Ulta Beauty

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This year’s Fortune 500 marks the 68th running of the list.

This year’s Fortune 500 marks the 67th running of the list.

F500-2021-451-Ulta Beauty

Pandemic lockdowns and the resulting work-from-home movement made 2020 an extremely tough year for Ulta, with sales falling 17% compared to the year before. Founded by the former president of Osco Drug, the chain of beauty stores carries a wide variety of cosmetics, haircare, and skincare brands. Over the past decade, Ulta's stock produced an average annual return to shareholders of 24%. The company started 2021 strong, reporting that comparable sales were up 65% compared to the same three months last year.

This year's Fortune 500 marks the 66th running of the list.

F500-2020-418-Ulta-Beauty

Bucking wider retail trends, Ulta added a net of 80 stores during the year, while revenue grew by 10%.

This year's Fortune 500 marks the 65th running of the list.

This year's Fortune 500 marks the 64th running of the list.

Everybody loves an up-and-comer: 2018's top three-year performers in revenues, profits, and stock returns.

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This year's Fortune 500 marks the 63rd running of the list.

Everybody loves an up-and-comer: 2017's top three-year performers in revenues, profits, and stock returns.

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Ulta has capitalized on the beauty craze, operating a chain of stores where shoppers can peruse the latest brow gels, lash extensions, and serums.The company’s branded and private label beauty products include cosmetics, fragrance, hair care, skin care, bath and body products, professional hair products, and salon styling tools. The company carries over 25,000 products across 600 brands in more than 1,400 stores. Ulta’s CFO told Fortune that Ulta’s loyalty program, with over 44 million members, has helped it develop a following to compete effectively against other mall-based stores and e-commerce competitors.

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Ulta Beauty (ULTA): Company Profile, Stock Price, News, Rankings

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ulta beauty

Companies

Ulta Beauty | Fortune

Ulta Beauty (ULTA): Company Profile, Stock Price, News, Rankings | Fortune

Erin Cabrey

Retail Brew

Target and Ulta just broke up: Employees raised red flags about shoplifting, understaffing, and foot-traffic cannibalization

/2025/08/18/target-ulta-partnership-ends-shoplifting-understaffing/

Fortune Editors

Fortune 500 Power Moves: Which executives gained and lost power, June 21-27, 2025

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Sheryl Estrada

Ulta Beauty CFO’s journey to the C-suite began with a summer job on Wall Street at 16

/2025/05/14/ulta-beauty-cfo-journey-c-suite-summer-job-wall-street-at-16/

John Kell

Ulta Beauty says online shopping habits are changing. Here’s how the retailer invests in tech to keep up

/2025/04/23/ulta-beauty-ai-it-systems/

Amanda Gerut

Warren Buffett’s Berkshire Hathaway could be prepping for pool parties packed with pizza, beer, and premium pinot noir

/2025/02/15/warren-buffett-berkshire-hathaway-stocks-pool-dominos-ulta-beer-wine/

https://fortune.com/2025/08/18/target-ulta-partnership-ends-shoplifting-understaffing/?itm_source=parsely-api

Ulta Beauty says online shopping habits are changing. Here's how the retailer invests in tech to keep up

https://fortune.com/2025/04/23/ulta-beauty-ai-it-systems/?itm_source=parsely-api

Sydney Lake

54-year-old woman who led an $8 million beauty product shoplifting ring sentenced to 5 years in prison

https://fortune.com/2025/01/16/woman-led-8-million-beauty-product-shoplifting-ring-sentenced-ulta-sephora/?itm_source=parsely-api

Dave Kimbell says a partnership with Target and a more diverse offering are driving sales momentum.

Ulta Beauty CEO “optimistic” about holiday sales despite turbulent economy

Leadership

Ulta CEO “optimistic” about holiday sales despite economy

dave so great to meet you and to talk about Ulta beauty and you know, we've seen that your company has strong business results on black friday. And then again on cyber monday to kick off the holiday shopping season. Well now we are in peak season. How's business going right now? You're right. We're right in the midst of the holiday season, our biggest time of the year. And as we shared on our recent earnings call, we're feeling really good about the momentum that we see as we enter into this holiday season. Conf consumers have always treated holidays as a time to both gift and glam. And the beauty category plays an important role in that gifting for sure, for loved ones. And we're seeing strong adoption and engagement across our portfolio and then glamping in this year, more than ever as people are out and about and enjoying holiday parties and other events with friends and family. So we're encouraged by the results. We have a lot of ground still to cover but optimistic about the consumer engagement that we're seeing. We all know that the holidays are the most important time for retailers, including for all to but it's also a time right now, that's for cautious spending. I mean, what's your take on consumer attitudes about spending money on whether it's a beauty or fragrances when it comes to presence. No doubt that this is a disrupted time consumers are dealing with a lot as we come out of the pandemic and then face face high level and inflation and other pressures in the world around us. But what we know about beauty is it's resilient and it's important to our consumers lives. It's an emotional category that makes it one that is able to navigate disruption. And we're seeing that now and we feel both through the holiday and as we look in 2023 the core beauty category will continue to be healthy. Tell us about the partnership between alta and Target. You've opened nearly 350 alta shops and shops stores inside of Target. How's business going with this concept? Well, Target has, it's been an exceptional partner and what we built is really differentiated. It isn't just taking an all time, put it in a target. It's creating a customized, unique, differentiated experience that allows the target shopper and the older beauty of targeting consumer to discover products in ways that they never have before. It's off to a great start. We're about a year into it. We're expanding more next year. Uh and our guests are really responding well, so we're excited about it and feel like it's a great way to further disk And evolve the beauty category and and deliver a great experience for our guests. What has surprised you about this partnership? Well, it is really powerful. Target has 30 million people that walked through a target every single week. And so gave us a great opportunity to reach a whole new audience, but also at the same time serve our existing guest in in an in a new and incremental way and so far, what we're seeing is they're really responding face, They're shopping across every category. They're discovering new products to add to their baskets and and so far we're really pleased with how it's working together. Well, it sounds like your strategies are working when it comes to the financial results at all to the company reported just recently, double-digit sales and earnings. And you told investors that you're expecting to increase revenues as much as 8% by the end of this year. Does that momentum carry over into the new year? Well, we're very optimistic about the long-term future of of all the beauty and as we look into 2023 there is for sure, a high level of uncertainty but we're really confident in our business model and the experience that we deliver every day and the power of of our team and so what we shared is we do believe there's going to be growth ahead of us. We believe it will moderate somewhat from the from the strong growth we saw this year, but we we believe will will settle into what we identified a little while ago as our long term growth algorithm of 3 to 5%. I'm sure you see all the forecasts about a recession for next year. How could a recession impact these plans that you're talking about your growth trajectory. I've been working in this category for a long time and I guess I could say there's more uncertainty as we look into 2023 than any year that I've experienced just given everything that the consumer has been facing these last couple of years. But what we do know is the category is entering into 2023 and a position of strength. There's a deeper connection between beauty and wellness and self care that we think serves well. And we see consumers typically see beauty as important to their emotional wellness as well as just an affordable luxury. So yes, we're watching, we're thinking carefully about how to best manage through an uncertain environment, but we optimism that the category will be able to navigate it. Well, Dave your predecessor mary Dillon recruited you eight years ago to be Delta's Chief marketing Officer. And then you moved on to be chief merchandizing officer and then you were promoted to president. And together you two transformed alta into this powerful growth company. Well now you're the ceo what are your plans to put your stamp on the company? I will say I learned so much from mary in her time here and my career working with mary and at at multiple different places And and so what that ultimately comes down to me is this idea of leading with heart leading with care and compassion and then surrounding that with a clear focus on delivering for our guest, strong teamwork, bold action and so as I look forward and think about the stamp that I want to put on our company, It's continuing strong leadership. But having our team reflect on alta as just a great place to work and one that they feel valued, respected and excited to come to work every day and I feel like I can keep doing that our business results will deliver. You've also made diversity and inclusion a top priority at all. So I understand that you've increased spending for Black led beauty brands, latin brands and supporting entrepreneurs of color. What are your goals? I'd start by saying That inclusivity is important for every every company I would argue. But it's particularly important in the beauty category because beauty is fundamentally about self expression about how each individual chooses to bring themselves to life to the world around them. And if you think through that lens that means it has to be inherently inclusive because every individual is unique and how and how they choose to express themselves. We make commitments this year, spending $50 million dollars across the four key pillars. One is just amplifying uh diverse voices, underrepresented voices through all of our marketing and communication efforts. And we've done a lot of that too is our assortment. We've doubled more than double the number of black owned brands. We're bringing in latin X founder asian american founders to make sure our assortment is representative of the of our consumers. Third is the experience that we deliver in stores, so we've invested more in training our associates to sure they're ready and fourth is our team and make sure that our team represents the world around us. And I'm pleased that our company is over 47% people of color. So we have a really good, really good foundation of diversity and it's about expressing that to the world and that's that's our mission and our vision. And you also brought in Tracy, Ellis, the actress and entrepreneur as altars diversity and inclusion advisor. What did she say? And what did she do? And what did it accomplish? Well, she's been a great partner. She has a brand with us pattern that's been an exceptional partner on that. But then as as a lead uh partner for us in our D and I efforts, she was there to really just help help us think bigger and bolder and to be disruptive to bring a different voice in as a brand founder and certainly an influencer in so many ways. So she's really been there to challenge us, but more importantly to partner with us. And I just, I'm so grateful to have her her voice and her experience on our side and uh, and really have had a great experience with her. So how would you describe how diversity and inclusion looks like in alta, after a year of making all of these moves are marketing or communication through what we call our muse program has has come to light in new and exciting ways, both in store and outside of stores and our team. Our team is reflective, even more reflective of the world around them and the focus on the training and the top of mind connection that that we have in making sure that we're delivering experience that's reflective of our values I know is showing up. I see it every time I'm in our stores and so I'm really proud of what we're doing, but I know there's more work to do and and I personally lead this effort and I'm focused on making sure that we drive this well into our future.

Prama Bhatt, Chief Digital Officer, Ulta Beauty
Raina Moskowitz, Chief Operating Officer, Etsy
Interviewer: Maria Aspan, FORTUNE 


MPW Next Gen 2022 - Bright Spots In Retail

Conferences

MPW Next Gen 2022 - Bright Spots In Retail


between the pandemic advancements in technology and the way the world has changed in general. It's safe to say that consumer behavior has dramatically transformed many retailers are warning investors of stock dips and consumer decline. And while this is true for most companies were going to sit down with two retail leaders who are successfully navigating this very tricky market prom a bat, chief digital officer at Ulta Beauty uses a human first design approach that has resulted in significant growth for the retailer. And Raina Moskovitz is the chief operating officer of sc where she leads the company's strategy to unlock new growth and revenue driving opportunities over the last few years has seen a great expansion in its customer base along with a large number of repeat buyers. So what's in the special sauce for both of these retailers here to discuss these business opportunities? Please welcome prom a and Raina for a conversation with fortunes Maria aspen. So we realized that you're all stretched and also we're all that's standing between you and lunch are sitting between you and lunch. So we're gonna try to keep the fun. Yeah, I don't know how we follow follow the stretching routine. Well, let's talk about makeup and makers. What is Um, what is your secret sauce? You know, we, we heard today that US retail sales were up 1.3% and that was like stronger than expected. So in this terrible and grinding retail environment. Um how have you both kind of broken through? Uh, well, I think one retail has been um, is always dynamic. The pandemic probably just heightens the level of dynamism um and uh you know, really responding I think and understanding needs of our members, our consumers, our guests that are um are beauty enthusiasts and uh following the signals they're sending in terms of their different needs they had. Even through the phase of the pandemic, uh through the pandemic, it could have been a. D. I. Y. Phase, it could have been a self care phase, and some of these phases weren't phases at all, they fundamentally altered. Um You know, the way we think about the beauty journey. So I would say for us um really paying attention, listening and learning uh not only to the data but directly from our member base and responding to those needs um has helped us continue to be resilient and uh and innovate uh through the pandemic and post pandemic For Etsy. Our mission is to keep commerce human and we're a platform that connects nearly 90 million consumers with over five million creative entrepreneurs around the world. And we have over 100 million items for sale on sc. And so for us it's really about creating a differentiated experience. So much of retail and e commerce has been defined by, you know, how cheap is something, how quickly can it arrive and as few quick as possible. And there is uh and leading to a lot of commoditization and there's a role for that of course. Um But I think what's really allowed us to grow and thrive is by offering something that's different and a really personalized and human shopping experience. Um mama, I bought makeup for the first time in a few, like in a year for this conference, like how I want to celebrate that. Me too, very excited about my new lipstick. But as we are in this sort of quasi post pandemic return to work, return to travel environment, How do you see that playing out for all to see customer base in your business? Yeah. You know, beauty is a very personal category. And even through those storms that we talked about with the pandemic, uh the role it serves in the lives of our consumer base. We really talk about our brand purpose being about bringing um you know, the possibilities to life through the power of beauty. But really beauty on your own terms. Um Beauty is self expression. Beauty is self care. Beauty is empowerment. Um and we really see uh you know that resonating well um and keeping that relationship with beauty alive because it's because it is so personal. Um So we've seen strong returns um coming out of 2020 you might have heard some terms like the lipstick effect or uh you know, maybe you weren't wearing uh weren't doing the same routine when you were on zoom calls, but you know, I don't know about you guys, I got tired of looking at myself all the time um on those calls and uh so, you know, finding new routines, um so I would say that's uh something that we definitely see in terms of the way we think about the beauty journey and the response and the way we see the behavior of beauty enthusiasts. The last thing I'll leave you is this intersection and I heard a lot of it uh through the conference, which is beauty and wellness and really making sure that when we talk about beauty, we're not talking about it superficially as something on the outside. Um we are really talking about whatever it means um from an inside out perspective or however each each individual defines uh you know, beauty for for themselves. So that intersection with beauty and wellness um is also something we see resonating and something that we think is here to stay. Uh one more question on the beauty industry in general. Of course, we saw the Estee lauder announcement planned deal to take over tom ford um for $2.8 billion. How do you see that reshaping the competitive landscape? Well, you know, um we have really great relationships with our brand partners um and uh each of our key brand partners, our portfolio of brands across hair, skin and makeup across price points. Um and we really love that about our assortment and are offering bringing a lot of diversity and inclusion uh to meeting the needs from a value perspective to uh you know, to prestige perspective. So you'll find everything from master prestige. And so when we think about those relationships with our consumers and we think about those relationships with our brand partners uh you know the more robust of a brand portfolio we have so we can serve the needs of every beauty enthusiasts in the way that they see fit across the categories that we have across the price points that we have. Um And including um as we bring, you know, we have services in every one of our stores. So the stronger our brand partnerships, the stronger our brand portfolio, the more we're meeting the needs of more beauty enthusiasts. I know I want to go back to what you were saying about sort of the patients of the S. C. Customer especially as we're approaching the holiday season. Um Do you feel like customer and consumer behavior has shifted given all of the sort of delays in the supply chain that we sort of all lived through for everything from peloton bikes to toilet paper in the past few years. So you know what's unique about our business model is we've been incredibly resilient and have not faced those types of supply chain issues. So again as I mentioned, we have over 100 million items for sale from over five million creative entrepreneurs and our business models able to adapt and when you shop on Etsy you're buying directly from the maker. So the item you're purchasing is not passing through uh, you know, a long supply chain, It's not passing through a lot of different handoffs, causing delays. And I think um you know, really the most incredible example that we saw this was in april 2020 when the CDC came out and said, you know, they recommended wearing masks and retailers scrambled. You know, no one was making masks. And literally overnight our sellers started, you know, who were, who were selling wedding dresses, who were selling sweaters, whatever whatever they were they pivoted and they were able to meet an incredible surge in demand for face masks. And so that was that was a really incredible moment just given the backdrop of the pandemic and our sellers rising to the challenge. But I think it really demonstrates the resilience and flexibility of our model too. Both respond to big moments and supply chain opportunity and and also to shifting trends and consumer behaviors. So, you know, I think again, it's and it's why he's been able to meet the needs of our consumers because our sellers are able to respond to trends. And I think, as you mentioned earlier, we're also in a moment where consumers are open to trying new things and building new habits. And so as he's also an incredible place to discover new items and to discover new brands. I want to open it up to questions in a minute. But um just to follow up on that, uh what are you seeing from consumer behavior right now? Like what are, what are we interested in? Yeah. So you know, first of all consumers have more options than they've had in a very long time. And so that means e commerce, but also as you said, we can now thank goodness to go out to dinner and we can travel and so there's a lot um that we have to compete against in terms of what consumers are looking for and how they want to spend their money, but what we are seeing is people are creating, people are ready to um to celebrate a little bit even with everything going on. So in terms of trends, you know, we're seeing Hot Pink has been very much trending um throughout the year. People are looking for vibrant art and um and jewelry and um and just festive moments. So we see that people are looking to gather this holiday season, and so they're looking for um for decor and and opportunities to really make their gatherings more festive. Uh Do we have questions in the room? We'll bring a mic over to you 1/2. Hi, I'm Jacqueline Brown with Workday and I'm so excited to have the two of you here. I'm curious about the fc business model, how does it differ from, let's say the the Ebay business model or some of those other business models where they have platforms where entrepreneurs get to sell their products. Sure, so C is a global e commerce marketplace and we connect buyers who are looking to purchase from independent artists and makers and so there are a lot of similarities but we really focused on unique handmade goods and also vintage goods. Um So we're different from other resellers or re commerce and also from Ebay, you know, who has cars and electronics and other things. So really our core businesses around home and living, jewelry, accessories, um some other categories that focus more on handmade and unique items. Got a question over here, Thank you kelly, Robin, transformational management consultant with insignia. Um We deal a lot in innovation, so I'm curious what both of you have to say about what you see in innovation and transformation in each of the companies and brands that you represent for for us. C and an area that we're really focused on is around Discovery. And so, you know, it's amazing that we have so many items for sale on Etsy, but it's also overwhelming and um it leads to a lot of tyranny of choice when you're shopping and you're trying to narrow down what you're looking for. And also sometimes you don't quite know how to describe what you're looking for. And so we're really innovating in areas around search and Discovery to make it easier to find what you're looking for, whether it's through um new image search functionality or through video. Um we're really experimenting a lot here to make it a delightful experience. Um it's you know if you're browsing but also helping you to narrow down the results even faster. Um so that's that's certainly an area that we are really trying to lead and innovate in. Um one I would just second the fact that I was one of those buyers that went to, etc, and bought a face mask, I don't know how many others did, but thank you for for that. Um from an innovation perspective, you know, we've been on a journey to continue to kind of bridge physical and digital experiences and be relevant at different moments along the beauty journey from an innovation perspective we picked a few areas and technologies that we think enable the kinds of beauty experiences that can be differentiated that are differentiated because they're grounded in data and insights, but they're also very personal and human. A little bit of the theme that you that you heard from Raina. So those areas for us um are around uh leveraging ai and intelligence around personalization and I know personalization is a word that gets thrown out a lot in different ways, but you know, really being able to insert yourself in the e commerce journey with an appropriate quiz or or you know, a beauty tips or tool that makes sense. Um uh if you spend any time on our Ulta beauty app um we have a glam lab a virtual try on capability for makeup for hair for lashes. I mean lashes are a thing, I don't know how many of you, I haven't gotten to the point where I'm, I'm wearing lashes, I'll just be truth be told on that. But our our our member base and our consumers lashes are a big trend and to be able to virtually try on a whole host of styles related to lashes um before you buy is just, you know, a friction reducer as well as a little bit of fun, you know, which is what all this is. A, so that's just one area we've been focused on, we've also been focused on taking that same kind of virtual Tryon. If you think about your mobile device and the camera and augmenting your face essentially you're augmenting your hair, coloring, your hair styling, trying a different style, you can use that same technology to augment your store environment. And so how do we make discovery of product in our store using your own mobile device, Whether it be easy ways to bring views or how twos are quick, get ready with me there. Uh, you know, educational tips as your, as your browsing our store. So I would say for us, you know, when we think about innovation, we're thinking about data driven experiences but that really intersect in a human way and that's all the need, uh whether it's virtual try on, we have a personalized skin analysis. Um and these other augmented experiences when you're in our physical stores hire me. I'm Denise from Deloitte. And personally probably I've contributed to your market growth at Ulta with my many part of the reason I shop at also is because you have such a wide range of products by and for women of color. Can you talk a little bit about your journey around supplier diversity and where you see yourself going? Yeah, that's a great question. We're really proud about the fact that we live in an industry in a space that uh really embraces diversity and inclusion and uh and beauty for all. Uh and we believe it's our responsibility to continue to drive um diversity inclusion, build community. Uh and uh we've been more intention. Uh in 2021 we committed to the 15% pledge um in terms of ensuring that we're allowing for appropriate representation and allocation of space within um within our um product portfolio. Uh this year we committed $50 million to continue to drive uh diversity and inclusion. Some of the areas that were, you know, investing um specifically about $10 million on brand marketing related uh to supporting our black led brands are black founded brands are black owned brands. And that's a very specific commitment. We've also made a $25 million dollar commitment across uh driving engagement and marketing activities across multicultural platforms so ensuring that representation um and appropriate. You know, uh fairness is definitely our focus um and also other programs that are more strategic, like an accelerator through our music program where we're really building relationships with very small um and upstart brands that are emerging. So those are a few examples of how we think about diversity and inclusion related to kind of what we're bringing to the marketplace. But I would say, you know, part of the journey that we're on, and while we're so proud, we know there's so much more to do, which is ensuring that the way we think about, you know, our team members, the way we think about every single business process, uh you know, it is at the core of our brand purpose and D. N. A. But making sure we're really being intentional in it. Being, you know, literally linked to everything we do every single day from an operating process perspective is something maybe behind the scenes that doesn't have the visibility of an investment, but something that's equally important to us. Can I ask you to, because he has a slightly different business model, but I'm curious how you're thinking about this behind the scenes. Absolutely. So, so, first I love just thinking about it starts with who you hire and your workforce and how you get work done. And so I love that foundational E and F. C. Has focused on diverse of our employee base for many years and have made a lot of progress there when you have more diverse teams that leads to better products that leads to better decisions. And so that's been the Foundation over the past few years. We've also established several public diversity goals around our marketplace as well. And so we've been also very intentional about our marketing efforts and how do we make sure that S. C. Is a diverse, inclusive and equitable place to both shop and sell. And so we think about both sides, and so a lot of it is in our marketing, um the skin tones that we feature when you come to the site, we think about the merchandise that we promote, um and and um and making sure that that is diverse again, featuring black owned shops, latin owned shops, a p I community shops. And so we also have a mission to focus on um on communities that don't have access to bringing their goods online. And so we have an uplift Makers Fund that enables communities to bring their goods online. We launched an afghan refugee collective um campaign this year. And so bringing those makers goods online has been a great opportunity as well. And so again, lots more to do. But we're sort of laying the Foundation and making public commitments as well to progress just one Well, go ahead, I'm afraid that we are out of time, but I think this is both. Um this is a really these are two really great bright spots to end on. So, thank you both so much for joining us and please join me in, thanking our panelists. Thanks for having me.

Dillon discusses the industry's pivot and the importance of brick & mortar stores.

Ulta Beauty CEO Mary Dillon on the new reality of retail

Dillon discusses the importance of brick & mortar stores.

 SPEAKER 1: One of the big challenges that people in your position faced, of course, was as you've dealt with this crisis, was you a lot of retailers had to furlough staff temporarily. There's a chain supply-- supply chain disruptions. How did you make sure that your troops didn't get freaked out by furloughs, or maybe lose some of them, or worried by COVID. I mean, how-- this is a leadership question, how do you make sure the troops are able to provide the company what it needs, and what's the message that you give your workforce? MARY DILLON: Well, Bill, I'm sure everybody in this meeting as leaders has encountered, has really reached into their souls to be the best leaders they can possibly be during this time. So in retail, we are in the human business, right. We have most of our employees, associates work in our stores or our distribution centers. We serve guests and customers. So the health and safety was paramount and so the decision-- we were-- we closed our stores and that was a very tough decision, and in some cases mandated, in some cases, we did ourselves but we needed to take the time to make sure that we had safe procedures in place for shopping to happen. When we made a decision to furlough associates, we brought many back. We also knew that the CARES Act at the time was going to help support them financially, but I would say that the main thing is your leadership approach and values really shine through. For me it's been about putting our associates at the center of everything we do, and really respecting them, with honesty, with transparency, and so when we did make the decision to furlough, which was very difficult, but our stores were closed, right, for several weeks, each associate that was furloughed had a personal conversation with their manager. Not an email, not a big phone call. It might sound small, but in the scheme of things, that was the kind of thing that really mattered to our associates. So I think it's about having the humility to say you don't have all the answers, but the human connection, and the trust, and respect to be as transparent as you possibly can. And lastly I would say it's about being decisive. I mean, we are going to be judged coming out of this crisis on how we treated our people, how we treated our customers, and how we set our business up for long term success. And so making big decisions, I think that's what it's all about right now as well. 

How Mary Dillon led Ulta Beauty through the pandemic

She joins Fortune’s MPW Summit to discuss.

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