When business pushes culture forward

For Miki Agrawal, periods and body hygiene became more than just a business; they became a platform for widespread social change.

Taboos surrounding menstruation have led to a knowledge gap in women's health, with millions of girls and women suffering from period poverty worldwide, and even dying.

One way to destigmatize the topic is through frank conversations about periods and period products, which is how social entrepreneurs like Miki Agrawal — the founder and former CEO of the period underwear brand THINX and bidet attachment company TUSHY — are changing how people think, feel, and speak about their bodies.

"Agrawal imagined a world where people talk openly about periods, bathroom habits, and body health without embarrassment," says Chris Neck, professor of management and entrepreneurship and an expert in leadership and self-leadership. "Instead of waiting for culture to catch up, she pushed culture forward."

As a visionary, challenger, and activist leader, Agrawal isn't afraid to stand out from the crowd while championing products that address everyday bodily functions.

"She uses business as a platform for social change, and is not just trying to sell products," says Neck. "Her companies are tools for cultural change, not just revenue machines."

Agrawal founded THINX in 2011 alongside her sister, entrepreneur Radha Agrawal, and friend Antonia Dunbar. But it wasn't until 2015, when the company launched a controversial subway ad campaign that used the word "period" and included visual metaphors like fruit and cracked eggs, that THINX gained national attention.

It was a personal and professional risk to talk about menstruation so openly, but for Agrawal, it paid off.

"Periods had long been treated as something to hide, even in advertising. By talking about them openly, Agrawal risked public backlash, losing retailers, and scaring off investors," says Neck.

The campaign resulted in more brands using direct language about menstruation and body health, and led consumers to have more open conversations about their bodies. The attention positioned THINX as a cultural disruptor, and Agrawal's courage to normalize conversations about not just the product, but the message, defined the brand.

The increased visibility also led to rapid growth for THINX as the brand became more than just another apparel company, but a symbol of period equity.

Agrawal is in several innovation lists, and THINX was named one of Time Magazine's Best New Inventions and Fast Company's Most Innovative Companies. The recognition gave Agrawal and THINX credibility while reassuring investors that, despite the controversy, the brand was legitimate.

"When a business challenges social norms, people often question whether it is serious or just trying to shock," says Neck. "Awards and recognitions from respected outlets help answer that question. They signal that the work is not only provocative but also smart, impactful, and well executed."

Courage to challenge culture

Neck describes Agrawal as a visionary, activist, and challenger leader with a personal and values-driven approach to business. Through THINX's subway ads, Agrawal demonstrated challenger leadership qualities by refusing to soften her message to make others comfortable.

"Challengers do not accept social rules simply because they exist, and constantly ask why we do things a certain way," says Neck. "By challenging taboos surrounding menstruation, she invites consumers to participate in conversations they may not want to have, but probably need to have."

As a visionary, Agrawal marketed THINX as a movement, not just a product. And as an activist leader, Agrawal has used her platform for social change.

Following her exit from THINX in 2017, Agrawal founded TUSHY and continued to push cultural boundaries by openly discussing bathroom hygiene and its impact on sustainability. Once again, her advocacy and leadership shifted what people felt comfortable discussing in public, demonstrating how business doesn't just respond to culture but shapes it.

Neck says that Agrawal's courage to address topics like menstruation and bathroom hygiene — while turning discomfort into curiosity — is one of her greatest strengths.

"She is willing to go first into uncomfortable spaces and say things others are afraid to," he says. "This helps her build brands that feel meaningful and different, not generic."

But being the face of a visible brand can also invite intense public scrutiny.

"When a founder becomes the face of a movement, the spotlight magnifies mistakes, and rapid growth combined with controversy can strain teams and systems," Neck says. "Agrawal's journey shows that while bold vision can spark change quickly, strong structure and accountability are needed to sustain that change."

Agrawal's continued success — from THINX and TUSHY to her gluten-free, farm-to-table company, WILD, and her newest business, HIRO, a sustainable diaper brand — is evident in her ability to grow as a leader through both praise and backlash.

Her approach to building HIRO, which focuses heavily on sustainability and waste solutions, also shows her growth from a business-sector disruptor to one who deeply values sustainability.

"She appears more focused on building systems that can support long-term impact," says Neck. "With HIRO, she leads with bold ideas but with greater attention to structure, transparency, and durability."

Nonlinear path to leadership

Agrawal's journey to CEO challenges the idea of a polished entrepreneur: Her journey is nonlinear, messy, and human, and includes bold wins, public mistakes, criticism, and reinvention.

"Her story challenges the idea that leaders must always appear calm, perfect, and universally liked," Neck says. "It shows students that leadership often involves discomfort, self-reflection, and the willingness to start again."

If Agrawal were just getting started today, Neck says her leadership styles would still hold up, especially since today's consumers value courage, honesty, and purpose. In today's culture, brands that take clear stances on social issues are often successful in building strong consumer loyalty.

"Her story offers an important lesson," says Neck. "Bold leadership works best when paired with strong teams and systems that can handle growth and scrutiny."