Good morning to all new and old readers! Here is your Saturday edition of Faster Than Normal, exploring the stories, ideas, and frameworks of the world’s most prolific people and companies—and how you can apply them to build businesses, wealth, and the most important asset of all: yourself. 

Today, we’re covering Donna Carpenter and her journey to revolutionizing snowboarding as Burton's fearless CEO.

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Donna Carpenter grew up in New York, the daughter of a lawyer and a homemaker. She was studious, attending Barnard College with dreams of a career in international relations. Snowboarding wasn't even on her radar.

Then came a fateful ski trip in 1981. Donna met Jake Burton Carpenter, founder of a fledgling snowboard company. Their connection was instant. Within months, Donna had dropped out of college and moved to Vermont to help Jake build his business.

The early days were tough. Really tough.

"We were dipping boards in polyurethane in hazmat suits," Donna recalls. "It was nasty work."

Burton Snowboards operated out of a barn. Money was tight. The ski industry viewed snowboarding as a fad at best, a menace at worst. But Jake and Donna saw potential.

Donna took on whatever roles were needed. Accountant. Sales rep. Operations manager. She learned on the fly, making mistakes but always pushing forward.

"I never thought of myself as an entrepreneur," Donna says. "I was just trying to help Jake realize his vision."

As Burton grew, so did Donna's responsibilities. In 1989, she became CFO. But being a woman in the male-dominated action sports industry wasn't easy.

"I often felt like I had to work twice as hard to be taken seriously," Donna remembers.

A turning point came in 2003. At a global directors meeting, Donna noticed only 3 of the 25 leaders were women. This didn't sit right with her.

"I knew we had to change," she says. "Not just because it was the right thing to do, but because it was crucial for our business."

Donna launched Burton's Women's Leadership Initiative. The goal? Recruit, retain, and advance women in the company. It wasn't always smooth sailing. Some male employees bristled at the changes. But Donna persisted.

The results speak for themselves. In 2003, women held just 10% of Burton's leadership roles. Today, it's over 40%. Burton now offers industry-leading benefits for working parents. They've expanded their women's product lines. Sales have soared.

In 2016, Donna became Burton's CEO. Under her leadership, the company has pushed sustainability initiatives and become a certified B Corp. Burton's revenue has grown to over $400 million annually.

But for Donna, success isn't just about the bottom line.

"We have a responsibility to the sport we pioneered," she says. "To the people who work for us. To the planet. That's what drives me every day."

Donna Carpenter's journey embodies the snowboarder's ethos: push your limits, learn from your falls, and always seek out new terrain.

Lesson 1: Resist the temptation to go public. Burton saw what happened to surf brands that went public. They overexpanded. Lost their soul. Donna notes, "Staying private is an incredible competitive advantage to us because we can invest in things like sustainability and gender diversity without having to worry about the next quarterly profit for our shareholders." Private ownership gives you freedom. Freedom to make long-term decisions. Freedom to stay true to your values.

Lesson 2: Build your talent pipeline. Burton didn't just sponsor pro riders. They invested in kids. Like a 9-year-old named Shaun White. These young athletes grew up to represent the sport - and the brand - on the world stage. Think long-term with your partnerships. Nurture talent early. It'll pay off down the road.

Lesson 3: Wake up asking what you'll contribute. Carpenter advises, "Wake up every morning and say, 'What am I going to contribute today?'" It's a simple shift in mindset. Instead of focusing on what you want to get, think about what you can give. This approach often leads to more opportunities and satisfaction in the long run.

Lesson 4: Push women to step up. Carpenter noticed a pattern: "With a promotion, a woman will give you five reasons why she's not ready. A man will give you five reasons why he should've had that job yesterday." If you're in a leadership position, actively encourage women to take on new challenges. They might need an extra push to overcome self-doubt.

Lesson 5: Create your own board of directors. Don't wait for someone to appoint advisors for you. Carpenter says, "All along my career path, I subconsciously created my own board of directors. I had mentors that I could talk to about organization, structure or financial issues." Seek out people who can guide you in different areas of your work and life. They don't need to know they're on your "board."

On authenticity: "Bring your whole, authentic self to work. Know what's important to you, what your values are, and make sure your company shares those values."

On learning: "Be a lifelong, agile learner. Most successful people are not uniquely talented; instead, they progress by being open to new ways of thinking and to continuously learning new skills."

On feedback: "Solicit honest feedback. We all have blind spots and areas where we can improve. Drop defensiveness and ask those around you, 'how can I do better?'"

On work-life balance: "Define what work/life balance means to you. 'Doing It All' is a myth and a trap. There will be trade-offs, so do your best to prioritize what's important to you and let go of the rest."

On self-belief: "Don't underestimate yourself. There's strong social research that women often judge their performance as worse than it actually is (while men judge their own performance as better than it is). Believe in your own abilities."

On staying private: "Staying private is an incredible competitive advantage to us because we can invest in things like sustainability and gender diversity without having to worry about the next quarterly profit for our shareholders."

On company culture: "There was a sense of it being more than a sport, of it being a movement."

On customer connection: "This generation wants to know about your values and the work you do."

On leadership diversity: "I knew we had to change. Not just because it was the right thing to do, but because it was crucial for our business."

That’s all for today, folks. As always, please give me your feedback. Which section is your favourite? What do you want to see more or less of? Other suggestions? Please let me know.

Have a wonderful rest of week, all.

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