Never heard of Vivian Bruchez? Picture the Alps’s most iconic peaks that you have heard of. Perhaps it’s the east face of the Matterhorn or the west face of Mont Blanc. Bruchez has skied them both, plus nearly 50 first descents in the Alps, while notching iconic summits and steep lines that have earned the Chamonix native respect in the ski-mountaineering community (and a healthy online following). His feats have also endeared him to the product team at Mountain Hardwear, who have worked with Bruchez to develop some of the sport’s most innovative outerwear.

“As Viv continues to progress in the mountains, we needed to continue to solve the balance between lightweight and packable products that maximize durability and storage,” says Chris Curtis, senior product line manager at Mountain Hardwear, on the prototype jacket-and-bib combo Bruchez has been using on these groundbreaking missions (pictured).

The hard-earned R&D feedback resulted in the new and (available in men’s and women’s cuts for the and ). The revamped design is highlighted by more sustainable materials while offering a progressive fit optimized for efficient mobility across the backcountry. C-Knit is short for circular knit—Gore’s lightest three-layer material. It integrates a face fabric with Gore’s new ePE membrane—a svelte and durable expanded polyethylene layer that’s notably free of PFAs chemicals to help reduce its carbon footprint—plus a backer material that’s super thin and lightweight to increase breathability. That material is then applied judiciously so the top and bottom function well together, with pit zips that offer access to secure internal pockets configured for backcountry gear storage—reinforcing the focus on performance under heavy exertion.

“Our athletes like Vivian Bruchez demand the most lightweight and protective materials while seeking their most wild paths,” Curtis says of the engineering task to elevate and simplify gear that meets the needs of mountaineers. As for Bruchez, we let the limit-pushing pioneer describe his own unique path in the interview below. He discusses testing the High Exposure Gore-Tex C-Knit Jacket and Bib (pictured in an early testing color not available for sale) and how it helps regulate his most exposed missions, creating comfort in the unknown.

șÚÁÏłÔčÏÍű: If you’re attempting a big first descent, how do you layer up, from head to toe?

Bruchez: My perfect kit for winter mountain ski trips with ambitious projects entails four layers for my upper body. I always carry two layers. The first one, directly in contact with my skin, has to be breathable and light. I love the . The second layer is a windstopper fleece. I carry the all the time. In my backpack, I always have a down jacket—I love the . Depending on the temperature and the period of winter, I can change the down jacket to carry something warmer, like the Ghost Whisperer. The last layer is the High Exposure Gore-Tex C-Knit Jacket because it’s light, compact, and versatile—really strong! For the legs, I wear the and High Exposure Gore-Tex C-Knit Bib to complement the performance of my upper-body core.

How does the jacket and bib technology translate to uphill movement on the mountain and the descent?

Freedom of movement, especially in the legs, allows for transitions from ski to climb seamlessly. I like to wear them with enough room so all the various movements through an expedition are effortless. Breathability is very important, and it’s reflected in the technology. (With a breathable jacket, I never open the vents.) Pockets must be accessible and large enough to store equipment easily, and I’m increasingly using water flasks that I place along my body to keep the water temperature constant—water stored in the bag becomes very cold, and I don’t drink it. The combination of mobility, breathability, and storage enable one to discover the while in the mountains.

When did you last need to be mindful in a challenging situation where you were thankful for protection from the elements? 

On our last mountain outing, on November 1, I left the Chamonix Valley at 1 a.m. to hike and climb all night to 4,000 meters. We reached the summit at 10 a.m. It was a very long day, and we got home at 5 p.m. We opened two new ski routes on two summits never skied before. On the Mont Blanc massif, that’s exceptional! The weather conditions weren’t too complicated, and I didn’t need my down jacket because it wasn’t cold. I walked all night with my first two layers of clothing, then added the Gore-Tex C-Knit outerwear on the ridge, where it protected me from the wind. It allowed me to give the best of myself during this mission and met my expectations throughout all the transitions. I demand confidence in my equipment. I meticulously select every item I carry in my bag. I know that if I’m stuck in the mountains, I’ll be able to dig a hole in the snow and take shelter from the elements.

What specifically do you look for in your outerwear?

The packability of my outerwear increases my comfort in the mountains. At times, I need to reduce the bulk in my backpack with all the other tools my missions require. I need a very small, light bag with a lot of gear inside. I’m always learning new techniques to optimize my gear. Every item I carry has multiple uses. The goal is to continually progress in my sport and to evolve my clothing and equipment along the way, ultimately leading to comfortable mountain travel.

What do you stash in the pockets?

I try to keep the minimum amount of things in my pockets, because often, with the harness and the backpack, it interferes with my movements. However, I still keep my phone in a jacket pocket to take photos and my avalanche transceiver (DVA) in a pocket of my ski pants.

Any snacks? 

I’ve tried many different energy bars, but for the past year I’ve been using bars and gels from . They offer the best weight-to-energy ratio for long outings. I always take a small piece of cheese and some sausage for the pleasure.

What gets you most excited for the ski season ahead?

The more experience I gain, the more I realize that I continue to learn from the mountains and the people who share the rope with me. I love learning, discovering new places, new cultures, and new approaches. I enjoy sharing my experiences, and I’m excited to find beautiful stories—the ones that make sense to me and carry a constructive message personally, for my family, and for the larger community of outdoor enthusiasts.

Any big goals you can tease?

You’ll have to follow the YouTube series on my channel, , with lots of tips, beautiful lines, and good vibes!

Mountain Hardwear, Inc., was founded in 1993 and is based in Richmond, CA. We exist to encourage and equip people to seek a wilder path in life. For 30 years, we’ve built essential equipment for climbers, mountaineers, and outdoor athletes and have supported expeditions on the world’s highest peaks. Relentless precision continues to inspire everything we do — our designers sweat every stitch and detail to continuously improve function, durability, and comfort.

Mountain Hardwear is a wholly-owned subsidiary of Columbia Sportswear Company that distributes its products through specialty outdoor retailers in the United States and 34 countries worldwide:

The post High-Performance Outerwear Built for High Exposure appeared first on șÚÁÏłÔčÏÍű Online.

Greasy, sunscreen-coated skin is a discomfort for many outdoor enthusiasts. The oily lotion on your hands makes it hard to grip rock, and the layer spread onto your arms and legs becomes a grit and dust magnet on hiking trails. But the sun doesn’t care what your plans are. If you don’t protect your skin while recreating outside, you’ll pay the price with a painful sunburn (and potentially harmful side effects). To find a solution for both slippery hands and high-quality protection from the sun, Mountain Hardwear designed a apparel meant for climbers, hikers, runners, and all-around outdoor lovers alike. Mountain Hardwear climber and senior product line manager Brittany Beratlis gave us an inside look at what makes these layers so great and how they work to fend off the sun’s rays.

Sun Protection for Outdoor Recreation

șÚÁÏłÔčÏÍű: What are your favorite sun-protective layers for outdoor recreation?

Kyra Condie: For climbing when it’s sunny, the lighter the layer, the better. Mountain Hardwear makes a crop top called the that I’ve sworn by for many outdoor climbing days. It has a high neck, too, so it looks cute while covering and protecting you from sunburns.

There are many benefits to recreating in UPF-rated layers. What are some of the climbing-specific advantages?

Condie: For me, the biggest benefit of having layers that I can trust to be sun protecting is minimizing the need for sunscreen. As a climber, I’ve always hated putting any lotion on my hands, especially right before touching the rock. Having a light layer that you can confidently throw on to replace slathering sunscreen is a huge convenience, as well as a win for my sensory dislike of sun lotion. I know tons of climbers who feel the same way, so discovering that there are clothes with different levels of sun protection was kind of mind-boggling to me and changed the game for what I bring in my outdoor kit.

How It Works

Mountain Hardwear has a versatile collection of UPF-rated products that received the seal of recommendation from the Skin Cancer Foundation. What is UPF, and why do outdoor enthusiasts need it in their clothing?

Brittany Beratlis: Ultraviolet protection factor (UPF) ratings represent the amount of UVB and a small amount of the UVA radiation that can reach your skin through the fabric. So, the higher the UPF rating, the better protected you are from harmful UV rays. Mountain Hardwear also offers select styles, including the , with broad-spectrum sun protection. This measures the full spectrum of UVA and UVB rays for a broader range of the UV spectrum.

The easiest way to protect your skin is by wearing sun-protective clothing and accessories. Climbers, hikers, and runners spend long days out in the wind, rain, or snow. We often think about protecting ourselves from other elements, and the sun is no different.

What makes the Crater Lake styles stand out?

Beratlis: What makes Crater Lake so unique is the mix of performance attributes that make them the perfect pieces for spring and summer activities. The combination of broad-spectrum sun protection that blocks both UVA and UVB rays, the lightweight and incredibly soft feel of the material, and the wicking capabilities make it a one-of-a-kind product.

What sets Mountain Hardwear UPF protection apart from other products on the market? 

Beratlis: We focus on offering a wide range of sun-protection styles. In spring 2024, we will have 80 styles rated UPF 50-plus, which means consumers can find the perfect piece for every activity. Our sun-protective styles are always naturally derived from the dense weave of the fabric. We never use additives to achieve sun protection, so it’s better for you and the environment. Finally, we’ve been able to look at how sunscreen blocks UVA and UVB rays and mimic that in our apparel. Now select styles provide broad-spectrum sun protection.

was founded in 1993 and is based in Richmond, California. We exist to encourage and equip people to seek a wilder path in life. For 30 years, we’ve built essential equipment for climbers, mountaineers, and outdoor athletes and have supported expeditions on the world’s highest peaks. Relentless precision continues to inspire everything we do—our designers sweat every stitch and detail to continuously improve function, durability, and comfort.Ìę

Mountain Hardwear is a wholly-owned subsidiary of Columbia Sportswear Company that distributes its products through specialty outdoor retailers in the United States and 34 countries worldwide

The post The Easiest Way to Stay Sun-Safe șÚÁÏłÔčÏÍű appeared first on șÚÁÏłÔčÏÍű Online.

There aren’t many outdoor jackets from the 1990s still kicking around—unless it was made by Mountain Hardwear. When the brand debuted in 1993, it made a splash by eschewing design dogma and committing to a unique take on craftsmanship and innovation. The dedication to alpine equipment made to perform in the worst conditions and withstand decades of real-world abuse earned Mountain Hardwear a generation of loyalists. In celebration of its 30th anniversary, the brand is bringing its heritage to life for a new generation of explorers. To learn how the brand is celebrating this milestone and its legacy, we talked to three Mountain Hardwear pros.

30 Years of Advancing Outdoor Gear

șÚÁÏłÔčÏÍű: What makes Mountain Hardwear unique?

Matt Burbach, vice president of marketing: In 1993, Mountain Hardwear was who wanted to shake things up and design the best mountain equipment and apparel on the market. Those tenets are still our guiding light today. Durable products rooted in everything you need and nothing you don’t—all designed, developed, and built by people who care deeply about improving your outdoor experiences. By engineering for the experience, making products that last, thinking freely, and creating together, Mountain Hardwear has maintained a culture worth being a part of. Now, the brand has more than 30 years of experience in the mountains but maintains its youthful curiosity. We’re old enough to know better but young enough to do it anyway.

How is Mountain Hardwear celebrating its 30th anniversary?

The most intentional way to celebrate any anniversary is to reflect on the moments and experiences that influenced where you are today. We’re taking a pause to celebrate with the Humans of Hardwear—the people who have shaped this brand. We’ve always been focused on the product, so there’s no better way to celebrate that than by launching our collection, bringing back three iconic styles with modern updates. It’s a nostalgic nod to our heritage.

The Hardwear Heritage

What’s your favorite experience you’ve had with Mountain Hardwear?

Tim Emmett, athlete and ambassador: I had the opportunity to go to Everest Base Camp with the design and marketing team from Mountain Hardwear. Being in such a powerful location, sleeping in tents, and using gear that the Hardwear team put so much time and passion into creating was an experience like none other. The hike to base camp, sharing the joy of the moment—the whole experience was an integral part of the connection we all have built together.Ìę

What have been some of your favorite products?

Over the years, I’ve accumulated a lot of favorites. These are the ones I use most frequently:

• The is the jacket I wear or carry with me nearly every day. It’s so light and compressible that it’s easy to bring along anywhere.
• The is great for camping, cragging, or walking around town. I climb in these products when I’m warming up, especially the .Ìę
• The is my favorite on-the-wall pack. It’s a great size and has two hauling handles. You can remove the carrying straps and the water bottle holder, which is a nice feature.
• The is the only tent I want to be in during a storm. I’ve been using these tents for more than 20 years—they’re amazing and so reliable.
• The is a must-have. In the 24 years I’ve been working with Mountain Hardwear, I’ve never had a fail me. And that’s impressive considering how many places I’ve been to and the extreme environments I frequent. It’s a true testament to the craftsmanship Mountain Hardwear strives for.

The Legacy Continues

șÚÁÏłÔčÏÍű: What is the ReIssue collection?

Paxton Madison, creative director: is a collection of our most iconic outerwear pieces from the brand’s early days, featuring the , , and . The original jacket styles really defined Mountain Hardwear in the outdoor space and created its iconic language that’s still recognizable today.Ìę

While there are many longtime fans who are familiar with the Reissue styles, it was exciting to see some of the younger team members get a first look at them. They were pulling old styles from the closet and integrating them into their current style in a fresh new way. That’s when the realization happened—it might be time to tap back into the brand’s original vibe. While these styles were originally built for alpine climbing, in today’s context, the color, construction, proportion, and silhouettes are exaggerated and bold and are as much about individual expression as surviving in the elements.

Why is the Reissue collection such a meaningful way to celebrate Mountain Hardwear’s 30th anniversary? 

A lot of people on the team have been wearing and using our products since the brand’s launch back in the ’90s. I still remember getting my first piece from my grandma for Christmas back in middle school—a new Mountain Tech soft shell.Ìę

At the same time, some of the younger members of the team know the brand more for what it is today. They’re digging into our archive closet and wearing old pieces not for nostalgia, but because outerwear from that period is current and relevant in a new context today. We’ve never reintroduced any original, iconic pieces or relied too heavily on a heritage-inspired language in our new products. Until now, our classic looks were only available as vintage pieces.

Once we got the Reissue project in motion, we started receiving all kinds of old-school jackets from people’s closets. We reached out to some of our brand veterans as well as some original leadership members for info and context behind the styles we settled on. Seeing the way these classic styles are embraced by different groups for different reasons and how they’ve allowed us to champion some of the original flavor and vibe from the brand’s early days has made Reissue an incredibly meaningful project—and the best way to share the brand’s history and iconic look to a new audience.

was founded in 1993 and is based in Richmond, California. We exist to encourage and equip people to seek a wilder path in life. For 30 years, we’ve built essential equipment for climbers, mountaineers, and outdoor athletes and have supported expeditions on the world’s highest peaks.

The post Breaking the Rules to Make Better Gear appeared first on șÚÁÏłÔčÏÍű Online.

Troy Sicotte stepped into the top job at Mountain Hardwear in September 2021 after rising through the retail ranks and getting what he calls an “MBA in the outdoor industry” while working at The North Face (TNF). After almost a dozen years with TNF as director of sales, he felt the entrepreneurial pull and left the outdoor industry to work on a startup brand in the automotive industry.Ìę

It was during that time that he got wind of a new team at Mountain Hardwear, led by Joe Vernachio, who had a very clear vision to fortify the brand. That vision had nothing to do with reinvention. It was to focus on Mountain Hardwear’s foundational roots: to be a product-driven, core mountain sport brand focused on growth and dedication to the best in specialty retail distribution. â€ÀáłÙ was refreshingly clean and concise—rare in modern times—and I had always wanted to be part of something driven by specialty retail,” said Sicotte. “I fell in love with the strategy and decided to come aboard as VP of sales in autumn 2018.” 

When Vernachio announced his departure for Allbirds in June 2021, Sicotte stepped up to interim co-president along with Mike Parker, the brand’s director of finance. At the time, Sicotte still had much he wanted to accomplish in his VP of sales role, so he debated throwing his hat in the ring to become the next president. But as the weeks passed, he got more exposure to the cross-functional teams that make things happen. “I felt a calling to officially step up and continue to drive the brand on the path we all knew was right in our hearts and minds,” he said.Ìę

Sicotte’s leadership style is resonating with his team. “He’s people-driven,” said Matt Burbach, director of marketing. “Troy understands that business is done by and with people. The better the people, the better the business. That influences Mountain Hardwear internally, as well as how we interact with the community, dealers, and customers. He’s made a commitment to uncompromising hires and not just growing, but nurturing our team.”

Four months into his tenure at the helm, we sat down with Sicotte to learn more about the principles that guide him.

Tell us some things about you that many people in the industry don’t know, but should.

I grew up in a bi-racial household and consider myself a Korean-American. This part of me comes through the most in my love for Korean cuisine. I love to cook up and share that part of my culture with cohorts and friends at every opportunity.Ìę

When I’m not working or enjoying an outside activity, you can find me doing one of two things that help me keep balance. One, driving on a racetrack and instructing students in high performance driver education (HPDE). These programs help people to become safer drivers and even give them the foundational skills to competitively race in a sanctioned series. I most recently competed in the Champ Car Endurance series driving a VW Jetta powered by recycled cooking oil. Two, creating music. I’ve played the violin since I was eight, bass since age 12, and now enjoy all stringed instruments. I was a music major in college until I realized I didn’t want to teach and tour for my whole life. Back in the 2000s, I was part of a group signed to Sony-Epic records. I play all sorts of music from classical and alternative rock to hip-hop, R&B, country and pop.Ìę

What’s the hardest/most important leadership lesson you’ve ever learned?

A great leader must embrace the nuances of their team’s work style; I call it “workflow personas” or “workplace personalities.” Identifying and nurturing these personas will best-enable the superpowers often hidden within.Ìę

I learned this lesson the hard way.

In my late 20s, I was overseeing a multimillion-dollar business with more responsibility than I had previously held, and my tactic for getting my work done was to “burn the candle at both ends.” As I developed my team, I was so overly focused on hitting benchmarks that I lost sight of the need to build team culture. I had expected my team to work as hard as I did and in the same style, realizing later that this expectation resulted in a culture that didn’t nourish my team members’ individual superpowers.

The hard lesson was that I wasn’t present. I didn’t “see” my team—each individual and their superpower—and I let them down. They didn’t always enjoy coming to work as a result.

Since that time, I’ve been laser-focused on discovering and embracing the personalities of my team to help encourage and supercharge their styles of productivity.

What does success mean for you?

Finding joy in my work. Every day I get to laugh and smile with the people I collaborate with including cohorts, superiors, vendors, retailers, and even, competitors. Somehow through thick and thin, we’re able to find the fun in the day to day. This tells me I’m in the right place and with the right people.Ìę

At Mountain Hardwear, we have a knack for finding the bright spots which have been particularly solvent in these trying times with COVID-19, global supply challenges, and an inability to gather as often as we desire.Ìę

What keeps you up at night?

Two things.

First, the ongoing need to get more consumers educated on technical products. When I’m out hiking on the trail or in the backcountry, I am still floored with how many unprepared consumers I see out there. They’re summiting rocky peaks in road running shoes or flip flops, wearing cotton head-to-toe, and using windbreakers as rain jackets with little understanding of proper layering. For decades our industry has tried to get the word out through our specialty retailers, yet I still see uneducated users having a less than ideal experience. Although it frustrates me, I view it as an opportunity to speak to that consumer. It just shows me we have more work to do as an industry. As a vendor, Mountain Hardwear will be taking our efforts up several notches to ensure we hold up our end of this effort.Ìę

The second thing is the surge over the last decade in disposable products, from fast-fashion to consumer packaged goods that are all about convenience. As a kid of the ’80s, all I remember seeing on TV were PSAs on water conservation and recycling. Today, all I see are launches of complicated disposable razors, packaged and on-demand food delivery, and free shipping memberships that add previously unseen levels of cardboard and single-use packaging to landfills. As a result, garbage day on my street is alarming. It’s a crisis.

I’m proud to work for a company that has an ethos focused on the overall impact loop of the products we make for consumption. Those items are built for durability and repair, not disposal. We support it with the largest in-house warranty team in the industry with a sewing and fabrication team, and the nicest customer service you’ll ever encounter. We also embrace a full view of the product life cycle that informs our product team on how to make things better and better.Ìę

The future of the planet looks increasingly bleak, and the climate crisis is getting more urgent every day. What gives you hope?

Our industry gives me hope since most brands and retailers have some energy going towards doing the right thing for the planet. I wish that other larger sectors of consumables had a similar ethos. That said, what gives me even more hope is that new, younger consumers (Gen-Z) expect companies to do more of the right thing
to “be green.” To them, it’s not special to be a sustainable company or to have a 99 percent recycled jacket. It’s expected if you want their dollar.Ìę 

The post Lessons in Leadership: Troy Sicotte of Mountain Hardwear appeared first on șÚÁÏłÔčÏÍű Online.

Mountain Hardwear has again promoted from within for a key leadership position.

The Richmond, California-based outdoor brand—a subsidiary of Columbia Sportswear Co. since 2003—on Thursday announced it has appointed outdoor industry veteran Troy Sicotte as president.

Sicotte served as the brand’s vice president of sales for the past three years. He takes over from Joe Vernachio, who in June was named COO at footwear brand Allbirds after about four years as Mountain Hardwear president.

For the last four months, Sicotte was interim co-president of Mountain Hardwear along with Mike Parker, the brand’s director of finance. Sicotte will now oversee all aspects of the organization in his new role.

“Troy is a modern, pioneering, and energetic leader with diversified experiences that will serve Mountain Hardwear well,” said Craig Zanon, senior vice president, emerging brands, Columbia Sportswear. “We are happy and proud that Troy’s internal promotion facilitates a smooth transition for the team and business.”

Before joining Mountain Hardwear in 2018, Sicotte was global director of sales at 034Motorsport. He also spent more than 11 years with The North Face in various leadership roles, most recently as director of sales, footwear, and director of sales, national outdoor and sporting goods. His resume also includes a stop at Birkenstock.

“My last three years with Mountain Hardwear have been the best of my career because of the hardworking and passionate people that have made this resurgence possible,” Sicotte said. “I’m honored to help lead the brand’s continued global growth alongside the amazing teams in Richmond, Portland, and abroad. Our focus will remain on innovative mountain sport products and thoughtful distribution that will optimally serve consumers and our retail partners across the globe.” 

It’s the second executive appointment—and second internal promotion—in five months for the iconic outdoor apparel and gear brand.

In April, Mountain Hardwear elevated Matt Burbach to director of marketing from his previous role as the brand’s director of marketing content and creative. Burbach is responsible for “connecting all brand marketing efforts across direct-to-consumer e-commerce, wholesale, and distributor channels, both domestically and globally,” the brand said.

We met Burbach in Park City, Utah, where he told us that the brand had hired an executive search firm to replace Vernachio. Burbach says Vernachio’s shoes will be hard to fill because “Joe left the brand in the best place it’s been in a long time.”

In the second quarter, Mountain Hardwear sales improved 97 percent to $19.3 million, according to Columbia’s latest earnings report.

“We eclipsed pre-pandemic first-half 2019 financial results, marking an important milestone in our recovery,” said Tim Boyle, Columbia’s chairman, president, and CEO. â€ÀáłÙ is clear that our brand portfolio is resonating with consumers, and we are well-positioned to benefit from current consumer and outdoor trends.”

The post Mountain Hardwear Announces a New President appeared first on șÚÁÏłÔčÏÍű Online.

The guilt of e-commerce is real. On Cyber Monday this year, U.S. shoppers spent a record $10.8 billion in less than 24 hours, generating an incredible amount of packaging waste in the process.ÌęFor outdoor industry consumers—people who care about the environment and sustainability—reckoning with that kind of excess hits close to home.

“I cringe when I throw something away these days,” said Mitch Barlas, president of RePack North America, a returnable and reusable packaging company. “I know that when we throw things away they don’t just disappear—there’s a cost involved.”

RePack, the brainchild of Juha MĂ€kelĂ€, was founded in Finland in 2011 in order to alleviate the waste generated by online shopping. Finland is the world’s leading paper pulp producer, but MĂ€kelĂ€ knew paper wouldn’t be around forever. Inspired by Finland’s bottle return system, he envisioned RePack as a shipping alternative to single-use poly mailers and cardboard boxes. For half a decade, the company has successfully replaced both for more than 100 companies throughout the European Union.

Last January, RePack launched its reusable mailers in the United States, and shortly thereafter launched in Canada due to demand (there, the company is working in partnership with Canadian Post). Although RePack’s North American client roster remains small and primarily consists of fashion brands, all of its pilot runs have been successful.

“We’re finding that when someone receives their order in a reusable package, there’s this a-ha moment. They don’t have to make that trip out to the garbage can with all this packaging,” said Barlas. “For the end-user, there’s a connection with the reusable packaging that translates back to really strong brand loyalty and recognition that the brand cares about the environment.”

The Lifecycle of a RePack

Made from 100 percent recycled plastics, RePacks are woven polypropylene (think Ikea bags) that come in three sizes, all of which can be sealed to half or three-quarters of their maximum size depending on what’s being shipped. Companies that sign on with RePack are provided the reusable mailers and instructed on how to use them, a process that is similar to sealing a giant envelope with a strip of tape (which RePack provides). Although they’re ideal for softgoods large and small—clothing, boots, hiking backpacks—the mailers are water-resistant and can accommodate hardgoods like ski goggles and lanterns, too.

“Scandanavian Outdoor, one of our first RePack users in Europe, has been experimenting with shipping hardgoods rather than just softgoods and apparel,” said Barlas. “They use eco-friendly content protection within the envelopes.”

Substantial and durable, RePack packaging can be used anywhere from 20 to 50 times. Once they get to the end of their lifecycle, the worn-out packages are upcycled into reusable shopping bags. Companies can opt to pass on some or all of the cost, about $3.70 per use, to customers. Once a company fills an order, the end-user folds the packaging down into a small envelope, sticks on the included return label, and drops it off at any USPS location. The envelope is then sent to RePack’s warehouse in Salt Lake City, where it’s cleaned and distributed back to brands. Every time a RePack goes through the system, its carbon footprint shrinks.

“RePack reduces packaging trash from shipping by 96 percent,” said Barlas, adding that the company is developing a new sealing solution to replace tape in 2021. “Even considering the return trip to our warehouse, RePack lowers overall carbon emissions from shipping by up to 80 percent, depending on the type of single-use packaging you’re replacing.”

Getting on Board

All of RePack’s clients are united by a desire to reduce their impact, and many employ fair-trade practices or use low-impact materials as well. Getting listed on RePack’s online participant directory is one of the benefits of joining up.

“Our best clients right now are companies that are thinking deeply about the environment and taking concrete steps to mitigate climate change,” said Barlas, noting that most end-users share those beliefs and are excited about RePack, despite the additional cost. “We’re here to help them dive deeper into sustainability.”

In Europe, plenty of outdoor brands are using RePack, including Salomon, which is currently in the midst of a holiday test-run. Barlas sees the U.S. outdoor industry and its customer base as an ideal market for RePack. So far, however, no American outdoor companies have signed up.

“I’ve personally talked to Arc’teryx, The North Face, Mountain Hardwear, and a couple other smaller brands,” said Barlas. “But what happens—and we see this fairly often with large-scale brands—is that the idea is presented to the fulfillment team and they don’t want to be bothered. That’s what happened at The North Face. We got very far with the CEO of [TNF’s parent company] and then it gets to one of their fulfillment centers and the director said no way.”

Barlas remains optimistic that companies will come around, but he says it’s going to involve leaning on operations teams.

“RePack does require a slight change for fulfillment and operations but we’ve modeled it after a poly envelope so it’s not too deep a dive,” he said. “We’re also offering a lot of support and hand holding.”

2021 Forecasting for RePack

In January, RePack will launch with a high-volume luxury fashion retailer, the first test of its scalability in the U.S. Thanks to half a decade of successful operations in Europe and two strong manufacturing partners in Asia, the company remains optimistic that taking on larger clients, and thus higher volumes, won’t present a problem. RePack is also in talks with the USPS to negotiate a lower rate for reusables and is considering opening two more distribution centers stateside.

“Reusable packaging is new to everyone, including us, and we want to do it collaboratively,” said Barlas. “We want to help brands implement it, because the ultimate winner is our planet. That’s what’s at stake here.”

The post This Sustainable Packaging Solution Could Cut Your Company’s Shipping Waste by 96 Percent appeared first on șÚÁÏłÔčÏÍű Online.

January to March 2020

Idle factories

China’s lockdown was announced during Chinese New Year in January, keeping factories shuttered beyond the usual holiday period, and once they reopened, production ramped up slowly. The slowdown caused some manufacturers to delay Fall ’20 launches.

Slowdowns spread beyond China. India—which manufactures much of the sportswear sold by U.S. brands—projected four-month production delays, reports Flylow co-founder Dan Abrams. “We have some Spring ’20 product groupings that are so delayed that we’re not going to deliver them until Spring ’21,” he said.

Domestic manufacturing also suffered slowdowns as states imposed shelter-in-place orders. For example, Farm to Feet sent almost all personnel home for three weeks while it developed alternate production procedures that accounted for social distancing and increased safety guidelines. The company’s manufacturing facilities reopened at the beginning of May after extensive training for these new procedures, and was running at full capacity by June ’20.

March 2020

Slow Spring Sales

Stores were receiving Spring ’20 products and closing out Winter ’19-20 goods when they were shuttered. That convergence created a glut of unsold stock. According to NPD, outdoor retail sales in March ’20 declined 24 percent from February, and were 41 percent lower than in March ’19.

With brick-and-mortar retailers closed, brands that rely heavily on in-store shopping took a big hit. Without venues for shoppers to try on shoes, Vasque, for example, saw spring sales dip by 50 to 60 percent.

But it wasn’t all downside. Gregory’s hydration and daypacks continued strong through spring, and Mountain Hardwear sold lots of hiking pants to people who turned to outdoor workouts when coronavirus closed gyms.

â€ÀáłÙ’s really an inventory game,” said Mountain Hardwear President Joe Vernachio. Like many outdoor brands, Mountain Hardwear is doing everything it can to help retailers sell what they can—including swapping out winter items for spring gear, paying retailers a 40 percent commission on Mountain Hardwear sales, and lengthening billing terms. Mountain Hardwear is urging retailers to accept deliveries when possible. After all, says Vernachio, product “has zero chance of selling in our distribution center.”

April 2020

Accelerated discounting

Manufacturers and retailers typically delay discounting until late in the season, but this year, the sales started in April. According to Vernachio, the industry experienced an unofficial yet widespread “MAP (minimum advertised price)” holiday during which pricing dipped by 20 to 25 percent. Such sales help brands and retailers (especially those with ecommerce platforms) convert inventory to cash. But, said Flylow’s Abrams, “After June 1, Flylow and its retailers returned Flylow’s Spring ’20 product to full price.”

April through May 2020

Balky Spring ’21 planning

Many brands are pushing back product updates that had been planned for Spring ’21 because such items would relegate Spring ’20 items to the clearance rack. “We want to support our retailers by allowing them to sell through the inventory they have,” said Gregory Vice President John Sears. Across the industry, he also expects to see fewer new-product launches for Spring ’21. Brands such as Carve Designs and Mountain Hardwear are eliminating marginal styles that weren’t likely to be high-volume sellers.

Brands are also extending the timeframe for retailer orders. “We’re preparing for a longer selling season for Spring ’21,” said Abrams. For Flylow, that could mean weaker forecasting, since the company expects to have to place its factory orders before it confirms retailers’ demands. Mountain Hardwear, however, will shift its factory buyout (the time it reserves on the Asian production lines) by a month to line up with delayed orders.

Fall 2020

Delayed and staggered shipments

At the very first signs of trouble in early 2020, brands rushed to scale back their orders with factories in an attempt to avoid Fall ’20 surplus. And as Winter ’20-21 arrives, brands may consider delaying deliveries to retail—so that the season’s products appear in stores later than they typically would. “Honestly, we’re happy about that,” said Vernachio, “because it seems like winter arrives a little later every year, so waiting until March to bring spring in is probably the right timing.”

Sears says Gregory is mulling the benefit of delivering certain categories on January 1 as usual, with other types of product following behind. “Maybe we could introduce daypacks earlier in the year, with other packs arriving later,” Sears suggested. “And that way, we wouldn’t have new product replacing old product right away in stores.”

Spring 2021

Uncertain sales strategy

Some brands are aiming to replay Spring ’20 product in Spring ’21, so that retailers can sell through the glut. “Spring ’20 will feel fresh [in Spring ’21] because it didn’t really get a full season,” said Sears. Thus Gregory plans to re-run its lauded Paragon and Maven backpacks. However, cautions Vernachio, leaning solely on past-season goods risks looking stale. â€ÀáłÙ’s a balance,” he explained. “We’re still going to have a lot of fresh new ideas and fabrics.”

Spring 2022

Gear development impacts

Spring and Summer 2020 is when brands design Spring ’22 gear, but this year, social distancing eliminated in-person evaluations with fit models, prototype testing, and trips to factories to discuss nascent designs, slowing the process.

Lengthy trickle-down

Returning to “normal” timelines after the Spring ’20 surfeit may take a surprisingly long time. Some predict normal timing won’t resume until Spring ’22. But the silver lining is the resiliency of the outdoor sector—which has historically weathered economic downturns better than most. When the coronavirus closed ski resorts in March ’20, Abrams saw a spike in sales of backcountry gear, and he expects hiking and outdoor leisure to follow suit. “When times are tough, people axe the exotic vacations and go camping,” he said.

This story originally ran in the Summer 2020 issue of The Voice.

The post No End in Sight appeared first on șÚÁÏłÔčÏÍű Online.

In 1992, I was hired as the first black independent sales representative for The North Face (TNF). Back then, TNF was privately owned and headquartered in Berkeley, California. On the way home from my very first sales meeting, I happened to bump into the company president, Bill Werlin, at the United ticket counter at the Oakland Airport.

“He’s with me,” Werlin said to the agent as I handed over my checked bag. In those days it was free. With a few clicks of her keyboard the woman exchanged my coach reservation for an upgraded seat next to my new boss in first class. “Here you go,” she said. “Have a nice flight.”

As a freshly minted junior executive, I was pretty excited to have that kind of one-on-one time with the top of senior management. For almost three hours, as we sipped glasses of white wine paired with rosemary roasted chicken over wild rice, we talked about my plans to sell our products across my six-state territory in the Midwest. He seemed impressed by my apparent lack of fear over meeting a seven-figure sales goal by the end of the year. “I can only imagine what it must be like for you out there,” he said. “I just want you to know I think you’ll do a great job.”

That was pretty much all the encouragement I needed to succeed. I felt like I was part of a great team and I was given every opportunity to grow business for TNF from Chicago to St. Louis, Milwaukee to Minneapolis. But when I started pressing the company to expand its outreach to include people of color, I was met with resistance. By 1993, Bill Werlin had left TNF and would later become the general manager of Patagonia in Japan. Under new management, and in the midst of flagging sales and an impending bankruptcy, the company felt the best strategy was a top-down media campaign to promote its high-profile expeditions on Mount Everest and the many talented, exclusively white, mostly male alpinists who made up the outward face of the company.

At the same time, however, there was also a growing interest in our products among communities of color. I was psyched! Hip hop artists were wearing TNF down jackets with Timberland boots in concerts and in videos on MTV. Black folks were embracing outdoor clothing as high fashion. But at a TNF sales meeting, when I suggested that we reach out to affluent consumers of color, like those who attend the high-energy, mostly black National Brotherhood of Skiers Summits, I was told in no uncertain terms, “James, that’s just not our market.”

Opportunities Ignored, Progress Denied

For the rest of the decade through the end of the 20th century, most companies in the outdoor industry followed TNF’s lead. They followed the money. The North Face emerged from bankruptcy to reaffirm an image of the great outdoors that was affluent, sophisticated, rugged, and incredibly white. Marketing campaigns from companies like Sierra Designs, Mountain Hardwear, Patagonia, Columbia, and Marmot projected this image that was reinforced by the editorial prowess of magazines including șÚÁÏłÔčÏÍű, Backpacker, Rock & Ice, and Alpinist. These media messages were virtually devoid of people of color. And though Black and Brown folks were never explicitly discouraged from becoming more active participants in pastimes such as camping, hiking, kayaking, and backcountry skiing, there was really no concerted effort within the outdoor industry to encourage or welcome them to become part of this exciting business. Few senior executives seemed willing to make room in the first-class cabin to bring aboard a new generation of outdoor professionals, many of whom might have been people of color.

That’s why today, as several of these same companies make bold statements to declare their commitment to diversity, equity, and inclusion, I am naturally skeptical.

A Revised History Doomed to Repeat Itself

The recent violent deaths of Ahmaud Arbery, Breonna Taylor, George Floyd, and other Black Americans have compelled many to use their influence to work toward substantive social change. Though I don’t doubt the sincerity of my many friends and colleagues throughout the industry to do the right thing, I wonder if this newfound desire to stand up against racism will truly last.

Recently VF Corporation president Steve Rendle says that at his company, which now owns The North Face, “Racism is not welcome
it never has been and it never will be.” I know from personal experience that statement, at least as far as TNF is concerned, isn’t true. Racism is not limited to acts of physical violence or the segregation of lunch counters and drinking fountains. Racism can also include the failure of a company or an entire industry to create a professional environment in which everyone is welcome and encouraged to participate.

A few days ago, Timberland, another VF Company, re-released an ad from 1993 that affirms its intention to “Give Racism The Boot.” The message shared on social media is an effort to illustrate the shoe brand’s long legacy of social justice. But those of us paying attention at the time may recall that this ad was met with more than a little skepticism. Senior management had freely admitted that it was a naked attempt to reluctantly court an emerging “urban” market of young consumers.

“If you hear that hip-hop kids are wearing Timberland boots and women are wearing Timberland boots with sun dresses at a Donna Karan fashion show, that’s coin in current dollars. But how in the world is that sustainable?” said Jeffrey Swartz, then Timberland’s executive vice president and grandson of the company’s founder, as quoted in the New York Times.

“Mr. Swartz flatly denied any plan to dissociate his company’s name from young, black and Hispanic consumers in America’s inner cities for the sake of the company’s image,” wrote Times reporter Michel Marriott. “In fact, he said he was pleased that a new market had sprung on its own. ‘Their money spends good,’ he says. But he also stressed his position that public taste is fickle and that he was not going to ‘build his business on smoke.’”

This very cynical view of America’s youth culture of 1990s, which was heavily influenced by the rise of hip hop, was common among many outdoor-facing brands. Despite a growing affection among people of color for down, fleece, Gore-Tex and other technical fabrics, the outdoor industry wanted nothing to do with them, except to take their money.

“The youth market came after us,” said Jason Russell, then the director of marketing for Carhartt, to the Times. “’Fine, they like to wear what we make. But we will never go after that market aggressively.’ To do that, Mr. Russell added, ‘we would be walking away from our roots.’”

I’ve been in this business long enough now to see a bit of our history repeating itself. How much of our current interest in diversity, equity, and inclusion is a response to the existential threat of losing a share of a growing market largely comprised of Black and Brown people? Are we truly prepared to deny the white-male-dominated roots for our past to embrace a new demographic of consumers that include the plus sized, the disabled, the indigenous, those who don’t speak English, members of the LGBTQ+ community, and other marginalized people?

If we’re serious about addressing issues of DEI, we must do more than just declare that Black Lives Matter. We have to deliberately and explicitly create opportunities for people from all walks of life to not only succeed in the outdoor industry but to thrive. Each of us must be prepared to make room in the first-class cabin and in the C suites. We might even have to give up our seats. The ride in coach is just as good, as long as we all get to where we’re going together. Otherwise, any efforts to move forward may as well be built on smoke.

The post Opinion: Built on Smoke appeared first on șÚÁÏłÔčÏÍű Online.

As the coronavirus crisis continues to paint a bleak picture for small businesses across the country, outdoor brands are stepping up one by one to help. The latest company to join the relief effort: Mountain Hardwear, which implemented a program this week to support authorized dealers who have closed or are operating significantly below their normal capacity.

“Over the last few weeks, the team at Mountain Hardwear has been thinking of meaningful ways to help our valued dealers offset the financial impact COVID-19 has had on their businesses,” said Troy Sicotte, VP of Sales at Mountain Hardwear, in the announcement confirming the details of the program. “This program is a small but important gesture we can make to help our partners weather this unpredictable business climate.”

As with similar revenue-sharing efforts launched in recent weeks, Mountain Hardwear’s initiative will pay shops a portion of revenue from online sales generated by verified customers of those shops.

What sets Mountain Hardwear’s program apart is the percentage of money shared. The company confirmed that retailers will receive a 40 percent commission on every sale, with no limit on how many retailers can partake.

“Participating retailers will be paid in the form of a check, not a credit, for confirmed transactions,” the company wrote. “[The program] will be available for retailers now through June 30, or as long as the retailer is closed.”

The post Mountain Hardwear Rolls Out Revenue-Sharing Program appeared first on șÚÁÏłÔčÏÍű Online.

“That’s okay, we have kombucha!” is something I hear every time I turn down a beer at a professional event. I always smile and nod—and white-knuckle my water bottle. When others raise toasts with their event drinks, I take a long drag of H2O, served neat, and swallow the discomfort of feeling like I don’t quite belong.

I’ve been sober for almost five years. I was in college when I first noticed that once I had one drink, I had no way of knowing whether I would stop at two or down vodka sodas into a blackout. I eventually realized my binge drinking was an alcohol use disorder. At age 22, I quit for good.

For me, actually staying sober hasn’t been as challenging as finding my place in a professional culture centered around drinking. Two weeks after I quit, the ad agency where I worked in New York City installed a bar in the office.

And while the atmosphere at my current company is very supportive, Outdoor Retailer has proven much harder to navigate. There, I’ve encountered people rolling up to booths in the morning still smelling like alcohol, and noticed events aptly named things like “Hangover Breakfast.” Once, at an after-show mixer, I was asked “Cocktail or beer?” to determine which tumbler I’d receive as a party favor.

I spent my first few trade-show happy hours sitting alone at the booth while my teammates embarked on the daily pilgrimage for free beer. I watched show attendees stroll by with foam-topped cups while I wondered where all the other sober people were.

Inclusivity efforts are just now beginning to appear, but the world of non-alcoholic beverages is filled with its own misconceptions.

Kombucha, a commonly offered alternative, contains trace amounts of alcohol—up to 0.5 percent. Some people in recovery can drink kombucha without issue. For me and many others, though, that 0.5 percent is enough to trigger an alcohol craving. So, at kombucha-and-beer events, I usually wander around with my trusty water bottle, feeling like a 20-year-old intern at her first office party.

Of the eight OR shows I’ve attended, there’s only one on-site happy hour I remember enjoying. Beer was present at the Mountain Hardwear booth, but the event’s focal point wasn’t the booze—it was the musician Nahko, who sang and played guitar while slackliners did tricks. Finally, I could join in the conversations around me.

So, as you plan trade show events, keep people like me in mind. Consider making your centerpiece not alcohol, but a performance that gets people talking. Run a networking event speed-dating style. Create a quiet social space that allows people to converse and recharge. Provide games or use corny icebreakers—they might make people roll their eyes, but they’ll spark real conversation.

Don’t forget about us at the office, either. If you have a keg on tap, consider providing an alcohol-free option to boost morale as well. And if you’re planning team-bonding events, ask yourself: Is pulling out the shot-ski really the thing that will improve employee trust and move your business forward? Or would a sufferfest hike create more camaraderie?

At the bare minimum, for those of us who can’t (or choose not to) enjoy craft beer at events, offer a (completely) alcohol-free option like Pellegrino or Spindrift—both top-shelf seltzers. I am happy to consult on the sparkling water market. At this point, I think I’ve tried them all.

The post Op-Ed: Not So Happy Hour appeared first on șÚÁÏłÔčÏÍű Online.