As the President and CEO of Presperse, Joy Atkinson has blazed an inspiring trail through the workplace at companies such as DSM-Firmenich and Symrise, breaking barriers and mentoring the next generation of leaders along the way. With a passion for purpose-driven leadership and a commitment to fostering trust in every facet of her work, Atkinson’s career journey offers lessons in resilience, empathy, and strategic vision. We sat down with the first-time CEO to talk about the unique gifts she brings to her job.*

CEW: Your career spans multiple roles and industries. What key experiences or mentors helped shape your leadership approach?

Joy Atkinson: There have been so many experiences and mentors that have shaped me along the way. I started my career in banking with dreams of becoming someone like Jamie Dimon [chairman and CEO of JPMorgan Chase]. Back then, we didn’t often see women in those roles, so I had to pivot. That’s when I found myself in retail, and it was a game-changer. It was my first exposure to fragrance, cosmetics, and the beauty world. I quickly realized that while beauty isn’t banking, it shares a focus on turn rates and profitability per linear inch — skills my banking background helped me navigate.

Throughout my career, there have been so many mentors, people who saw my potential and inspired me to keep pushing and giving the best of myself, and sponsors, people who saw my potential and how they could benefit from it. A few stand out: Patrick Firmenich and Charles Drayson, who encouraged me to broaden my knowledge and believe in the strength I brought to the table. Andrea Jung at Avon shared advice that I still cherish: “Never feel guilty — it’s not productive.” Vernon Sankey, a former board chairman at Firmenich, profoundly influenced me with his emphasis on building trust and finding happiness in our work. He wrote a book about happiness called “The Stairway to Happiness.” I’ve given it to so many people.

CEW: In a male-dominated industry, what strategies have you found most effective in breaking barriers and establishing yourself as a female CEO?

JA: One key strategy is maintaining a calm demeanor. I like to think of the old duck adage: staying calm on the surface while paddling furiously underneath. A calm presence ensures people focus on what I’m saying rather than how I’m saying it. Confidence is also critical — knowing what you bring to the table and presenting it with strength and conviction.

Diversity has also been a cornerstone of my approach. When everyone at the table looks the same, the decisions we make don’t represent the larger audience. A diverse team drives better business outcomes.

Another vital skill is preparation, particularly in negotiations. Coming to the table well-researched and understanding potential roadblocks helps me find common ground with the people I’m negotiating with. Lastly, I emphasize professionalism and authenticity. Representing yourself physically in a way that aligns with your industry while staying true to who you are is crucial. For me, authenticity is the foundation of trust.

CEW: Time management is critical for any leader. What strategies or tools do you rely on to stay organized and make the most of each day?

JA: I owe a big thank-you to my executive assistant, Julia Petrov, who keeps me organized. God bless all the CEOs and executive assistants out there because time management is a real challenge, but prioritizing tasks is essential. I lean on an old favorite, The 30-Minute Manager, which emphasizes tackling the most important tasks first. Anything less critical either works its way up the pile or gets moved to File 13.

I also prioritize accessibility. My role as a CEO extends to my team and employees, so I make sure I’m available for conversations, coaching, or support. My approach is often to listen rather than make decisions for my team. It’s about helping them find solutions and grow their confidence so that they can bring their gifts to work every day.

That said, I’m careful with my time and energy. Learning to say, “Let’s take this offline” or “I need some time to think about that” has been invaluable for staying focused and calm, both professionally and personally.

CEW: When you think about professional development, what advice would you give to junior leaders looking to develop their leadership skills?

JA: First, polish your financial acumen. You don’t have to be a finance expert, but having a solid understanding of financial basics is critical. Early in my career, I faced imposter syndrome when the reality of what I didn’t know set in. So I closed my mouth and wrote everything down. Then I researched everything diligently and eventually built the confidence to contribute to the conversation meaningfully.

Second, develop empathy. Leadership today is about understanding and inspiring people. It’s about ensuring they’re in roles where they feel happy, recognized, and rewarded. Empathy also means listening to others, truly hearing their perspectives, and valuing their contributions.

And finally, become a master negotiator. The difference between great and average negotiators is preparation. Go into discussions with knowledge, anticipate roadblocks, and look for common ground. Preparation builds confidence and helps you achieve better outcomes.

CEW: What’s your advice for someone looking to advance or ask for a promotion? How should they approach that conversation?

JA: I often tell people to think of themselves as a brand. What’s the value of your brand? Identify your skills, strengths, and how you’re meeting the needs of your team or company. Use this understanding to articulate the value you bring to the organization.

When presenting your case, keep it professional and well-researched. Even in my role, I negotiate regularly with stakeholders from different cultures, including the owners of Presperse [Sumitomo Corporation]. Approaching those discussions with preparation and professionalism ensures I can effectively demonstrate the value I bring to the table.

CEW: You’ve led Presperse to become a certified Great Place to Work while delivering record sales and profits. How have you built a purpose-driven culture?

JA: Purpose starts with trust. At Presperse, trust is at the core of everything we do—from our relationships with customers and suppliers to how we treat each other internally. To reinforce this, we hold monthly “journey meetings” where I revisit our purpose and values. Repetition helps those ideas stick.

We also focus on corporate responsibility. Trust can’t just be words—it needs to be reflected in the quality of our ingredients, our clinical trials, and our actions. Young people today are skeptical of corporations, so delivering on promises is essential. I hope that when I retire, whoever steps into this role will continue to prioritize trust and purpose.

CEW: What sources of inspiration do you turn to for fresh ideas or motivation?

JA: I’m deeply passionate about my work and this industry. That passion fuels me, but I also know the importance of taking breaks to recharge. For example, attending the Global Health and Wellness Summit is a major source of inspiration. This year, I spent a week at St. Andrews, where I learned about emerging trends like the beauty demands of an aging population at the same time as younger people are all wearing pimple patches. These kinds of insights help me think about the future differently. Learning about cold plunges and red-light therapy also expanded my perspective.

I also draw inspiration from thought leaders like Dr. Peter Attia [the author of Outlive: The Science & Art of Longevity) and podcasts such as Huberman Lab and The Human Upgrade with Dave Asprey. Oprah’s Super Soul Sunday is another favorite — there’s nothing better than walking in nature while listening to it.

I also renew myself through exercise. It’s meditative for me.

CEW: Presperse has a strong focus on sustainability and ethical sourcing. How does this commitment influence your leadership decisions and company culture?

JA: When I joined Presperse, I was determined to build a strong social responsibility platform, inspired by my years at Firmenich. We started by auditing the industry—examining best practices and identifying greenwashing. From there, we joined the UN Global Compact and focused on four sustainable development goals (SDGs), including Decent Work and Economic Growth and Gender Equality.

Gender equality is another big one for me. L’Oréal and Estée Lauder stood out in this field. On gender equality, we ensure fair pay within regional living standards. We also benchmarked employee satisfaction with the Great Place to Work survey and achieved an 86% score in our first year of operation. Now, we’re going on our third year of being a Great Place to Work.

We also address ethical sourcing. For instance, as members of the Responsible Mica Initiative, we only source mica from mines free of child labor, and we help educate miners’ children. Additionally, we’ve partnered with initiatives like the Climate Ambition Accelerator, and we’ve earned EcoVadis Gold recognition for transparency.

One project I’m especially proud of is Let’s Make Beauty, our B2B e-commerce platform for entrepreneurs, innovative formulators, startups and Indie brands. It offers transparent access to 400 materials, complete with formulation advice, helping innovators create sustainable, scalable products. By supporting these startups, we’re shaping the industry’s future while ensuring ethical practices from the start.

* Joy is a Board Member of Cosmetic Executive Women.