked confidence in the league, they actually did want it to succeed.”

Berman, who has a background as a labor lawyer rather than as an athlete, found that her outsider perspective was beneficial in reshaping the NWSL’s culture. Recognizing the importance of a constructive relationship with players, she stated, “There is no business in professional sports without a constructive, productive relationship with your union and the players.”

The strategies employed by both executives reflect an understanding that fostering a sense of belonging and community within their organizations is essential for recovery. Vernón highlighted the creation of employee resource groups (ERGs) at The Honest Company, which are inclusive rather than divisive. “We use it as an opportunity to build allyship, understanding, and also community,” she noted.

Berman echoed this sentiment, claiming that embracing diversity has been a cornerstone of their success. “We are the embodiment and the combination of the do good, do well model,” she asserted. Both leaders are determined to show that investing in women, whether in business or sports, is beneficial. Berman pointed out, “If you close your eyes and think of greatness and soccer in America, you think of women first.”

The impact of these strategies extends beyond employee satisfaction. Vernón noted that customers of The Honest Company demonstrate remarkable loyalty to the brand, despite the company’s stock reflecting a 64 percent decline year to date. Meanwhile, NWSL fans reportedly feel a deep connection to their teams, often describing the experience as one that brings them “vibes,” which they associate with happiness, joy, and a sense of belonging.

As both companies navigate their respective recoveries, the lessons learned by Vernón and Berman serve as a blueprint for other organizations facing crises. Their approaches emphasize the importance of transparency, inclusivity, and community-building as essential components of a successful turnaround strategy.

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