Amy Suzanne Upchurch’s journey into entrepreneurship was not planned. It was shaped by lived experience, resilience, and an instinctive drive to help other women navigate what she once faced alone. Guided by medical insight and a deep sense of responsibility, she founded Pink Stork in 2015. What began as a small, family-run venture has since grown into a global women’s wellness platform spanning fertility, pregnancy, postpartum, and hormonal health, all the while remaining grounded in clinical integrity and community-led listening.
In this conversation, she shares her perspective on scaling with purpose, leading through growth as both a CEO and a mother of six, and why long-term impact, not speed, continues to guide every decision she makes.
Q. Pink Stork has grown from a small startup into a global wellness brand. What were the most strategic decisions that enabled this scale?
The most strategic decisions centered on purpose, quality, and trust. From day one, we chose to serve women holistically, not just sell supplements. We invested early in clinical-grade ingredients, transparent labeling, and rigorous testing, even when it slowed growth. Another key decision was building direct relationships with our community by listening to real women and letting their needs guide product development. We also prioritized vertical integration and strong supply chain partnerships to maintain quality as we scaled. Finally, we stayed disciplined about saying no to opportunities that didn’t align with our mission. Growth followed because women trusted us to put their health first.
Q. As both a CEO and a mother of six, what leadership practices help you navigate high-growth business demands while staying grounded at home?
Clarity and boundaries are essential. I’m intentional about where my energy goes and align my calendar with my values. I lead with structure at work so I can be fully present at home and vice versa. I’ve also learned to delegate and empower strong leaders rather than trying to do everything myself. At home, we prioritize faith, routines, and open communication, which keeps us grounded during busy seasons. I don’t believe in perfection, only alignment. When my family and mission are in sync, I lead with more peace, confidence, and perspective.
Q. With a portfolio of 100+ products, how do you prioritize innovation and ensure each product solves a real need for women?
Innovation starts with listening. Every product is born from real conversations with women, practitioners, and our customer support team. We prioritize needs that are underserved or misunderstood, especially across fertility, pregnancy, postpartum, and hormonal health. Before launching anything, we ask: Does this solve a real problem? Is it clean, effective, and differentiated? We also rely on science-backed formulations and iterate based on customer feedback and outcomes. Growth never comes at the expense of integrity. If a product doesn’t truly help women feel better, it doesn’t belong at Pink Stork.
Q. What strengths do you believe women founders bring to the consumer wellness space that reshape how brands are built today?
Women founders bring empathy, intuition, and lived experience, especially in wellness. We build brands that listen first and sell second. Because many of us are solving problems we’ve personally faced, there’s a deeper commitment to education, transparency, and long-term trust. Women also tend to lead with collaboration and community, creating brands that feel relational rather than transactional. This approach reshapes how success is defined from quick wins to meaningful impact. In wellness, especially, women founders are raising the bar by insisting that products honor the whole person, not just a trend.
Q. How do you build and sustain a strong organizational culture during rapid growth and market expansion?
Culture must be intentional and modeled from the top. We anchor everything in our mission, values, and faith-based principles, and we hire for alignment, not just skill. Clear communication, leadership development, and accountability are critical as we grow. We also celebrate wins, encourage ownership, and create space for feedback. Growth can stretch teams, so we invest in training and mentorship to help people grow with the company. When people feel valued, supported, and connected to the mission, culture becomes self-sustaining even during rapid expansion.
“Growth never comes at the expense of integrity.
If a product doesn’t truly help women feel better,
it doesn’t belong at Pink Stork”
Q. When evaluating Pink Stork’s long-term performance, which business metrics or signals matter most to you as a CEO?
Beyond revenue, I focus on customer trust and impact. Repeat purchase rates, customer feedback, retention, and community engagement tell me whether we’re truly serving women well. Operational excellence and supply chain stability, product quality, and team health also matter deeply. Long-term success isn’t just about growth; it’s about sustainability. If we’re improving women’s lives, supporting our team, and operating with integrity, the numbers will follow. Those signals tell me we’re building something that will last.
Q. Looking ahead, what is your strategic vision for Pink Stork’s next chapter in product innovation, market expansion, and brand impact?
Our next chapter is about deeper impact. Product-wise, we’ll continue innovating across women’s hormonal health and life stages with even more science-backed, practitioner-informed solutions. Market expansion will be thoughtful and values-driven, ensuring we maintain quality and trust globally. Most importantly, we’re expanding our brand impact and educating women, supporting families, and giving back through initiatives like the Fight Back Award. Pink Stork will always be more than products; it’s a movement to restore hope, health, and confidence in women everywhere.
