How Susana Chen and Jess Wu Are Helping Artists Monetize Their Work

When you walk through the bustling streets of Manhattan, from the high-energy corridors of the Financial District to the creative hubs of SoHo, you see the intersection of commerce and art everywhere. But for many New York City entrepreneurs, the leap from a weekend side-hustle at a local craft fair to a million-dollar enterprise feels like an impossible climb. The story of Never Have I Ever, a beauty startup founded by Susana Chen and Jess Wu, serves as a masterclass in scaling that is particularly resonant here in the Big Apple. By transforming a niche passion for “wearable art” into a scalable business model, Chen and Wu have demonstrated how to bridge the gap between grassroots creativity and corporate-level growth.

From Chinatown Souvenirs to Global E-Commerce

The origins of Never Have I Ever are deeply rooted in the New York City experience. Susana Chen’s entrepreneurial instincts were forged in the heart of Chinatown, where she spent time helping sell customized items and “I Love New York” tees at her mother’s souvenir shop. This early exposure to retail and consumer demand provided a foundational understanding of what people seek to buy, but it was her education at the Parsons School of Design that allowed her to pivot from generic souvenirs to high-concept art. Chen envisioned a world where art didn’t just live on a canvas or a T-shirt, but on unexpected surfaces—specifically, press-on nails, temporary tattoos and tooth gems.

However, a great creative vision requires a robust operational engine to survive the volatility of the NYC market. This is where the partnership with Jess Wu became pivotal. While Chen focused on the aesthetic and the “wearable art” philosophy, Wu brought a decade of experience in global e-commerce and supply chain management. Having held leadership roles at Alibaba.com, OPPO, and Edelman, Wu possessed the strategic toolkit necessary to build efficient systems. This synergy between design leadership and brand marketing is exactly what allowed the duo to move from making $5,000 during craft fair weekends to hitting $1.5 million in annual revenue.

The Strategy of Artist-Licensing and Market Gaps

The brilliance of the Never Have I Ever model lies in its “artist-licensed” approach. Rather than simply selling beauty products, the brand creates a platform for self-expression and storytelling. By partnering with a diverse range of creators—from independent artists to globally recognized entities like The Met, Miffy, and Peanuts—they have effectively turned press-on nails into a medium for art. This strategy addresses a significant pain point in the beauty industry: the desire for salon-quality results without the time or cost associated with traditional services.

The timing of their November 2023 launch coincided with a broader shift in consumer behavior. As people sought more affordable yet high-impact beauty options, the demand for reusable, artist-powered nails surged. The company’s growth has been staggering, reporting 4.7x year-over-year growth and selling over 2,000 units weekly. This trajectory was further validated by a successful appearance on Shark Tank, which helped propel the brand into the national spotlight. For those looking to scale a new category in beauty, the NHIE model proves that lean operations combined with a unique value proposition can lead to rapid market penetration.

Scaling the Creative Hustle in New York

For the local creative community, the success of Never Have I Ever highlights a critical transition: the move from “hustle” to “enterprise.” Many New Yorkers start by selling at markets or through Instagram, but the jump to a million-dollar valuation requires a shift in mindset. Chen and Wu didn’t just sell a product; they built a brand centered on individuality and authenticity. Chen’s involvement with the Asian Creative Foundation further underscores the brand’s commitment to empowering AAPI creators and ensuring that artists are monetized fairly through their work.

The ability to scale this quickly in a competitive landscape requires an understanding of “second-order” effects. For instance, by leveraging artist licenses, the brand doesn’t just sell to nail enthusiasts; they tap into the existing fanbases of the artists and institutions they partner with. This creates a built-in marketing loop that reduces customer acquisition costs and increases brand loyalty. It is a sophisticated approach to growth strategies that transforms a simple product into a cultural statement.

Local Resource Guide for NYC Entrepreneurs

Given my background in analyzing business growth and leadership, the transition from a craft-fair model to a scalable company requires specific professional support. If you are a creator or founder in New York City looking to replicate this kind of “incredibly fast scale,” you shouldn’t try to do it all alone. Depending on where your business stands, here are the three types of local professionals you necessitate to engage:

Supply Chain & Logistics Strategists

When moving from handmade goods to mass-market units (like NHIE’s 2,000+ weekly sales), you need experts who understand global sourcing and lean operations. Look for consultants who have a proven track record with e-commerce platforms and can help you transition from “DIY” shipping to a professional 3PL (Third Party Logistics) framework without eroding your margins.

Intellectual Property (IP) and Licensing Attorneys

The core of the NHIE model is artist-licensing. To do this legally and profitably, you need a legal professional specializing in IP law. Ensure your attorney has experience drafting licensing agreements that protect both the brand and the artist, specifically regarding royalty structures and usage rights for “wearable art” across different mediums.

Brand Positioning & Growth Marketers

Scaling from a local “hustle” to a national brand requires a shift from tactical selling to strategic positioning. Seek out growth marketers who specialize in “category creation”—those who can help you define a new slice of the market (like “artist-licensed beauty”) rather than just competing on price in an existing category.

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