The Key Decisions That Made Kylie Jenner Successful

Kylie Jenner is the founder and creative force behind Kylie Cosmetics, a direct-to-consumer beauty brand that grew from zero to hundreds of millions in revenue in just a few years. She grew up as the youngest of six siblings in the Kardashian-Jenner family, constantly on reality television, surrounded by sisters who had already established their own paths in entertainment, fashion, and business. What makes Kylie's story compelling for founders is that she took what appeared to be a significant disadvantage and turned it into a unique advantage by identifying a deeply personal pain point that millions of other people shared.

Her journey demonstrates several critical lessons about modern business building. She proved that you can identify a specific, narrow product opportunity and turn it into a scalable empire without building massive internal infrastructure. She showed how to build a business on top of an authentic audience rather than relying on traditional distribution channels. She revealed how to scale globally by knowing when to bring in partners rather than trying to do everything in-house.

Whether you believe she truly earned the label "self-made" or not, the business results are undeniable. By age 21, she had built a company valued at approximately $1.2B and sold a majority stake to Coty for $600M in cash. The decisions she made at critical junctures offer genuine lessons about product focus, timing, infrastructure, and knowing when to expand versus when to stay focused. Her story matters because it was built in real time in the social media age, and many of the playbooks she created have since become the standard template for creator-led businesses.

It was 2014, and Kylie Jenner was 16 years old, surrounded by the Kardashian-Jenner family machine that had been grinding for seven years. Her entire teenage years were being filmed and broadcast and scrutinized by millions. Her older sisters had already carved out clear paths. Kim was at the absolute height of her fame. Kendall had become a legitimate supermodel. Kourtney, Khloé, and even Rob had all found their lanes. Kylie was making millions from modeling and brand partnerships, but none of that felt uniquely hers. The modeling was Kendall's thing, and being constantly compared to her was emotionally exhausting.

What Kylie really wanted was something entirely her own, something where she could not be compared to her sisters, something uniquely hers. But there was this thing eating at her. A comment from a boy she kissed: "You're such a good kisser, but you have such small lips." That comment stuck in a deep way. She started to feel unkissable and became obsessed with making her lips appear fuller. She experimented constantly with lip liner techniques, overlining, trying different shades and formulas.

That observation was the turning point. She realized that people were not just criticizing her appearance. They wanted to look like her. They wanted her secret. They wanted to know exactly what she was doing. She went to her mom Kris Jenner with a specific product idea: create a lip kit combining liquid lipstick and matching lip liner, formulated for the exact look that Kylie had perfected on herself.

Takeaway for founders: Stop hiding your struggles and insecurities. The problem that keeps you up at night, the gap you cannot stop thinking about, is often a signal of real market demand. Ask yourself: if I would pay to solve this problem, who else might? Your personal pain point can become your greatest competitive advantage if you are willing to build a product around it authentically.

By November 2015, Kylie had been teasing the lip kit product for months on social media. Instagram photos, Snapchat videos, behind-the-scenes content, swatches. She had built anticipation and gotten feedback from her audience. The Kylie Cosmetics website was built. The product was manufactured. Three colors, 15,000 lip kits total, at $29 each. Kylie was 18 years old, had just graduated from high school through homeschooling, and was dating Tyga, a relationship generating tabloid attention and controversy.

The date was set for November 30, 2015 at 12 p.m. EST on Cyber Monday, one of the biggest shopping days of the year. Kylie had chosen this deliberately to maximize impact. Within seconds of the website going live, not minutes or hours but seconds, all 15,000 lip kits had sold out. The revenue generated was approximately $435K, all in under a minute. The site then crashed from the continued traffic volume of people trying to buy after inventory was already depleted. Before she could even refresh the page, everything was gone.

Kylie watched this unfold in real time and had mixed emotions. On one level, it was the ultimate validation. She had proven that massive demand existed for this product. Her idea was not a fluke. The months of teasing on social media had worked. But on another level, it was a crisis. Thousands of people had tried to complete purchases and encountered error messages instead. They were frustrated. They were angry. They were leaving negative reviews and filing complaints with the Better Business Bureau. The secondary market was already going crazy with lip kits reselling on eBay for hundreds or even thousands of dollars.

Instead of ignoring the complaints or saying "this is a good problem to have," Kylie went on social media and apologized. She said she felt awful about what happened. She did not make excuses or blame the technology. That authenticity actually made her fans more loyal. They could see she cared about the experience, not just the money. Within days of the launch, Kylie realized something had shifted in her mind about what this business could become. She later said: "It started off as Lip Kit by Kylie, then when I realized after the first launch that it could be something that I had always dreamed about, a real cosmetics line, then I renamed it Kylie Cosmetics."

Takeaway for founders: Do not celebrate success without examining failure at the same time. When your product sells out or gains traction, ask yourself what broke in the process. The crashing website was not a minor inconvenience. It was a signal that your infrastructure could not support your demand. Listen to customer pain points even when your sales numbers are excellent. Fix operational problems immediately before they define your brand reputation.

By early 2016, just a few months after the first launch, Kylie Cosmetics had already done additional drops that sold out. The website had crashed multiple times. Complaints were piling up on social media, on review sites, and with the Better Business Bureau. Every drop created excitement followed by frustration as customers could not get through the site. Kylie was genuinely upset that her brand was developing a reputation for technical failures instead of great products and customer experience.

The problem was clear. The website infrastructure was not built to handle the scale of traffic that Kylie Cosmetics was generating. A typical e-commerce site might get thousands of visitors during a product launch. Kylie Cosmetics was getting millions. A typical site might sell thousands of dollars of inventory. Kylie Cosmetics was selling hundreds of thousands of dollars in seconds. The engineering and infrastructure required was completely different from anything a standard e-commerce platform could handle.

Kylie and Kris reached out to Shopify, since the family already had a relationship with them from the Dash clothing store. The solution Shopify engineered was elegant and brilliant. They created a virtual queue system where millions of visitors could line up digitally instead of all trying to checkout at once. Everyone waits their turn. When it is your turn, you get access to checkout. The system had to be extremely fast so people did not wait for hours. It had to be fair so bots and scalpers could not jump the line. It had to process millions of concurrent visitors. And it had to be bulletproof reliable because system failure would be even worse than previous crashes.

The decision to invest in proper infrastructure was crucial and showed leadership maturity. Kylie could have said "sales are great, let us just accept that some people have a bad experience." She did not. She invested in fixing the problem even though it cost money and took effort. The Shopify Plus infrastructure was handling scale beautifully. The lesson is that infrastructure is not glamorous, but it is what allows you to scale without destroying what makes your brand special.

Takeaway for founders: Do not wait until infrastructure is completely broken before you invest in it. When you see the first signs that your current system cannot handle your demand, move quickly to upgrade. Investing in infrastructure is not about impressing anyone. It is about protecting your brand reputation and customer experience. Your infrastructure choices have downstream effects on how your brand is perceived. Get it right early rather than scrambling to fix it when your reputation is already damaged.

For three years, from 2015 to 2018, Kylie Cosmetics was exclusively an online, direct-to-consumer business. This model had massive advantages. Kylie controlled pricing completely. She controlled which products were available and when. She controlled the customer experience from discovery all the way through to delivery. She kept nearly all the profit margin because there was no retailer taking a cut. She could do limited drops whenever she wanted, creating scarcity and urgency. She had a direct relationship with every customer through email and SMS.

That said, there are limits to reach for a direct-to-consumer brand, even with 100 million Instagram followers. Some demographics prefer to see and touch products before buying. People who shop in stores and browse at retail could be reached through physical locations but were harder to reach digitally. Additionally, when a brand is only online, some people dismiss it as a celebrity vanity project. But when you walk into Ulta and see Kylie Cosmetics displayed next to MAC, Estee Lauder, and Urban Decay, something shifts in perception.

Based on this learning, Kylie partnered with Ulta Beauty strategically. She put select products in Ulta's 1,200 stores, not her full line. Core bestsellers went into retail, but limited edition drops and exclusive online items stayed on Kylie Cosmetics.com. This meant that devoted fans still had strong incentive to shop directly on her website. She also negotiated that prices would be exactly the same at Ulta as on her website, protecting brand value and preventing the discounting that destroys many brands in retail.

The launch happened in November 2018, timed for holiday shopping, and results were immediate. Within the first six weeks, Kylie Cosmetics generated $54.5M in sales through Ulta alone. This was purely additive to her website business, not a replacement for it. Industry analysts were shocked at how well it performed. Beauty industry experts pointed to this as proof that celebrity beauty brands could drive real sales in physical retail.

Takeaway for founders: Do not treat expansion into new channels as all-or-nothing. Test through limited partnerships first to validate that the channel will amplify rather than dilute your brand. When expanding, keep your core advantage intact. Maintain exclusivity online, control pricing across channels, and view new channels as funnels into your ecosystem rather than replacements for what made you special. Strategic expansion protects brand integrity while reaching new customers.

By late 2019, Kylie Jenner had built something extraordinary. Kylie Cosmetics was valued at between $900M and $1.2B. The business was incredibly profitable with minimal overhead. She had expanded from lip kits into a full cosmetics line.

The traditional playbook would suggest: why would you sell now? Keep all the equity. Keep all the profit. Build this into a multi-billion dollar empire. But Kylie and Kris were thinking about different questions. First, global expansion requires infrastructure, relationships, regulatory expertise, and local teams that Coty already had. Coty is one of the world's largest beauty conglomerates with products in 130 countries and all the infrastructure that Kylie would take years to build independently.

Second, selling a majority stake would convert paper wealth into real, liquid assets. Kylie would get $600M in cash and optionality to diversify or invest elsewhere. For someone at age 21, having that liquidity and financial security mattered.

Third, a larger company could provide advanced product development, brand building infrastructure, and operational expertise that a 12-person team could not replicate internally.

Coty paid $600M for 51% of Kylie Cosmetics, valuing the total company at $1.2B. Kylie retained 49% and remained the creative force and face of the brand. She was not selling and walking away. She was bringing in a partner for specific capabilities.

Takeaway for founders: Know the difference between optimizing for ownership percentage versus optimizing for outcome. Kylie could have held out for 75% ownership or tried to stay independent indefinitely. Instead, she optimized for getting cash off the table, for bringing in a strategic partner who could help her scale globally, and for locking in gains before an industry disruption. Sometimes the best financial outcome is not the one where you own the most. It is the one where you have real liquidity and real optionality for what comes next.

The absolute foundation of Kylie Cosmetics was Kylie's willingness to build a business around her deepest personal insecurity. She did not try to hide her struggle with her appearance. She did not try to project strength and confidence and pretend she did not care how she looked. She looked directly at her insecurity about her lips and said: this is my insight. This is what I know better than anyone. This is where my edge is.

Most founders try to build businesses around things they are confident about, things where they can project competence. Kylie did something different. She built her business around the thing that made her feel most vulnerable. That vulnerability became her competitive advantage because she understood the problem more deeply than anyone else. She had lived with it. She had obsessed over it. She had tried every solution. She had personal, intimate knowledge of exactly what product would solve this problem.

Takeaway for founders: Do not be ashamed of the problems you have or the gaps you see. The thing that bothers you the most, that you keep thinking about, is often a signal of real market demand. Turn your insecurity into research. Do other people struggle with this? Would they pay to solve it? Your personal pain point can become your greatest competitive advantage if you are willing to build a product around it authentically and without pretense.

Before Kylie Cosmetics existed as a company, Kylie had a massive, engaged, loyal audience on Instagram and Snapchat built over years of sharing her life, daily moments, experiences, and style. When she decided to start a cosmetics business, she did not go out and try to build an audience from scratch. She started with millions of followers who already cared about what she was doing.

But here is the key insight: she did not treat that audience as a distribution channel to be exploited. She treated it as a relationship to be maintained and deepened. When fans asked what lipstick she was wearing, she answered. When they asked how to replicate her lip look, she explained. She was in the comments, engaging directly, not through a marketing team or PR firm. When she teased the product launch, she showed swatches, application videos, and colors, building anticipation through authentic engagement with her existing audience.

Takeaway for founders: Start by building an audience before you build a company. Build relationships. Build trust. Create value through content and engagement that has nothing to do with selling. Answer questions. Show up. Be authentic. Share your journey. Then when you have something to sell, you are not starting from zero. You already have people who want to support what you are building. This approach is cheaper and more efficient than trying to acquire customers through paid advertising.

From the very first launch, Kylie deliberately used scarcity as a strategic tool to drive demand and engagement. She did not make 15,000 lip kits because that was all she could manufacture. She made 15,000 because that specific level would create maximum urgency and impact. When all 15,000 sold out in under a minute, that became a story, something people talked about, newsworthy content that created feelings of missing out.

Each subsequent drop reinforced this dynamic powerfully. Fans would set alarms, the website would get swamped, and products would sell out in minutes. People who missed out felt disappointed and paid closer attention to the next drop. People who got the product felt special and lucky. The secondary market kicked in with lip kits reselling for hundreds or thousands of dollars, creating even more hype and showing the product was even more valuable than retail prices suggested.

Takeaway for founders: Experiment with intentional scarcity in your business model. Ask yourself what optimal scarcity level drives desired behavior without alienating customers. Too little creates no urgency. Too much wastes revenue. Test different quantities and timing to find your sweet spot. Scarcity is not about artificial limitation. It is about creating genuine urgency that makes people pay attention and feel lucky when they get access to what you are building.

Even as Kylie Cosmetics grew into hundreds of millions in revenue, the core team stayed tiny. By 2017, when the company was valued around $400M with revenue approaching $300M annually, there were only about 12 people working for Kylie Cosmetics with just seven full-time employees. This is astonishingly lean compared to traditional beauty companies like MAC or Estee Lauder, which have thousands of employees.

Manufacturing was outsourced to Seed Beauty, who handled labs, formulation, production, and quality control. E-commerce was powered by Shopify Plus, which handled customer service, technical infrastructure, payment processing, and data security. Fulfillment was handled by third parties. Kris Jenner took on finance, strategy, and PR in exchange for a 10 percent cut. This structure kept costs incredibly low with minimal overhead.

This lean approach had several massive advantages beyond cost savings. With 12 people, decision-making stayed fast and simple without multiple approval layers or departmental conflicts. More importantly, it let Kylie focus on what only she could do: being the face of the brand, staying connected to her audience, and making creative decisions. The lesson for founders is powerful: you do not have to build the entire company yourself.

Takeaway for founders: Map out what you uniquely bring to your business. What can only you do? Now, for everything else, find world-class partners and contractors. Do not hire in-house if someone can do it better and cheaper externally. Build a lean core team focused on your unique value. Outsource manufacturing, fulfillment, technology, and other functions to partners who specialize in them. This approach keeps costs low, decision-making fast, and your time focused on what actually drives your business forward.

When Kylie took Kylie Cosmetics into Ulta, she did not abandon her direct channel or give up control of her brand. She chose specific products, matched pricing to her website, and kept exclusive items online. Ulta became both a sales engine and a marketing surface that pushed more people back to Kylie Cosmetics directly. Someone discovers her at Ulta, buys a core product, then goes online and discovers exclusive drops and limited editions.

This nuanced approach was completely different than most brands use when going into retail. Most brands see retail as a way to maximize distribution and reach every possible customer. Kylie saw retail as a way to enhance her brand and drive customers into her direct-to-consumer ecosystem. The expansion felt like an amplifier of her core model, not a replacement that stripped away what made customers care.

Takeaway for founders: Before expanding into a new channel, test it at limited scale first. Learn whether the new channel will amplify or dilute what makes your brand special. When expanding, keep your core competitive advantages intact. Maintain exclusivity in at least one channel. Control pricing across channels to protect brand value. View new channels as funnels into your ecosystem, not as replacements for what got you here. This approach lets you grow without losing your identity.

The origin story started with genuine personal insecurity. Kylie was a teenager dealing with normal teenage self-consciousness, except her insecurities were playing out in front of millions on reality television and social media. A comment from a boy she kissed stuck with her: "You're such a good kisser, but you have such small lips." That single moment made her feel unkissable and triggered months of experimentation with lip liner, overlining techniques, and products to make her lips appear fuller.

What started as a personal project became public fascination. Beauty bloggers analyzed her makeup routine, and MAC lipsticks she mentioned would sell out in stores worldwide. Kylie paid close attention to the comments and realized something crucial: people were not just criticizing her appearance. They wanted to know her secrets, and they wanted to look like her. She noticed that whenever she posted a selfie with her lips done a certain way, thousands of comments asked what lipstick she was wearing.

The most important early decision was choosing to stay narrow and focused instead of launching a full beauty line. Kylie could have approached cosmetics broadly: foundations, concealers, eyeshadows, brushes, skincare products, and more. Instead, she picked one specific product that she understood better than anyone in the world: the lip kit combining lipstick and matching liner.

This decision was strategically brilliant, even if Kylie did not frame it in those terms at the time. Staying narrow meant she could make a product that was exceptionally good. It meant her brand story could be simple and clear: "This is the lip kit I use. Here is exactly how to apply it. Here are the exact colors." It meant her first launch could be cohesive and focused rather than scattered across dozens of SKUs.

Kylie Jenner invested $250K of her own modeling money into the first production run of 15,000 lip kits. This detail matters more than most people realize because it was not her family's money or money borrowed from investors. It was cash that she had already earned herself through modeling and brand partnerships over previous years.

Having her own money invested meant her mindset was different from someone spending family resources. There was real skin in the game and genuine personal consequence. Her mom Kris Jenner reinforced this by saying: "You better pick three colors that you really, really love because this is either going to be a huge hit or you are going to have loads of lip kits for the rest of your life in your garage." That warning was not meant to discourage her. It was meant to focus her on treating this as a real business decision with actual financial stakes.

November 30, 2015 became the day that everything either validated or collapsed. Kylie had been teasing this product for months on Instagram and Snapchat, and she had manufactured 15,000 lip kits in three colors: Candy K, True Brown K, and Dark Lip Liner K, priced at $29 each. At 12 p.m. EST on Cyber Monday, the website went live. Within seconds, not minutes or hours, all 15,000 kits were gone. She later said, "Before I could even refresh the page, everything was gone."

What happened next was equally interesting. Because legitimate buyers could not get the product online, it started appearing on eBay and resale sites. Lip kits that retailed for $29 were being resold for hundreds of dollars, sometimes over $1,000. Kylie felt mixed emotions watching this unfold. The validation was incredible. She had just proven massive demand existed for her product. But she also felt terrible about the customer experience. Thousands of fans had tried to buy and could not complete their orders. She actually went on social media and apologized to fans instead of celebrating the headline numbers. That authenticity made her fans more loyal, not less.

Kylie and Kris Jenner started looking for solutions and reached out to Shopify, since the family had already used the platform for other ventures like their Dash clothing store. They explained their unprecedented problem: they had an audience so large and so engaged that normal e-commerce infrastructure could not handle the traffic. This conversation led to Shopify Plus, which is their enterprise-level e-commerce platform designed for massive scale.

Shopify's engineers took on the challenge of solving what was basically unprecedented: how do you handle millions of people trying to buy a limited product at the exact same moment without the system crashing? They created a virtual queue system. Instead of everyone trying to hit checkout simultaneously and overwhelming servers, the system put people in a digital line. It worked like a virtual concert venue where you wait your turn before you get to buy. The system had to be fast enough that people did not wait forever, fair enough that bots could not game it, and reliable enough that failure would not happen again.

Even as Kylie Cosmetics grew into hundreds of millions in revenue, the core team remained tiny. By 2017, when the company was doing around $400M in annual revenue and valuation, there were only about 12 people working for the company, with just seven full-time employees. This is astonishingly low headcount for a business of that scale compared to traditional beauty companies like MAC or Estee Lauder, which have thousands of employees.

Manufacturing was outsourced to Seed Beauty, a cosmetics manufacturer in Oxnard, California, who handled labs, formulation, production runs, and quality control. E-commerce and fulfillment was handled by Shopify, which managed customer service, technical infrastructure, payment processing, and data security. Logistics were handled by third parties. Kris Jenner took on finance, PR, and business strategy in exchange for a 10% cut of the business. This structure kept costs incredibly low with minimal office space, payroll, or middle management layers.

Before committing to a big retail partnership, Kylie wanted to test the waters. In November 2017, she partnered with Topshop for pop-up shops in seven locations featuring exclusive Kylie Cosmetics products unavailable anywhere else. The response was overwhelming with lines around the block and 25,000 customers in 14 days across all locations. This proved that in-person retail was not going to cannibalize her online business but would instead amplify it.

Based on this learning, she partnered with Ulta Beauty but strategically. She put select products in Ulta's 1,200 stores, not her full line. Core bestsellers went into retail, but limited edition drops and exclusive online items stayed on Kylie Cosmetics.com to maintain reasons for devoted fans to shop directly. She also negotiated that prices would be exactly the same at Ulta as on her website, protecting brand value and preventing discounting that destroys many brands in retail.

The launch happened in November 2018, timed for the holiday season, and the results were immediate. Within the first six weeks, Kylie Cosmetics generated $54.5M in sales through Ulta alone.

By 2019, Kylie Jenner had built something extraordinary with Kylie Cosmetics valued at between $900M and $1.2B. The business was incredibly profitable with minimal overhead. The traditional playbook would suggest: why would you sell now? Keep all the equity. Keep all the profit. Build this into a multi-billion dollar empire.

But Kylie and Kris Jenner were thinking about different questions. First, global expansion requires infrastructure, relationships, regulatory expertise, and local teams in different regions. Coty, one of the world's largest beauty conglomerates, has products in 130 countries and all the infrastructure that Kylie would take years to build independently. Second, selling a majority stake would convert paper wealth into real, liquid assets, giving Kylie $600M in cash and optionality to diversify or invest elsewhere. Third, a larger company could provide advanced product development, brand building infrastructure, and operational expertise that a 12-person team could not replicate.

From the very first launch, Kylie Jenner deliberately used scarcity as a strategic tool to drive demand and engagement. She did not make 15,000 lip kits because that was all she could manufacture. She made 15,000 because that specific scarcity level would create maximum urgency and impact. When all 15,000 sold out in under a minute, that became a story, something people talked about, and newsworthy content that created feelings of missing out.

Each subsequent drop reinforced this dynamic powerfully. Kylie would announce a drop, fans would set alarms, the website would get swamped, and products would sell out in minutes. People who missed out felt disappointed and paid closer attention to the next drop. People who got the product felt special and lucky. The secondary market kicked in with lip kits reselling on eBay for hundreds or thousands of dollars, creating even more hype.

This approach was the opposite of how most brands operate by trying to maximize distribution and availability. Kylie Jenner proved that limited availability actually drove more sales and engagement. People felt lucky getting a product. They felt part of an exclusive club with others who had managed to get the drop. It was less like shopping and more like a concert ticket lottery where every drop was an event, every drop created urgency, and every drop led to increased engagement until the next drop.

Kylie Jenner's approach to social media and customer relationships was revolutionary, especially in 2014-2015 when Kylie Cosmetics was being built. Traditional beauty brands spent millions on TV commercials, magazine advertisements, and celebrity endorsements with people who may or may not actually use the product. Kylie took a different approach by using her existing massive audience on Instagram and Snapchat.

But it was not just advertising to them. It was dialogue and genuine engagement. When fans asked what lipstick she was using, she told them. When she posted photos of her makeup, thousands of comments asked about the exact shade or application technique, and she would answer. She was in the comments engaging directly with customers, not through an agency or a PR firm. When she teased the lip kit launch, she showed swatches, showed application videos, and built anticipation through authentic engagement rather than paid media.

This created a level of trust that is very hard to achieve through traditional advertising. When you buy a lipstick because a celebrity told you to in a TV commercial, you make a leap of faith. But when you have watched Kylie Jenner share her makeup journey for months, seen her tackle the problem you care about personally, and watched her develop the solution, that is different. You believe she actually uses it and actually cares about it.

Kylie Jenner's journey shows that a founder can start from a deeply personal, even painful place and build a serious, valuable company around it. She turned feeling overlooked, insecure, and overshadowed by her siblings into a sharp product insight that millions of people shared. She used social media, strategic partnerships, and disciplined timing to grow and de-risk that business in a way that very few founders accomplish, especially at her age.

The key inflection moments in her story reveal a founder who consistently made decisions that prioritized long-term brand value over short-term revenue maximization. She fixed infrastructure problems that could have been ignored. She stayed focused on one product category when she could have tried to do everything. She brought in strategic partners rather than trying to build everything in-house. She tested new channels through limited partnerships before going all in. She sold when valuations were high and before industry disruption hit.

For founders and investors, Kylie represents several important lessons about building in the creator economy era. The edge often comes from being closer to the customer than any established player. Building authentic audience and direct customer relationships before building a company is a powerful foundation. Understanding that scarcity and limited availability can drive more desire than abundance. Recognizing that infrastructure and operations are not glamorous but are absolutely critical. And perhaps most importantly, understanding that growth is not just about doing more, but about doing what you do better, more efficiently, and in a way that maintains what makes you special. Whether you are building a beauty brand, a software company, or any other business, the principles Kylie applied are worth studying and adapting to your context.