English Film Actresses

"That's something I value in a leader — somebody who has heart. They have their heart in it, and they care while still being consistent, strong and business-oriented. That's hugely valuable to me in every single way. And that's how I want to show up at that table and every other table that has an opportunity for growth, anywhere, in any industry, in any room.”"

"“When I was managing the restaurant, I had to make very big decisions on the fly. And I didn't have a super strong mentor in that space, per se. I didn't have a bad one, they were a little bit more passive. And because of that, I was abrasive in my management, and I would anger easily. And that trickled into the greenhouse for a little while. I started to pay a lot more attention to how I was showing up to conversations. What was my body language, was my tone of voice right or how did I leave people feeling? And I have really worked on that over the last four or five years and fine-tuned it.”"

"“When I got to SCAD and took more weaving classes, I thought back to that experience and decided to explore it more. Using their computer-aided weaving, I started blending low-carbon steel with linen, silk, cotton, and other materials. When the fabric came off the loom, the steel was monochromatic gray, but then I’d wash it in salt water to start the color changing process.” That body of work resulted in Transient Structures – her thesis show of huge woven panels of fibers and rusting metal “purposefully designed to fall apart.”"

"I started embroidering on watercolor paper – black on white at first,” but inspired by a black-on-black painting she’d seen in a show in Nashville, “I began to coat wood panels in graphite, drilled holes with my jewelry tools, and embroidered in white. I am in love with graphite because it can be perfectly matte all the way to reflectively shiny.”"

"“I’m thinking about the stitches’ repetitive structures as being an abstraction of the repetitive structures in nature.”"

"“I took a papermaking workshop at Penland last summer and have been making embossed panels out of paper pulp. It’s all recycled computer paper and junk mail.”"

"“I make a 3-D vessel form out of fabric – something I learned at the workshop last summer. I sew the form and then stuff it with perlite (the little white stones in potting soil) and sculpt it.”"

"I’m not a religious person but I find something bigger than myself and something inspiriting in nature. I see connections – the same patterns that are on a microscopic scale are on a macroscopic scale, and the way the world has organized itself into these super-efficient and beautiful patterns. I love reading science books about physics and nature and learning amazing little details about the natural world. My first instinct as an artist is to be representational, but if I abstract my work, it pulls the viewer to spend a little more time with it.”"

"“We were filling this void that maybe people didn’t even know was there. We’ve grown, but at our core are the studios and the space for artists to work and connect.” We discuss how the organization has changed from simply being about “art for artists" to sharing their vision with the community, to reaching outside of Savannah through an international artist residency and showing contemporary work from artists throughout the southeast."

"“I think it was always assumed that you graduate SCAD and move to L.A. or New York or another big city both for work and for the opportunity for community.,"

"”At Sulfur, we created studio spaces, but more than that, we created this sense of community through the artists in the studios, the artists that we show, and the people who come to our events and to all the programming we do. Now, more artists feel they can stay and work in Savannah and have that community. We just need to keep making that space to keep them here, and to make Savannah an art destination.”"

"Leaders are sort of looking to move on,” she said. “There's been some great things that have happened – flexibility and remote work and more conversations around mental health in the workplace, destigmatizing burnout … huge investments made in mental health and wellbeing, but we're still feeling like they're not being actualized at work.”"

"“Fundamentally, employees are going ‘why am I here? Life's too short,” she said. “If we don't realize that people are constantly asking themselves, why am I here? What is the point? If we don't give them the point, then they'll leave or quit or quiet-quit, remain disengaged.”"

"“That should not be a badge of honor. We need to define what ‘above and beyond’ looks like,” Moss said. “If above and beyond is you working 70 hours a week, and that's what I expect, then let's be explicit about that.”"

"We’re not looking to the edges, where there's really special things that are superpowers of people who are neurodivergent – there's the coolest superpowers, and we're just not taking advantage of that in a way that's going to make us better.”"

"“The book really is to help leaders understand that there are these very fundamental important pro-social traits that we need to be adopting within our cultures, to move the needle and to give employees time to heal,”"

"“I've had so many people say to me, ‘how can we get better, we've never had time to heal, we've never had time to recover, it’s always business as usual. It's always about GDP. It's always about productivity and doing more with less, and we've never just had the leader pause and say: ‘you're probably still hurting, and how can I help that?’”"

"“Heart-forward means a few things,” she says. “I can be a caring person and really support your team and your people without being a pushover. It also means that I always want to leave people better than when I found them.”"

"“I’ve set a gigantic goal for myself. I’m going to be in the best shape of my life by the time I’m 40. I just turned 38 in March, so I’ve got time,” she says. “But part of that journey is getting really strong and getting my athlete body back. I’m strong, but I want to be this bad ass who handles it like a boss. So I told myself, ‘I’m doing it. There’s nothing standing in my way.’”"

"“I will never forget the day we lost our largest customer in 2017. It was Feb. 16 at 2 p.m. when he walked in,” she recalls. “We were doing 30% of our business with this one customer at the time. And they walked in and said, ‘We’re liquidating the business. I hope we told you soon enough.’ And my dad sat there and said, 'I’ve got 70% of the seed planted. No, you didn’t tell us soon enough.’ So I hit the ground running. We were in the middle of launching a wholesale houseplant program at the time, so I was already on the road trying to pitch that program,”"

"“I had to pivot very quickly and start to identify a couple of chains that we could gain to make up for the loss. That’s the year I started to really earn my stripes and gain the respect of my coworkers and peers. At the end of the season, I was able to recapture 89% of the sales. It was tough. But that customer had done over a million dollars with us in 2016.”"

"I agreed with them at the time that my brother, who is younger than me, was a better choice to lead the company,” Jennifer says. “He was more level-headed, he was less emotional and he was more consistent. So that was the plan.”"

"“I wasn’t projecting what I wanted to project. I wanted to come across calm, put together, direct and driven,” she says. “So I really worked on changing my responses and my reactions. I was seeing a life coach, Brendon Burchard, who wrote High Performance Habits. It changed my life.”"

"“I outperformed the expectation, I launched myself and I earned my spot,”"

"“My parents felt that I was the good choice for the helm of the ship. My brother and I looked at it and he agreed. And we agreed that we could make this work and he became chief operations officer. My brother is an awesome partner. Where I'm weak, he's strong, and where he's weak, I'm strong. We're a good complement to each other.”"

"“Mom and dad never forced us to look at horticulture,” she says. “That’s why my brother and I have degrees in different areas. And dad said, ‘I want you to go out into the world and try something else. And if you want to come back to the greenhouse, then you can. But you have to want to come back. It wasn’t forced.”"

"“I wanted to chase serial killers like they do on the Criminal Minds television show. I was really into that because I competed in speech in high school, and one of my topics was DNA profiling and criminal profiling,”"

"“I was raised with integrity as a core value and I could not imagine myself going into such a corrupt industry,”"

"I was in Portland where I didn’t have a network, but I tried it for a year. Then I called mom and dad and said, ‘Hey, I need to move home. How do you feel about a dog?’”"

"They quickly promoted me to a manager and a trainer, and I worked there for a year to get my feet back under me,”"

"“Candidly, that was the worst job I’ve ever had. However, it taught me a lot,” “Those hard jobs are actually really good for you. They build character and you learn what you can do and what you’re not willing to tolerate. It was at that job where I was put in a couple of situations that I could not stomach. Going back to that core value of integrity, I put in my two-weeks’ notice. That’s when I went to my parents and said, ‘Let’s give it a go at the greenhouse.’”"

"The hardest part about coming from restaurant and hospitality management into the greenhouse is, in a restaurant, dinner's on the table and if the customer's upset, you have to solve it right then. And when I saw an issue at the greenhouse, I’d say, ‘We need to change this.’ Since I came on in January and our fiscal year is September through August, I’d hear, ‘No, we don't need to talk about that for eight or 10 months.’"

"I'm like, excuse me, what? But I didn't understand the seasonality, that kind of process. That the minute hand has to go all the way around the clock. You can't make a decision at 7 that affects 2. And so I just had to learn to slow down. That was probably the hardest transition.""