As the founder and CEO of Knix, Joanna Griffiths built a brand that defies traditional boundaries, prioritizing inclusivity, body positivity, and empowerment over outdated norms. In a market once defined by narrow beauty standards, Knix has become a symbol of change, setting new benchmarks for what it means to feel comfortable, confident, and truly represented in your own skin. From launching one of Canada’s most successful crowdfunding campaigns to turning Knix into a global leader, Griffiths’ approach has always been about more than just business—it’s about impact. A passionate advocate for women’s health, Griffiths has made it her mission to challenge conventions, fight for equity, and champion real, meaningful progress.
In this conversation, she opens up about her boldest decisions, the highs and lows of scaling a brand, and her unwavering commitment to shaping a future where every body is celebrated. The next chapter of Knix is on the horizon, and Griffiths is just getting started.
As the founder and president of Knix, how would you describe the brand in one sentence?
Joanna Griffiths: Knix is an intimates, swimwear, and activewear brand with a mission to enable people to be unapologetically free. We aim to reinvent what products can mean for people while celebrating them for who they are. Over time, we’ve expanded into new categories like swimwear and activewear, but our core mission has remained the same—creating a brand that truly speaks to and celebrates people.
You talk a lot about freedom, which can mean different things to different people. How do you empower people to embrace that notion through Knix?
Joanna Griffiths: It’s about letting go of what you can’t control and celebrating who you are, exactly as you are. When I was growing up, Victoria’s Secret and mainstream media promoted a singular ideal of beauty—being thin, rich, and conventionally beautiful. At Knix, we believe the most aspirational thing is self-acceptance. When you meet someone who truly embraces themselves, their confidence is contagious.
The early 2000s were all about idolizing supermodels and celebrities, but today, the spotlight feels more democratized—it’s about the consumers and the community. Do you think we’ve come a long way?
Joanna Griffiths: Absolutely. When you look back at the early 2000s, even at shows like America’s Next Top Model or Grey’s Anatomy, you realize how different things were. Shonda Rhimes’ casting choices were groundbreaking at the time simply because they reflected real-life diversity. It’s wild to think about how long we stayed in that singular, limited mindset before change finally happened.
When you first started Knix, it wasn’t the industry giant it is today. What was the core problem you were most determined to solve?
Joanna Griffiths: The idea was to make leakproof, period-proof underwear. It was a real need that almost everyone experiences, yet there hadn’t been a meaningful innovation in that space for a long time. It was a taboo topic, and I knew that to normalize it, we had to create a brand that invited open conversation and broke the stigma around periods and leaks.
Entering a white space like that must have been both an opportunity and a challenge. What were the biggest hurdles and advantages of launching something entirely new?
Joanna Griffiths: The opportunity was that the sky was the limit. I worked on Knix while doing my MBA at INSEAD, where I learned about Blue Ocean Strategy—the idea that disruptive businesses succeed when they create their own category instead of competing in a crowded market. We studied brands like Cirque du Soleil, which wasn’t competing with traditional circuses or live theater, but rather creating its own space.
The challenge? There was no playbook. You couldn’t look up ‘how to market leakproof underwear’ because no one had done it before. That uncertainty was terrifying, but also liberating. At some point, I realized that no one else knows exactly what to do either. Everyone in business is just figuring it out as they go. Once you embrace that, you stop waiting for permission and start leading.
Everyone is just trying to figure it out, but culture also shifts. What works at one point might not work later. How do you navigate that as a brand?
Joanna Griffiths: Exactly! The playbook is always evolving. We’ve had to stay nimble, listen to our community, and adapt as consumer behaviors and cultural conversations shift. The key is staying true to our mission while evolving with the times. That’s how you build something lasting.
For a long time, you kept Knix independent before it was acquired. What was the tipping point that made you realize it was the right time for that change?
Joanna Griffiths: I think the interesting thing about it is that I absolutely was not looking to sell or find a partner. We had just closed a private equity round and brought on new partners. The way it happened in my life is almost surreal—we closed our private equity round on a Friday, I gave birth to my twin daughters on Monday, and on Tuesday, while I was still in the hospital, Essity, the company that ended up acquiring Knix, reached out to me. They asked if I was interested, and I remember thinking, “Your timing could not be worse.” I had just raised $50 million, just had two babies, and was still in the hospital.
But I really liked them. We shared super similar values, and even their mission—unlocking barriers to health and well-being—aligned so closely with ours. They saw in Knix the potential to create a category-defining brand that could last for generations. When you find someone who shares your vision and you genuinely get along with them, it’s hard to say no.
Many founders see acquisition as an enticing opportunity, but if it’s not the right partner, it can be a different story. You’ve been vocal about your experience fundraising while pregnant and the policy you set for yourself regarding who you’d work with. What’s your advice to other founders on choosing the right investors or partners?
Joanna Griffiths: Someone gave me this advice early on, and it’s true: it’s easier to get divorced than to break up with an investor. I always encourage founders to be as disciplined and protective as possible about who they let onto their cap table and who they surround themselves with.
For a long time, that meant saying no to a lot of money because the fit wasn’t right. When I made pros and cons lists about raising money, I realized that sometimes the number one reason was ego—it had nothing to do with what was best for the business. So, I was extremely protective of Knix. As a result, I had a core group of investors who truly believed in me, were extremely supportive, and always pushed me to trust my intuition.
When I went through the private equity round, it was a different process. We worked with an investment banker, and on the first day alone, I did around 40 meetings. It was like speed dating. Some people questioned whether I could build a company and have all these babies, or if I would just take the money and run. In that moment, I reminded myself that just because I had an investment banker didn’t mean I should abandon my core values.
I’ve always believed in having an “asshole filter”—being incredibly selective about who you let into your business. You want to work with people who, whether things are going well or going poorly, are aligned with your strategy and have the company’s best interests at heart.
Money creates an interesting power dynamic, but at the end of the day, I had to remind myself: I am the horse they’re betting on. I’m the one who can take that investment and multiply it. So, I actually had a lot more leverage than I initially thought. And that shift in perspective is important for founders to remember.
You had a similar experience on Dragon’s Den, where you turned down the highest offer due to values misalignment. Can you talk about that?
Joanna Griffiths: That was such a unique experience. I had worked at CBC and around Dragon’s Den for a while, and I had never seen a pitcher get interrupted during their opening pitch. So when it happened to me, I was shocked.
I was literally 60 seconds into my pitch when one of the Dragons cut me off, saying, “Wait, wait, wait—stop, stop. Can model number two turn around? I’d love to check out her ass.” I was completely confused. And in that moment, I knew that no matter how much this person offered me, I would never take their money.
In business, you have to be principled. If you want partnerships to last, they have to be built on integrity. You have to work with people who respect you and align with your values.
What are some key questions founders should ask potential investors to gauge if they’re the right fit?
Joanna Griffiths: References are incredibly helpful. Talk to other founders who have taken money from that firm or investor and ask how things went when times were good and when they weren’t.
Understanding how funds work was also a huge unlock for me. Every institutional investor is different, but it’s important to know their risk appetite, how long they typically hold investments, when they start getting impatient for a return, and their history of doubling down on investments. Also, ask what they look for in founders and partners—that alone can tell you a lot.
What’s a common misconception about running a high-growth business that no one really talks about?
Joanna Griffiths: That it gets easier.
The bigger the business, the bigger the problems. I’ve been at this for over 12 years, and it still shocks me. I would have thought that at some point, things would become easier—but it’s still hard.
People don’t always want to hear that, especially from someone who has had success. But the reality is, as your company grows, the challenges become bigger and more complex. The stakes might be higher or lower, but the challenges never stop.
The market is always changing, the world is always changing—so as a founder, you have to be constantly evolving and ready to tackle whatever comes next.
One of the challenges that comes up a lot for Canadian brands is trade tariffs and cross-border pricing. How has that impacted Knix, and what’s your perspective on how these policies affect Canadian businesses?
Joanna Griffiths: Oh, it’s a huge challenge. I think a lot of people don’t realize that as a Canadian brand manufacturing outside of Canada, we often face significant tariffs when bringing products back into the country. It puts us at a disadvantage compared to American brands that don’t face the same costs when selling into Canada.
Right, and that adds up fast, I imagine.
Joanna Griffiths: Absolutely. In some cases, we’re talking about 30% or more in tariffs, which means that before we even get a product onto shelves or shipped to a customer, we’re already operating at a higher cost base. That’s a big reason why pricing sometimes looks different across borders, and it’s something a lot of customers don’t realize when they compare prices between the U.S. and Canada.
Have there been any strategies or workarounds you’ve found to help mitigate that?
Joanna Griffiths: We’ve definitely had to be strategic—whether it’s adjusting our supply chain, looking at different trade agreements, or just being really thoughtful about how we price and distribute products. But ultimately, it’s a broader issue that needs attention, because it makes it harder for Canadian brands to scale internationally while staying competitive at home.
What is an unpopular opinion you have about your sector or about being a founder?
Joanna Griffiths: I don’t know if it’s unpopular or just realistic, but from where I sit, I think body positivity is on its way out. We’ve made so much progress around body diversity and inclusivity, but with things like Ozempic and other societal trends, I feel like we’re moving backward.
Do you think that’s tied to political movements, or is it more about pop culture?
Joanna Griffiths: I think it’s a mix of both. It’s really become embedded in the pop culture zeitgeist. Body positivity became a noun to some people and a verb to others—it’s been a part of household conversations for a while. But if you look at Fashion Week and the industry as a whole, you can see how the focus on body diversity is slowly fading.
As a brand, how do you react to that shift?
Joanna Griffiths: We stay the course. And to be clear, I’m not against anyone making personal decisions about their body. But I think, like with other societal shifts, we just have to stay true to who we are and what we stand for.
Speaking of staying the course, what are you most excited about in terms of what’s ahead for Knix?
Joanna Griffiths: So much! I feel like we’re always just getting started. I’m really excited about our continued retail expansion, especially within Canada. It’s something I never thought I’d be passionate about, but here we are.
We also have a lot of amazing products coming out this year, particularly in our Active and Swim categories. We’re bringing a fresh perspective that we haven’t explored before. And from a brand perspective, we’ve been working on co-founding a documentary film, which is something totally new for us.
That’s exciting! Can you tell us more about the documentary?
Joanna Griffiths: Yes! It’s called The Pink Pill, and it’s about women’s sexuality and the female version of Viagra. It explores why we don’t talk about these things and what needs to change. I’m really excited to dip our toes into media storytelling in a different way.
If someone were to follow your blueprint for success, what’s the one non-negotiable rule you’d tell them to follow?
Joanna Griffiths: Don’t give up. When everyone else would quit, you have to pick yourself up and keep going.
How do you personally handle setbacks or tough moments?
Joanna Griffiths: I give myself one night to be angry or upset about something. I actually think it’s incredibly therapeutic to set a time limit on frustration—let yourself feel it, get it out of your system, and then move on the next day. That’s been my approach since starting Knix.
Any other key elements in your playbook for success?
Joanna Griffiths: Attach yourself to something bigger than you. It makes it so much easier to push through challenges when your motivation is rooted in something meaningful. And finally—try to have fun.
Not every day is fun, but I do my best to laugh and not take everything too seriously. Building a company isn’t about overnight success; it’s about showing up consistently, doing the work, and getting a little better each day. And if you’re going to be in it for the long haul, you have to find a way to enjoy the process.
This interview has been edited and condensed for clarity. For the full discussion, listen to Lance and Joanna’s chat on the Mission Critical podcast.
