1092: Balancing Mission, Margin, and Market Share | Steven Miller, CFO, Warby Parker

It was Friday the 13th in March of 2020, and Steven Miller was staring at a suddenly irrelevant budget. Hours earlier Warby Parker had shuttered every one of its 280 stores to protect employees and customers. “Remember that plan we just approved?” he asked the leadership team. “Forget it.” In its place he introduced PAR—Pause, Adjust, Redeploy—a framework that let finance review cash daily, pivot marketing dollars to booming e-commerce, and preserve innovation spend while the world locked down. The episode crystallized Miller’s philosophy: data guides decisions, but agility preserves advantage.

Raised as a strategy consultant at Monitor Company, Miller learned early to hunt for competitive leverage. A New York City Urban Fellows stint deepened that lesson when a commissioner advised him to “read the budget if you want to know a society’s values.” The line sent him chasing the intersection of money and mission—from Flatiron’s venture trenches to Majestic Research, where the 2008 crisis forced layoffs and, ultimately, a sale to ITG that began with his cold call. Warby Parker appealed because it made a tangible product and pledged social impact.

Miller joined when the firm had 20 employees and no stores; today it approaches 4,000 people and, he tells us, opens “40-plus new locations a year.” Eight capital raises and a 2021 direct listing later, his remit is constant: align capital with purpose. By measuring four-wall EBITDA, inventory turns, and cost lines against revenue, Miller ensures every dollar advances a simple mission—help more people see clearly around the world daily.