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“At some point, there has to be conflict in order to get the best result,” Andrew Rosen says to the room. It’s a seasonably warm April afternoon, and the founder and CEO of the clothing retailer Theory is sitting in his office in New York’s Meatpacking District, talking to a group of employees. Rosen doesn’t seem to be actively encouraging con- flict, but instead is telling his team that problems can’t be avoided and must be tackled head-on – despite in- tra-office politics. The group, comprised of handsome, fashionable 20-somethings, nods and collectively files away this piece of guidance from Rosen. Throughout much of the day, Rosen has resembled a popular university professor as much as he has the head of a multinational fashion powerhouse. He ducks in and out of meetings, is presented with chal- lenges and obstacles, listens to his staff and is decisive in his answers. He explains his reasoning: brash go-getters are hemmed in accordingly; quiet intro- verts are encouraged. It is clear that Ros- en is very good at what he does. 07