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Arc'teryx CEO Stuart Haselden reported continued strength in the women's business, with revenues up over 30% in Q2 and increasing penetration, validating the brand's product strategy. CEO James Zheng attributed Solomon's success to three key drivers: a unique 'outdoor sneakers' product proposition, a powerful D2C model proven in China with nearly 300 stores, and strategic B2B partnerships with key European retailers.

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Arc'teryx CEO Stuart Haselden identified the women's category as a major growth driver where the brand is currently underpenetrated. He noted that improved fit, color, and choice led to 38% growth in Q1. He highlighted strong female participation in brand events and stated the ultimate goal is to achieve a 50/50 gender balance among its customers.

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Arc'teryx CEO Stuart Haselden identified the women's category as a major growth driver where the brand is underpenetrated. He attributed recent success, including 38% growth in Q1, to improvements in fit, color, and choice, exemplified by the popular Clarkia pants. He stated the ultimate goal is to achieve a 50-50 gender balance among its customers.

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Arc’teryx CEO Stuart Haselden highlighted the successful opening of the Broadway store in Manhattan, strong momentum in footwear, and over 50% growth in the women's category as key developments. CFO Andrew Page added that capital allocation priorities for 2025 include business growth via store build-outs and ERP implementation, managing debt costs, and debt paydown, with an expectation of increased free cash flow.

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CFO Ivica Krolo explained that ASP growth is driven by more than just like-for-like price increases. He attributed the mid-single-digit ASP growth to a favorable product mix, including an increased share of closed-toe styles (up 400 bps) and continued consumer preference for higher-priced leather executions.

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CFO Ivica Krolo outlined the primary uses of cash as reinvesting in the business, particularly in white space opportunities with a planned CapEx of around €80 million for the year, and continuing to reduce debt. He noted that after these priorities, the company has additional discretionary cash and is always evaluating all options, including potential share repurchases.

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CEO Oliver Reichert explained that while the start to 2025 is strong, Q1 is the smallest quarter, and significant macroeconomic uncertainty remains. He attributed the B2B strength to robust full-price sell-through (up ~40%) and reorders from wholesale partners. Reichert anticipates more balanced growth ahead as the company accelerates its global retail store openings and digital initiatives, which will boost the D2C channel.

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CEO Oliver Reichert described this as the 'outdoor water ready' segment, which is a new strategic category being rolled out globally. He noted that while it was initially developed for tropical climates, it is performing very well in the U.S. and European outdoor channels. The company is supporting its growth with dedicated manufacturing investments and plans for collaborations and special makeups.

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CEO & CFO Martin Hoffmann cited exceptional brand momentum globally, a record-breaking start to Q3, and a strong order book as primary drivers for the raised guidance. He explained that while U.S. tariffs on products from Vietnam are increasing to 40%, the company has multiple levers to offset the impact. These include its premium brand positioning, a growing high-margin DTC channel, economies of scale, supply chain optimizations, and recent price increases. Hoffmann noted that further mitigation discussions with retail and factory partners have not even begun, providing additional potential offsets.

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Executive Co-Chairman Caspar Coppetti called apparel a 'highlight for the quarter,' attributing its 93% growth to harmonized sizing and a focus on running, training, and tennis categories, supported by high-profile campaigns. He noted that operational improvements and learnings from their own retail stores are now helping to better serve wholesale partners, and the positive results are beginning to show in that channel as well.

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CFO and Co-CEO Martin Hoffmann stated that Q1 growth is expected in the low to mid-30s, driven by strong momentum and the Cloud 6 launch. He noted that while full-year guidance is prudent due to macro uncertainty, current preorders are tracking above the guided growth. Co-CEO Marc Maurer added that the brand's premium positioning provides insulation from broader competition and that strong brand awareness is driving growth across all regions, particularly in APAC and key European markets.

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Executive Co-Chairman and Co-Founder Caspar Coppetti confirmed that On has successfully achieved its goal of diversifying its product portfolio with multiple strong franchises across running, training, tennis, and lifestyle. He highlighted the success of the Cloudsurfer franchise and the upcoming Cloud 6, which will feature a higher price point. Coppetti also announced the future launch of the Cloud Zone, a new performance-inspired silhouette developed with Zendaya, aimed at capturing current trends with a futuristic design.

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President and CEO Rati Sahi Levesque explained their business is resilient due to product diversity and benefits when primary market prices rise. CFO Ajay Gopal added that their growth is driven by unlocking the $200B TAM in closets, insulating them from primary market volatility. Regarding Direct revenue, he stated the 15-25% gross margin range fluctuates based on product mix, with high-value items like watches having lower percentage margins but attractive profit dollars.

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CEO Rati Levesque highlighted that the 15% year-over-year increase in supply per sales rep is just the beginning, noting significant room for growth as top reps bring in over $10 million annually. CFO Ajay Gopal addressed the Q1 forecast, stating that strong momentum from Q4 is expected to continue, with revenue guidance of 9% to 12% growth reflecting this strength, even after accounting for a one-point headwind from the 2024 leap year.

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CFO Justin Picicci stated the guidance was raised due to a clear Q1 over-delivery and a strong Q2 outlook, noting the tariff impact remains broadly consistent with prior views. President & CEO Patrice Louvet highlighted the handbag category's strong momentum, citing the success of foundational lines and new launches like Polo Play, and emphasized the significant long-term growth opportunity.

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CFO Justin Picicci explained that the company is well-positioned to manage cost headwinds through a multi-pronged strategy. This includes leveraging its diversified supply chain, enhancing cost efficiencies with partners, using AI for better inventory planning, and implementing selective pricing actions and discount reductions. He noted that proactive pricing for Fall '25 was already planned and that Q1 AUR is expected to grow high single-digits, consistent with recent performance.

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Executive Patrice Louvet attributed the success to the cumulative effect of a multi-lever strategy, not a single event. He identified three durable drivers: sustained brand strength from marketing, a broad lifestyle portfolio with a strong core and high-potential categories, and the key city ecosystem model. For women's apparel and handbags, which grew 20%, Louvet credited a strong product foundation, dedicated marketing, and improved distribution, highlighting the significant runway for growth in these large markets.

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CFO Justin Picicci explained that pricing power is supported by durable drivers like brand elevation, product mix, and acquiring higher-value customers, providing flexibility. President and CEO Patrice Louvet added that North American full-price stores continue to lead performance, driven by traffic, and the company remains on track with its store opening plans.

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CFO M. Scott Lewis attributed the Q2 beat to broad-based success, including sales upside from growth strategies and significant operating margin expansion driven by cost savings, strong plant productivity, and SG&A leverage. CEO Stephen Bratspies added that the confidence in the raised guidance stems from strong first-half results, a simpler business model, improving POS trends, and clear visibility into back-half cost structures.

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CEO Stephen Bratspies explained that the company can fully mitigate tariff impacts through natural offsets like U.S. cotton content, cost actions, and surgical pricing, noting they are planning for a higher rate to create a cushion. He clarified that revenue opportunities are for Hanesbrands' own brands, not private label, driven by retailer inquiries to replace products from other sources. CFO Markland Lewis added that the Q1 outperformance was driven by better-than-expected sales, accelerated cost savings, and strong SG&A leverage.

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Co-Founder & Co-CEO Mike Karanikolas stated that while return rate progress has been strong, H2 2025 faces tougher comps. On AI, he highlighted continued enhancements to the proprietary search algorithm, deployment of voice-to-text in customer service, and R&D efforts in landing page optimization and virtual try-on.

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CFO Jesse Timmermans clarified that the key takeaway is that they are moderating inventory buys accordingly while remaining nimble. He explained that price elasticity is not viewed in isolation, as it is highly dynamic and influenced by overall consumer sentiment, product type, and price point, making it a complex factor in their planning.

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Co-CEO Michael Karanikolas highlighted that AI is a constant focus with several exciting projects in development, though it's too early to share specifics. He mentioned being particularly excited about 'newer ways of product discovery' for customers. He also noted the team continues to leverage AI and machine learning to enhance existing algorithms for site merchandising, search, and product recommendations.

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Co-CEO Michael Karanikolas explained that the strategy is to show the "right product to the right customer at the right time." He cited A/B tested improvements in site search and browsing pages that have significantly lifted conversion rates. He also mentioned deploying AI to optimize off-site marketing by better targeting products to various channels, which has proven highly impactful for the business.

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CFO Jim Watkins noted that new stores consistently outperform older cohorts as they mature, with no significant difference between recent class years. He stated that new stores open with approximately $3.2 million in year-one sales, implying a mature store AUV of roughly $4.2 million, with plans to continue growing comps in those legacy stores.

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CEO John Hazen explained that the $8 million tariff expense is expected to carry into fiscal '27, and the total impact could be higher with a full year of tariffs, though mitigation strategies will be explored. Regarding SG&A, Hazen stated that leverage will come from more normalized incentive compensation and legal expenses compared to the prior year, the benefit of new stores covering fixed costs, and continued expense discipline, despite absorbing a prior-year incentive comp reversal.

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Former CEO Jim Conroy explained his departure was a personal decision and emphasized strategic continuity, stating the company will continue with its successful 12-year-old model. He noted the Cody James Black line is performing well in 300 stores but is not a multi-point driver of same-store sales.

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EVP & COO Chuck Ward stated that industry volatility, including tariffs, is driving customers toward stable suppliers like Gildan, which benefits from its vertically integrated model. He noted market share gains in key categories like ring spun and Comfort Colors. President & CEO Glenn Chamandy added that Gildan's use of U.S. cotton and yarn provides a competitive advantage against tariffs, and the company is adding capacity in Central America to capitalize on these opportunities.

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President & CEO Glenn Chamandy explained that innovation is a key driver, with soft cotton technology boosting basics to double-digit POS growth in Q4 and the Comfort Colors brand growing 40% in 2024. He positioned the Champion brand as a key part of a multi-tier strategy, targeting the athletic and collegiate niche to gain share without cannibalizing other brands. Chamandy noted that new programs account for about 75% of the guided 2025 revenue growth.

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CEO Glenn Chamandy shared that his time away reinforced his view that the company is in a 'breakout mode' with a strong innovation pipeline, and that the management team is now more motivated than ever. CFO Rhodri Harries stated that with leverage at 1.6x, the company has significant firepower and plans to actively repurchase shares in the second half of the year, with a target of reaching 2.0x leverage by year-end.

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President & CEO Bracken Darrell stated that since the entire industry is affected, they are modeling a roughly one-to-one price elasticity but believe it could be better. He stressed the company's enhanced agility to respond to market dynamics. EVP & CFO Paul Vogel noted that some brands likely had pricing opportunities irrespective of tariffs.

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President and CEO Bracken Darrell described the China economy as 'soft' but noted VFC's business, particularly The North Face, continues to perform well with double-digit growth. EVP and CFO Paul Vogel affirmed that paying down debt remains the top priority for free cash flow, with a focus on reaching the 2.5x leverage target as quickly as possible.

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CEO Bracken Darrell explained that the shift to quarterly guidance reflects newfound confidence in their internal forecasting. He credited CFO Paul Vogel with the idea that guiding one quarter at a time is a more sensible approach focused on consistent delivery, rather than trying to predict a full year in a dynamic environment.

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CFO Steven Fasching projected HOKA's Q2 growth at approximately 10%, with a more balanced contribution from wholesale and DTC channels following sequential improvements. CEO Stefano Caroti confirmed that the market is largely clear of older inventory and expressed excitement for the product pipeline, which includes updates to the Maffate, Mach, Gaviota, and Speedgoat franchises.

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CFO Steven Fasching projected HOKA's Q2 growth at approximately 10%, noting a more balanced channel performance with improving DTC trends. CEO Stefano Caroti confirmed that the market is largely clear of older inventory and expressed excitement for the product pipeline, which includes updates to the Maffate, Mach, Gaviota, and Speedgoat franchises. Fasching added that the strong Q1 performance boosts confidence despite tariff uncertainties.

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CFO Steve Fasching explained that Q4 HOKA revenue was impacted by increased price promotions on older models during the transition, which affected ASPs, but noted that sales volumes remained healthy. He confirmed the $150 million tariff cost is a gross number and stated that the company aims to mitigate up to half of it through a combination of selective price increases and cost-sharing negotiations with factory partners.

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CEO Stefano Caroti emphasized that HOKA is a transformational brand managed for long-term, sustainable growth through a controlled retail environment and compelling innovation, detailing upcoming launches like the Clifton 10 and Arahi 8. CFO Steve Fasching added that the strategy prioritizes building the brand globally over chasing specific growth rates, managing the marketplace cadence carefully, and deferred future growth targets to the next earnings call.

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CEO Stefano Caroti stated that pinnacle products priced above $200 have exceeded expectations and successfully cracked a new price point for the brand. CFO Steven Fasching added that this strategy is key to market penetration, improving HOKA's margin profile, and allowing existing products to be used for broader distribution expansion.

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President & CEO Michelle Gass explained that "operating with rigor" involves infusing a DTC mindset across the company. This includes shortening go-to-market calendars, increasing the global assortment from single-digits to over 30%, and reducing unproductive SKUs. On the tops business, she described a complete reset with new talent and capabilities, leading to broad-based growth in denim tops, sweaters, workwear, dresses, and jumpsuits, stating it's "no longer a t-shirt business."

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CFO Harmit Singh provided the Q2 organic growth outlook by region: U.S. at low to mid-single digits, Europe at mid-single digits, and Asia at mid-single digits. By channel, he guided DTC to high single-digit growth and global wholesale to be flat to slightly up.

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CFO and Growth Officer Harmit Singh responded, stating that the November-December period saw strong 8% organic growth. He attributed the SG&A increase to higher sales volume, compensation incentives, increased advertising for the Beyonce campaign, a 53rd week, and distribution center transition costs, while assuring the rate would normalize in 2025. Singh explained the 2025 tax rate of ~23% is a normalization following the expiration of most foreign tax credits.

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CEO Michelle Gass described the company as being in the 'early stages' of a multi-year journey but noted that 'rapid progress' has been made, particularly over the last year through its 'Project Fuel' initiative. She highlighted the hiring of new leaders with deep DTC and retail expertise and pointed to ongoing work in 'rewiring the company' by shortening the go-to-market calendar and enhancing store-level execution and profitability.

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CFO Matt Friend clarified that the headwind is due to comparing a healthier, more full-price business in the second half of fiscal 2026 against the same period in the prior year, which involved aggressive clearance activity and off-price sales to move aged inventory. The future period will be more profitable but will face a tough revenue comparison.

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President and CEO Elliott Hill emphasized that the company is acting with urgency to recenter on sport, lead with a strong product offense, and invest in brand and marketplace health. CFO Matt Friend clarified the financial impact by categorizing headwinds into two types: near-term repositioning costs that will eventually end, and transitory costs from inventory cleanup and deleverage that should be recaptured as the business returns to growth.

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CEO Stefan Larsson affirmed strong brand momentum where the PVH+ plan is executed, citing specific 'proof points' of success. He highlighted that Calvin Klein's new Icon Cotton Stretch underwear drove a 25% sales increase in its franchise and that innovative fashion denim grew 14% in Q1. Larsson stated the strategy is to scale these successful, targeted initiatives across a larger portion of the business in the second half, supported by culturally relevant marketing like the Tommy Hilfiger F1 partnership.

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CEO Stefan Larsson explained that three focused 'quality of sales' actions, combined with PVH+ Plan execution in product and marketing, drove a return to high-quality D2C growth in Q3 and Q4 and shifted wholesale order books to low single-digit growth for Fall '25. CFO Zachary Coughlin added that this is expected to translate into low double-digit growth in Europe's profitability in euros for 2025.

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CEO Stefan Larsson clarified that while inventory dollars are up year-over-year, inventory as a percentage of sales is down by double digits, and the composition is healthier with more new product. He explained the 95% in-stock target applies to core 'style icons' like iconic underwear and shirts, a strategic investment to ensure availability of timeless items while still optimizing overall inventory levels.

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CEO Stefan Larsson expressed strong confidence in the European strategy, stating that the quality of sales initiatives are resonating well. He pointed to improved inventory composition with less clearance and highlighted a significant sequential improvement in the forward wholesale order book for Spring '25, which is down only low-single-digits compared to a high-single-digit decline for Fall '24. He also teased an imminent announcement of a new, highly experienced CEO for PVH Europe.

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Jennifer Foyle, President and Executive Creative Director of AE & Aerie, conceded there were product misses but emphasized that the team has been working swiftly since February to apply learnings. She noted that while some fashion choices in fleece and shorts did not resonate, areas like the Offline sub-brand showed strength. Foyle stated the goal is to be 'clean and mean for back to school,' expressing confidence in the team's ability to improve performance.

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President Jen Foyle acknowledged that stores in warmer climates performed better but did not quantify the difference, noting the quarter was still early. CFO Mike Mathias affirmed the company's expense control capabilities, referencing 2024's SG&A leverage as a proof point. He expressed confidence in achieving the long-term SG&A rate target of 25-26% with a return to revenue growth.

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President Jen Foyle stated that AEO is holding its market share in denim, with women's fashion denim showing acceleration into Q4. CFO Mike Mathias quantified the FX headwind at approximately $15 million for the fourth quarter, primarily from the Mexican peso and Canadian dollar, which accounted for about half of the downward revision to the operating income guide.

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Mike Mathias, CFO, stated that while the retail environment is always competitive, AEO will maintain its disciplined and intelligent approach to markdowns. He expressed confidence in the company's price-to-value equation, which provides a strong starting point regardless of competitor actions. He also noted the company is tracking toward its long-term gross margin goal of 39-40%.

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Chairman and CEO John Idol acknowledged past missteps, stating the company lost its way by straying from Michael Kors' original 'Jet Set' lifestyle vision. He confirmed a strategic return to this heritage, which consumer research supports. Idol also admitted that price elevations went too far and the brand is now returning to historical price points that resonate with its core customer, which is already yielding positive results. For Jimmy Choo, the focus is on expanding into casual footwear and more accessible luxury accessories to broaden its lifestyle appeal beyond formal occasions.

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Chairman & CEO John Idol acknowledged past missteps, including straying from the brand's core 'Jet Set' lifestyle vision and elevating prices beyond consumer expectations. He stated that the company has gained clarity and is returning to its heritage, which is resonating with customers and retail partners. The strategy involves reinforcing this brand identity and offering compelling value at historical price points. For Jimmy Choo, the focus is on expanding its lifestyle appeal into casual footwear and more accessible luxury accessories to capitalize on its strong brand recognition and existing customer base.

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CFO John Klinger specified that the expense initiatives are centered around distribution centers for gross margin and store initiatives for SG&A. He declined to quantify the impact by category at this time.

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CEO Kevin Plank explained that the North American reset is being led by Kara Trent, who is implementing the successful European playbook. He emphasized a new go-to-market strategy focused on premium, innovative products supported by comprehensive storytelling, sales training, and social media, using the new 'No Weigh' backpack as a prime example. Plank clarified the brand activation will not be a single large campaign but rather a series of smaller, targeted content drops aimed at the 16-to-24-year-old consumer, leading with story instead of price, primarily in the second half of the year.

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CEO Kevin Plank stated that brand inflection is evident in the talent the company is attracting and increased interest from new retail partners. He emphasized building 'pricing power' as a key goal. Regarding APAC, Plank noted that while macro issues exist, the challenges are similar to what the company has successfully managed in other regions, and the focus is on implementing their playbook to stabilize the business and restore pricing power.

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CEO Kevin Plank responded that the product pipeline is the healthiest he has seen, with exciting drops planned for Q1 of calendar '25 and a major anchor around the Fall/Winter '25 season. He highlighted current successes in basics like UA compression, the Unstoppable franchise, and Vanish. Plank emphasized a strategic shift to compete on product story and innovation rather than price, stating the world needs hope, which Under Armour can provide, and that the brand will inflect before the business does.

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CEO Kevin Plank stated that confidence stems from a healthy view of the business, a clear strategy focused on becoming a "sports house," and the ability to attract A+ talent like Eric Liedtke. Plank emphasized that while macro factors exist, the team is focused on internal execution and is proud of the progress made to date, creating a growing sense of momentum for what's to come.

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CEO Ed Rosenfeld responded that while some categories like kids' footwear are more challenging, there are no styles they are prevented from making outside of China. He stated that price increases are the primary strategy to mitigate the 10% baseline tariff. CFO Zine Mazouzi clarified the inventory increase was driven by longer lead times from supply chain disruptions, sourcing diversification, and accelerated shipments ahead of tariffs.

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John Vandemore, an executive, stated that while specific sourcing percentages are not disclosed, Skechers is actively pursuing three levers: resourcing, vendor cost sharing, and pricing. He highlighted that two-thirds of the business is outside the U.S. and less impacted. Vandemore also noted that while Skechers participates in industry lobbying efforts, a near-term resolution is unlikely, placing the responsibility on the company to navigate the tariff situation directly.

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John Vandemore (executive) stated that Skechers does not anticipate a material change in overall gross margin for 2025, aiming for stability. He explained that growth is expected to be more balanced across channels and geographies, which may not provide the same incremental margin accretion from DTC and international mix shifts seen in the past. Vandemore confirmed this balanced growth is the primary reason for the stable margin outlook.

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John Vandemore, CFO, explained that the domestic wholesale surge was driven by partners who, after clearing prior inventory, are now fully embracing Skechers' comfort technology products. He emphasized that India is a crucial strategic priority, with its recent 24% growth rebound resulting from the resolution of regulatory issues that had previously hampered inventory flow. Management remains optimistic about building a local supplier base for sustained long-term growth in the region.

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CFO John Vandemore explained that the guidance was raised due to improved visibility into the second half of the year, particularly a very strong order book for domestic and international wholesale. He noted that while some macroeconomic headwinds will persist, the underlying consumer demand remains strong, as evidenced by the order flow and continued strength in international direct-to-consumer (DTC) sales. The negative impact of foreign currency was particularly acute in Q2 but is not expected to be as severe going forward.

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CFO Meghan Frank did not provide a country-specific breakdown but stated that of the 40-45 net new stores planned for 2025, 10-15 will be in the Americas, with the majority of the international remainder in China. She confirmed that the company's optimization strategy, which includes relocations and expansions, will continue with approximately 40 projects planned globally for the year.

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EVP & CCO Frank Bracken described Europe as a challenging macro environment but highlighted a 2% comp gain in Q4 and noted that channel inventories are improving. CFO Michael Baughn clarified the first-half outlook, explaining that while H1 profit is expected to be flat year-over-year, Q2 will benefit from lapping a prior-year $0.09 FLX charge, implying pressure on Q1 profitability. He also guided for a sales ramp from Q1 into Q2.

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CCO Frank Bracken expressed strong confidence in Nike's innovation pipeline and its return to 'offense' with powerful marketing, which he believes will drive growth. On women's basketball, he sees significant potential, citing early success with Nike's Sabrina 1 and Puma's Stewie lines, and expects all major brand partners to invest in the space. For apparel, he acknowledged the need for more innovation and stated Foot Locker is focusing on key items, improving seasonal transitions, and telling better head-to-toe stories to stabilize the business.

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Group President and COO Michael Hartshorn confirmed the wider full-year comp range is due to a lack of visibility. He stated that they have seen an improvement in sales trends since early February as weather improved, and that this continued improvement is factored into the Q1 guidance.

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CEO Barbara Rentler stated that overall inventory availability is favorable and that the execution issues were not related to the timing or speed of inventory buys. She explained that merchants maintain liquidity to react to demand, and the challenges were related to specific merchandise choices rather than procurement timing.

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Group President and COO Michael Hartshorn stated that the company's focus remains entirely on domestic growth. He cited a significant runway for expansion in the U.S., with a long-term target of 2,900 Ross stores and 700 dd's DISCOUNTS locations, and emphasized that all energy is directed toward profitably growing this domestic store base.

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CEO Antony Spring noted the furniture business remains soft and under pressure, likely until interest rates ease, though the mattress business is more stable. He confirmed seeing nice strength in handbags at both Bloomingdale's and Macy's, driven by newness and traditional brands like Coach and Tory Burch. While not commenting on post-Cyber Monday specifics, he stated that on a quarter-to-date basis, the consumer has shown a real interest in shopping.

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COO and CFO Adrian Mitchell expressed pleasure with the progress, noting healthy responses from landlords and a strong deal pipeline. He confirmed the annual guidance for asset sale gains was raised to approximately $115 million, at the high end of the prior range. This reflects $36 million in Q2 gains, a forecast of $30 million for Q3, and implies an increase in expected store closures for the year from 50 to approximately 55, demonstrating strong traction and value realization.

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CEO Andrew Rees stated that in the 1-2 year timeframe, international growth is the primary driver for the Crocs brand. For North America long-term, he sees limited new distribution opportunities but pointed to continued growth in digital, personalization, and sandals. He added that while the company is experimenting with broader silhouettes, the main role of the North American business for now is to be a 'cash cow' funding international expansion and other investments.

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CEO Andrew Rees attributed the success in China to effectively driving brand heat, which is bucking a weaker consumer trend in the country. Key drivers include a social-first digital marketing strategy using local celebrities, strong performance during online shopping festivals, significant expansion of mono-brand retail stores with partners, and the high consumer engagement with Jibbitz personalization.

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CEO Dani Reiss described the decision as the 'right thing at the right time,' marking a crucial inflection point in the brand's journey toward becoming a global luxury powerhouse. He emphasized that Haider Ackermann will build world-class design capabilities and has the potential to elevate the brand to the 'next level.'

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