I’ve experienced both.
I spent years learning how established businesses think, how powerful brands protect their position, and how different industries turn strategy into commercial results.
Then I became the founder.
And suddenly, everything looked different.
When it’s your money, your team, your reputation and your next move on the line, business stops being a collection of frameworks.
You learn what actually matters. What can wait. What deserves the investment. What looks good on paper but doesn’t work in reality.
And most importantly, what can genuinely move a business forward.
At the beginning of my career, working with the agents of Tiffany & Co. and other Italian luxury brands, I was exposed early on to a world where perception, detail and brand experience are never accidental.
Later in my career, as an advisor to YEPREM, I worked around a luxury jewelry house known for styling some of the world’s most recognized names, including Jennifer Lopez, Madonna and other A list celebrities.
It was another side of luxury. One where bold identity, desirability and the right positioning can take a brand far beyond the product itself.
Then came a very different education.
At Technica International, I developed the harder commercial side of my thinking, working across B2B and FMCG environments where creativity alone means very little if it cannot support sales, markets, relationships, supply chain, business development and growth.
Luxury taught me the power of positioning.
B2B taught me commercial discipline.
And entrepreneurship would eventually force me to put both to the test.
I started Fashion Factory with $3,000 of my own savings. No large team. No comfortable budget. When something needed to be figured out, I had to figure it out.
Fashion Factory became my real world business lab, where positioning, product, numbers, people, distribution and growth all had to work together.
And it took me beyond Lebanon.
Within three years, I scaled the brand to 5 countries across 2 continents, with 3 exclusive agents in Kuwait, Jordan and Abidjan. That journey changed how I look at businesses.
Because sometimes what looks like a marketing problem is actually a positioning problem. What looks like a sales problem is an offer problem. And what looks like an opportunity can sometimes be the exact distraction a founder doesn’t need.
My entrepreneurial journey also led me into education, where I took on the role of Chairwoman of the Business Lab at Majal Design School, home to 95+ brands, helping build the Lab as a space where entrepreneurs can turn creative talent into real businesses.
It became another way for me to champion skills first education: learning through doing, building and applying, not theory alone.
Because the next generation doesn’t just need to know more.
They need to know how to make it happen.
A feature exploring Pamela’s entrepreneurial journey and the experiences behind building her businesses.
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An interview exploring the story behind Fashion Factory, Pamela’s journey into entrepreneurship and the Lebanese identity behind the brand.
Open full interviewDoers District brings together both sides of my journey. The years spent understanding how established brands think, position and grow, and the years spent building, testing, expanding and making the decisions myself.
I created it for people who are already doing, or are ready to.
Not to overwhelm founders with everything they could be doing.
To help them understand what actually deserves to be done next.
Start with a Business Diagnosis. We’ll look at where the business stands today, what may be holding it back and where your attention should go next.
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