Leadership isn’t about fitting into a mold—it’s about breaking it. Few embody this truth as powerfully as Krystal Taylor, a visionary leader who’s spent her career challenging stereotypes, dismantling biases, and redefining what it means to lead with impact. From her rapid ascent to the C-suite to her current role as a corporate coach and facilitator, Krystal has consistently proven that age, gender, and appearance are no match for competence, passion, and strategic thinking.
And, with her dopamine dressing brand set to launch, Krystal is taking her mission beyond the boardroom, inspiring women everywhere to embrace their authenticity and own their power. This is leadership, reimagined.
Inspired by her bold approach, we at IMPAAKT, got into conversation with Krystal to learn more about her journey, her vision, and the legacy she’s building.
This is her story, and it is just getting started-
Krystal Taylor, having served as one of the youngest women C-suite leaders, what were the major challenges that you faced, and how do those experiences help you today in transforming the thinking of organizations, teams and individuals?
Being a young leader, especially as a woman, often invites skepticism about your competence and decision-making abilities, with questions about how you even earned your role in the first place. This scrutiny extends to your appearance and often leads to an imbalance in conversations and decision-making, as women are sometimes unfairly seen as leading with “emotion.” However, I challenge these outdated perceptions. Traits like assertiveness, decisiveness, and ambition are often seen as masculine qualities. When women display them, they’re labeled “too aggressive” or “bossy,” rather than recognized as competent leaders. So, why can’t the workplace be truly equal?
Young leaders, particularly women, often face the expectation of working harder and longer than their more senior counterparts, even if they may lack the experience, skills, or knowledge that comes with time. Yet, young women leaders possess unique insights gained through dedication and passion that can be invaluable.
Throughout my career, I’ve encountered numerous unjust “no’s”, such as: “You’re too young and lack life experience,” “You’re a woman; you’ll be too sensitive to lead men,” or “I bet you slept your way to the top.” These are just a few of the comments I’ve faced.
Young leaders often bear the weight of higher expectations to justify their positions, which demands a results-driven mindset and immense resilience to persevere.
Your notable reputation as a ‘game-changing executive’ has helped you raise multimillion-dollar growth initiatives at previous companies. Please share how you accelerated from Accounts Receivable Officer to President of the USA division and now as a Corporate Workshop Facilitator, Trainer, and Coach.
Each of us has the ability to think strategically and drive meaningful change in any organization or situation. I’ve often thought about how every role, transaction, customer, and business owner could benefit from thinking outside the box. I spent countless hours considering potential outcomes and what was on the horizon, carefully understanding not only the results needed but also the broader impact on all parties involved—including the employees tasked with executing the goals. I never accepted “no” as an answer without fully evaluating the impact across all areas.
My transition into coaching and workshop facilitation was motivated by a desire to bring a fresh perspective from the outside looking in. People who work in roles day in and day out often become so immersed in the issues at hand that they lose sight of the bigger picture. They also feel a strong need to have a voice in the change process, as they are the ones who experience the challenges firsthand. By my coaching, a voice it allows not only staff to feel heard but organizations to recognize there might be a change needed for inclusive strength.
Please share the business mantra that helps you empower organizations to attain maximum productivity through your corporate training.
Empowering people and organizations to thrive in an ever-evolving business landscape requires many things. However, I believe, that to inspire and encourage growth in a workplace there are 3 important ‘E’s’ – Elevate, Engage and Equip. A good workplace offers an opportunity to Elevate not only the staff members by providing growth but also encourages out-of-the-box thinking and mindset. To take staff on the journey of growth you must encourage and inspire. Engage– Understanding the motivating factor behind your staff and why they choose to show up to work everyday for you, allows leaders to know how to join the bond of work as well as keep their knowledge of the job in your work environment and reach full potential and engagement. Equip– A staff member is only as good as the employer’s ability to provide an environment that allows them to succeed. You could have any amazing mantra and vision on paper but if the workplace is continuously not allowing a person to understand the goals, steps and results required, you set your staff up for failure.
Your upcoming brand based on dopamine dressing would be phenomenal in women’s upliftment and helping them overcome their trauma. Would you like to shed light on its launch and any other additional details about the target audience in the context of demographics?
To answer this question, I need to reflect on many of the experiences I faced as a young leader in organizations that placed undue focus on physical appearance. Throughout my career, I’ve encountered many comments or company expectations about how I should present myself. And this wasn’t limited to just gender—early in my career, even men were judged based on the length of their beards or whether they had tattoos. Many corporate environments unfairly connect appearance to competence.
Over the years, I’ve been judged for my age, my tattoos, my clothing choices, my tone of voice, the way I walk, and even the heels I wear. For women, there’s often an added layer of scrutiny related to sexuality in the workplace, with some even suggesting, “She must have slept her way to the top.” Or she will have a child and therefore will require leave….all whilst not asking.
The reason I focus on dopamine dressing is simple: Everyone, regardless of shape, size, race, sexuality, or gender, should be evaluated based on their work and passion, not how they appear. Your capabilities and talents should define you, not how the world perceives your body or appearance.
So yes, I choose to be authentically myself in every opportunity. My brand is pink, because I believe that when you allow your dopamine dressing—clothing that makes you feel happy and confident—to shine through, you walk out the door with a smile on your face. This boosts your mood and energy.
For context, dopamine dressing is the concept of wearing clothes that boost your mood and confidence by triggering the release of dopamine, the “feel-good” neurotransmitter in the brain. This trend blends the psychology of colors, textures, and personal expression to enhance overall happiness.
My brand is not targeted to any specific demographic because I believe everyone on this earth deserves to feel special, heard, and respected—regardless of their background or appearance.
In 2025, how do you see technology, specifically AI, playing a major role in corporate training and coaching?
ChatGTD provided this answer- AI will not replace human coaches and trainers but will augment their capabilities, making learning more effective, scalable, and accessible. The future of corporate training will be smarter, more adaptive, and deeply integrated with AI-driven insights—empowering employees and organizations to stay ahead in an evolving business landscape.
You emphasize ‘The Human Condition’ in your approach. Can you share a notable experience that has helped your audience or client achieve business excellence?
I believe there was one mentor who truly changed the trajectory of my career. I had the privilege of working closely with a CEO who looked past my age and gender, disregarding stereotypes about experience and capability due to age. He consistently uplifted me, addressing my concerns and self-doubt, and reminding me of my own power and capability.
One of my favorite moments working together was when I attended a major corporate meeting as the only woman in the room. My confidence had been shaken after I was advised to “tone down” my appearance—“maybe avoid floral patterns or opt for a darker business suit.” By other leaders. When I walked in, the CEO turned to me and asked, “What, no pink today?” I responded, “Oh, I thought I had to look more professional.” He smiled and said, “You always look presentable and professional. I don’t care if you wear your pajamas, it’s about your brain and dedication. That’s what I respect.”
In that moment, I realized how much work environments can influence and empower their staff. When leaders value their team, the team will value their work and align with the company’s vision.
Every leader should pause and reflect on their interactions with staff, asking themselves, “Am I being the leader I needed when I was starting out? Am I helping others grow and succeed?”
“We must become the leaders that we all needed at one point in our lives.” Could you please specify any leadership style that young women C-suite need to adopt?
This is one of my favorite questions because I believe everyone encounters this in their professional growth. Young women leaders in the C-suite must embrace leadership styles that empower teams, drive innovation, and foster inclusive growth.
My motto is simple: I cannot do it all. If you have a seat at my table, it’s because you bring skills that I lack. True leadership is not about control—it’s about recognizing the unique strengths of your team. Leaders who fail to encourage devil’s advocacy and open dialogue miss out on the extraordinary talents their employees bring to the table.
A blend of transformational, servant, and authentic leadership enables both leaders and teams to thrive in high-impact roles. To become the leader we once needed, young women in the C-suite must lead boldly, authentically, and with purpose—not just breaking barriers but paving the way for those who follow.
And remember, there will be moments of doubt—times when you cry in your office or at home, wondering if advocating for your team will come at a personal cost. But if you lead with transparency, integrity, and the best intentions, your impact will extend far beyond what you ever imagined. True leadership isn’t just about making decisions; it’s about elevating those around you.
How do you want your work to be remembered or impact future generations of leaders?
I want my work to be remembered as a driving force behind transformational leadership, inspiring future generations to lead with purpose, courage, and authenticity. My impact should go beyond achieving success—it should empower others to rise, innovate, and create lasting change.
I am committed to creating opportunities for young women and underrepresented leaders to break barriers in the corporate world. This means challenging outdated norms, advocating for inclusive leadership at every level, and encouraging leaders to think boldly, ask “why,” and push for continuous improvement—even when it disrupts the status quo.
Additionally, I strive to equip the next generation with the awareness to recognize warning signs of grooming, power struggles, and toxic leadership. True leadership is not defined by a title but by the responsibility to uplift teams, foster growth, and achieve collective success.
My parting message to corporate environments is this: the big picture matters, but so do the people who bring that vision to life. Prioritizing both is the key to sustainable success.
