FISHERMAN SANDALS ARE RUNNING STRONG FOR SPRING/SUMMER ’26
RETAIL PROFILE THE OLDEST SHOE STORE IN AMERICA! Q&A
BOLD MOVES: GATEWAY FASHION GROUP’S DIANE BUTRUS
TREND SPOTTING HOT HUES, SILOS, & MATERIALS FOR THE WARM SEASON
THIS JUST IN WHAT THEY’RE WEARING IN PARIS AND MILAN
12 Going for the Bold Gateway Fashion Group CEO Diane Butrus on why she predicts a growth spurt will kick off next year.
By Greg Dutter
18 Spring/Summer ’26 Preview Trend spotting the season’s hottest silhouettes, colors, materials, and embellishments.
By Kiernan McCormick
34 Maine Stay How the oldest shoe store in America keeps on keeping on for 193 years and counting. By
Kathy Passero
40 Catch of the Day Fisherman sandals are fresh on the style menu for Spring/Summer ’26. By Kiernan
McCormick
On the cover: Clarks leather fisherman sandals with flexible soles.
Photography: Trevett McCandliss; styling: Mariah Walker/Art Department; fashion editor: Kiernan McCormick; model: Yana Romano/Q Model Management; hair and makeup: Nevio Ragazzini/Next Artists; photo and styling assistant: Jamie Wtorkowski.
EDITORIAL
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Nancy Campbell Trevett McCandliss Creative Directors
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Kathy Passero Editor at Large
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Darby Dutter Contributing Editor
Melodie Jeng
Marcy Swingle Contributing Photographers
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SHOEPEOPLE ARE a tough bunch. We absorb repeated jabs from intense competitors. Lately, those punches are being compounded by haymakers from a pandemic and a bruising trade war. Then there are the daily uppercuts and hooks of life—economic ups and downs, the whims of Mother Nature, and shifting fashion trends. Yet, through it all, many of us refuse to go down for the count. I applaud your tenacity, fighting spirit, and out-and-out toughness.
I’ve been covering this industry for more than three decades. I’ve seen champions come and go. I’ve seen upstarts and upsets. And I’ve seen many a comeback. In fact, some come back again and again. (A few of us must have feline DNA coursing through our shoe leather veins.) Most of all, I’ve seen incredible resilience and adaptability. Just when you think someone is on the ropes and the ref is about to step in and call it, contenders dig deep, lick their wounds, adapt, and live to fight another day.
As I head to The Atlanta Shoe Market this month, I feel like I’m checking the latest industry fight card to find out who’s on the rise, who’s banged up, who’s changed managers and strategies, who’s coming out swinging this season, who the main events are in their respective weight classes (categories). I love the collective energy generated when thousands of shoepeople get inside this giant ring. Sure, many are trying to punch each other’s lights out with knockout collections and strategic buys, but there’s also a camaraderie among the competitors. It’s cutthroat, but with a warm smile and firm handshake. We shoe millions every year, but a comparatively tiny number of people perform this service. We know the hard work and toughness it takes, so we show professional courtesy to our compatriots.
competition really heats up. Nor are we judges working the scorer’s table, although we do have strong opinions. The fact is, not every new collection, technology, or marketing campaign is a guaranteed winner. We are, essentially, a giant industry colander that sifts out pertinent trends, news, and analysis for our readers.
This issue is no exception. It’s chock-full of fight plans and potential Spring/Summer ’26 shoe contenders. (Our Trend Spotting preview begins on p. 18.) Our Q&A (p. 12) showcases Diane Butrus, CEO of Gateway Fashion Group (GFG), formerly Diba Imports. The 35-yearold, family-owned operation has made several bold moves of late as the second generation transforms the company. Their team is acting big: doubling warehouse capabilities in January 2026, expanding the portfolio (which includes the recent Famolare license), and diversifying sourcing to several countries around the world. Butrus and her team have a lot of fight left in them. And while GFG may be a welterweight right now, the company expects to start punching above its weight class next year.
Last is our profile (p. 34) of the current reigning retail champion (in terms of longevity): Colburn Shoe Store in Belfast, ME. At 193 years and counting, the New England sit-and-fit stalwart bills itself as “the oldest shoe store in America,” a title it proclaims in bold signage across the façade.
Current owner Colby Horne is the fifth generation of his family to helm the business, and he plans to keep fighting the good fight as the store approaches its bicentennial anniversary and beyond. This is a feel-good story if there ever was one. Horne is a genuine local hero for his commitment to maintaining a thriving business downtown and for his yearly efforts to give back to the local community. (He was voted 2023 Citizen of the Year by the Belfast Area Chamber of Commerce.) He’s also an all-around nice guy—the kind of fighter you can’t help but root for.
Each issue of Footwear Plus is a fight card of sorts, too. For 35 years and counting we’ve reported on the grand sport of making and selling shoes. We’re not refs, although it can feel that way when the
That’s the latest industry card by Footwear Plus. I hope you’ll find the stories in these pages informative and inspiring. Remember to keep your dukes up. See you in the ring.
Greg Dutter Editorial Director
No matter the whims of Mother Nature, Paris Fashion Week attendees bring their A game. Photography by
Twenty years of Twisted X Global Brands (TXGB). What a long, great trip it’s been!
What started as a quirky, niche cowboy boot brand has grown into something for everyone: work, western, outdoor, and casual styles for men, women, and children. We diversified to survive and thrive. We are driven to innovate. Our goal is to introduce a meaningful technology every six months. I’m proud to say that we continue to meet that high bar of excellence. Our CellStretch comfort technology revolutionizes western and work boots by activating 100 individual cells hidden in the heel and ball of the foot. And our casual Zero-X collection features a breakthrough one-piece construction that uses no environmentally harmful glues. It also features sustainable materials like ecoTWX, made of recycled plastic bottle uppers, and rubber outsoles integrated with blended rice husk. There are many more examples of TXGB innovation—and plenty more to come. Ditto for our future growth. Two decades in, and we’re just getting started! Indeed, the sky is the limit as long as we adhere to our core values of doing right by the planet, people, products, and partners. I’m proud to say amid all our growth, we’ve never lost sight of who we are as a company. That is the basis of our success. For example, we do not sell DTC. Instead, we prioritize inventory for our retail partners. We are not competitors. We may be one of the few brands left that operate this way, but we’re not afraid to be outliers. We do what we believe is right. We’re extraordinarily proud of how we do business, and we take care of those who have taken care of us. We’d be nowhere without our retailers. It hasn’t always been easy. Unprecedented challenges from massive retail consolidation, a devastating pandemic, and now an epic trade war continue to test us and the industry. At times, it feels like the finish line for success is constantly being pushed forward. Somehow, though, our team digs deep and finds that extra gear to power through and stay in the race. I tip my hat to them. When faced with adversity, it’s easy to shift into a reactive state, tackling
only what’s right in front of you while losing sight of the bigger picture. But I’m proud to say TXGB remains focused on innovation and improvement across every facet of our business. We continue to fight the good fight on all fronts. That’s what makes TXGB the company we are and always hope to be.
As I reflect on the past 20 years, I extend my deepest gratitude to our dedicated team, whose unwavering commitment and tireless efforts have been instrumental in our success. It truly takes a village. We’ve demonstrated that through collective action and a shared vision we can make great strides toward a brighter future for TXGB as well as a greener future for all!
Looking ahead, I’m inspired by the endless possibilities that lie before TXGB and our industry. Together, we can reshape industries, redefine norms, and inspire meaningful global change. To realize this vision, though, we need more than just ambition and determination; we need collaboration, unity, and a shared sense of purpose. We invite others in our beloved industry to join us in our mission to build a brighter, more sustainable tomorrow. We’re all in this together, and TXGB will assist however we can.
PRASAD REDDY President & CEO Twisted X Global Brands
Twisted X Global Brands’ corporate culture is built like a table with four legs: product, partners, people, and planet. Each leg is equally important, and the steadfast commitment to these “four Ps” is the company’s lifeblood.
“Each leg represents a major part of who we are as a company and a factor in everything we do and every decision we make,” explains CEO Prasad Reddy. “It’s our company’s DNA, and we cannot survive without focusing on each of them. We consistently strive to better each of these areas, every day. That’s how the table stays steady and sturdy.”
TXGB’s corporate culture is quite unique. Most companies focus on product and may dabble in the other areas—but usually not consistently. Few, if any, direct equal focus to product, partners, people, and planet to sustain and grow the company. But Reddy and his team see business from a much bigger and brighter perspective. “If a company believes it doesn’t have to go beyond product, it probably means they’re not going after something special,” he says. “They’re just going through the motions,
changing from product to product, and that’s it.” In contrast, Reddy believes a solid brand identity built on core beliefs that people can rally behind is crucial to making a company greater than the sum of its parts. “Product innovation is very important to us, but it’s not enough just to be a business selling product,” he says. “So is taking care of our people, our partners, and our planet.”
A bonus: TXGB’s corporate culture attracts and retains top talent. “Our culture is one of empowerment, openness, and deep caring in the work that we do,” Reddy says. “It’s important that we’re not afraid of doing what’s right, even if that means going against the grain. We’re ok with being contrarians if it means standing behind our core values and what we believe in.” Reddy adds that employees are encouraged to take risks, face challenges, and make opportunities. That freedom is fuel for innovation and growth. “There will be some failures that result from thinking outside the box, but we’re not afraid of that,” he says. “We’ll just keep pushing and fail fast, so we can learn from it and move forward.
It’s all good as long as we learn something that makes us better.”
TXGB’s corporate culture has fueled its substantial growth over the past 20 years, according to Reddy. A vast and varied array of corporate outreach efforts includes proudly supporting veterans and first responder service organizations, childhood trauma and medical assistance caregivers, and breast cancer survivors, among others. It also involves support and adherence to many eco-friendly initiatives and best practices. Casting a wide net is intentional. “We’ll be there
if we can help people in the communities where we live and serve,” Reddy says. “And there’s only one planet, so it’s our responsibility to take care of it and try and leave it in a better place.”
It all ties back to TXGB doing business the right way. Integrity isn’t a campaign; it’s a commitment to humanity. “We have a responsibility as a company and as humans to help the environment and the community,” Reddy says. “It’s our way of demonstrating leadership. It’s our intent to pay it forward in hopes that others will, too. It’s the way we operate.”
Why did the National Shoe Retailers Association (NSRA) bestow its esteemed “Vendor of the Year” award on Twisted X for 2025? It starts with the company’s steadfast commitment: no DTC. In fact, CEO Prasad Reddy is often seen at trade shows sporting a trucker hat with that message emblazoned across the front. The exec is upfront about not competing with his company’s retailers—the partners who have fueled the brand’s growth over the past 20 years.
“We feel a big part of the recognition is for being seen as a true partner to our retailers,” Reddy says. “We don’t sell directly or compete with them, and we support them with orders and replacements to maintain their inventory levels. Also, I think they see our commitment to serving the community through our sustainability and philanthropic endeavors, which are a very important part of our company.”
Per the NSRA, the award honors companies that independent shoe retailers
hold in high esteem for the integrity of their business practices and long-term commitment to the channel. Previous recipients include Ara, Mephisto, and Brooks. Twisted X was introduced by Dave Schoengart, CEO of Shoe Sensation, during the awards ceremony this spring. “This company represents incredible values, not only to the retailers it represents and works with, but also to the communities it serves and so many others that need a helping hand,” he said at the ceremony. “Twisted X, you are fantastic! Thank you for your support of the NSRA, and for supporting our heroes, our children, our warriors, and for your public service.”
Schoengart added that during the pandemic Twisted X also invested in inventory and expanded its customer service department to properly care for its retailers when stores reopened. These values have made the company a “go-to resource for many independent shoe retailers and their customers.”
Reddy hopes recognition from the NSRA will serve as a seal of approval for additional partnerships within the channel and beyond. “This Vendor of the Year award means the entire membership of NSRA recognizes our brand now, which is exciting,” he says. “This gives us added exposure that we feel will make others take a chance with us. It’ll be a great help for us to expand distribution.”
The fact that the award coincided with Twisted X’s 20th anniversary is serendipitous, adds Reddy. “Warren Buffet says it takes 20 years to build a reputation,” he says. “We’ve achieved that level of recognition and trust from NSRA, which we’re grateful for. Independent retailers have built our company and brought us to where we are now. We never forget that.”
“A lot of our vendors sell DTC. Twisted X doesn’t. We probably do more business with them because of that. They’re a great, well-run, and progressive company.” — Joe Cavender, president, Cavender’s Boot City IN GOOD COMPANY
B2B campaign highlights commitment to supporting and prioritizing retailer partnerships.
rough out there! The landscape is a minefield of disruption and uncertainty.
Retailers seek trust in their vendors stretching from reliable inventory to marketing support to meaningful collaboration and beyond. Twisted X Global Brands wants its retailers to know it’s a rock of support and stability. Hence, its B2B Brand Partner campaign introduced this spring.
• WE HAVE INVENTORY: With more than six to eight months of inventory in our warehouse, the depth and range of products provides retailers flexible options.
• WE NEVER STOP PRODUCTION: Pandemic, trade war, you name it…we keep making footwear.
• WE SEEK DIVERSIFIED SOURCING: A diversified portfolio reduces any supply chain disruptions.
• NO DTC: We are your partner, not your competitor.
• OUR GOODS ARE NOT DEVALUED: We refuse to sell to discounters.
• QUALITY IS EVERYTHING: We refuse to compromise the quality, durability, and comfort of our products.
• COUNT ON TXGB: We are privately held, financially stable, and operationally nimble. We do what’s right for our retailers, not Wall Street.
“This is Twisted X’s DNA,” says TXGB CEO Prasad Reddy of the campaign. “The goal is to assure our retailers that we are true partners. We’re here standing beside them during tough times. We call it ‘certainty in uncertain times’ because we strive to be that certainty for them. This is who we are: We’re always going to do what’s right for our partners.”
Reddy believes now more than ever such assurances must be made to retailers. The combination of disruptions and uncertainties are unprecedented and stretch far beyond the footwear industry. Indeed, stability is the new black. “Businesspeople don’t like uncertainty. We like to know where we stand, so we can plan around it,” he says. “But it’s become increasingly harder to plan not knowing what calamity might happen next. So it’s important to tell our partners that whatever happens, we’ll face it together and come out the other side as a team.”
“Our
Supporting philanthropy and bettering our earth is not something new for us – it’s in our DNA and is a core philosophy that we live by. We have a responsibility as a business and as humans to help the environment and community that we live in. It’s our way of demonstrating leadership – as it is our intent to pay it forward in hopes that others will too.
We proudly support the following organizations and their compassion for the human experience. It is because of them and their bravery in areas of veteran and first responder service, childhood trauma and medical assistance, and breast cancer survivor support.
Comfort drives every idea we dream up, every concept we propose, and every product we design and develop. CellStretch comfort technology is a proprietary innovation designed to enhance cushioning, support, and overall comfort in footwear.
Twisted X Global Brands continually pushes the boundary when it comes to our product innovations. Our cutting-edge comfort technologies and environmentally-friendly mindset sets us apart in the industry, allowing us to constantly create new and innovative footwear.
Developed ecoTWX, our fabric made from recycled plastic bottles salvaged from landfills and oceans. Each pair of shoes from our ecoTWX collection is made from approximately 13 plastic bottles. To date, we have recycled close to 5 million plastic bottles.
A brand dedicated to utility footwear is launched and quickly becomes fastestgrowing segment.
The brand makes its mark right out of the gate with innovative, comfortable western boots that focus on quality craftsmanship and authentic cowboy style.
A game-changing silhouette combines casual style, long-lasting comfort, and western heritage. It quickly becomes a fan favorite and marks a bold step forward in redefining practical, stylish, and versatile western footwear. Millions of pairs sold and counting!
Developed for all categories, CellStretch comfort technology is a one-of-a-kind patented comfort system that responds by activating more than 100 individual pressure points of cloud-like comfort.
Recognized as one of Fast Company’s Most Innovative Companies for Corporate Social Responsibility.
CEO Prasad Reddy wins the Lifetime Achievement Award from Footwear Plus magazine.
Twisted X launches Ultralite X, its lightest footwear to date comprised of a unique EVA compound weighing an average of 20% less than traditional styled footwear.
Twisted X launches the Reserve Collection, showcasing a meticulous selection of luxurious leathers, perfect stitch count, and unparalleled comfort as a testament to the brand’s continued commitment to authenticity and quality.
Twisted X launches the Feather X, a collection of Ultralite X footwear featuring a sleek profile and an ultra-cushioned, lightweight outsole for men, women, and kids always on the move.
Green is good! Twisted X introduces Zero-X, a breakthrough collection featuring no harmful glues thanks to innovative manufacturing methods that reduce 75% of pollutants and energy use.
Celebrating two decades of blending comfort, innovation, and western spirit, Twisted X turns 20 years old. The best is yet to come!
Twisted X is awarded the prestigious Plus Award for Sustainability by Footwear Plus magazine in recognition of eco-friendly design excellence and best practices.
Crafted with superior comfort and innovative performance features, the Tech X collection is led by CellStretch comfort technology, thoughtfully designed outsoles, and high quality, lightweight materials in western boots.
Twisted X launches a collaboration with the 4-H Organization. Designed with tomorrow’s leaders in mind, this collection of footwear is constructed to tackle today’s biggest obstacles with Twisted X iconic comfort.
Twisted X launches a collection of footwear designed by Cook Children’s Medical Center patients with 100% of proceeds from each pair benefiting Cook Children’s.
Built for long days and loyal company, MXTR001 is ready for the ranch and everything in between.
Designed to handle long hours in the saddle, MRAL027 offers support where it counts.
Carefree spirit. Comfortable fit. WDM0080 moves with you from sun up to
Rising to the challenge, step by step, MXCNW08 has got your back.
MCAU001 brings lightweight comfort to every gathering with friends.
Elena Brennan, longtime Bust Stop boutique owner, to pursue designer dreams.
AFTER 18 YEARS, it’s the end of the line for Bus Stop Boutique Founder Elena Brennan—at least for her brick-and-mortar, multi-brand retail route. The Philadelphia retailer says she’s moving on up to focus solely on designing shoes and sold exclusively on busstopboutiuqe.com.
“Amid the many challenges of running a brick-and-mortar retail business—tariffs, high rents, and rising costs in general— this is the right time for me to leave that life behind,” Brennan says. “This allows me the time to focus solely on designing Bus Stop X, and by offering my designs exclusively online, it will enable me to grow my customer base reach far beyond what is currently attainable.”
That’s not to say it was an easy decision to close the shop last month. Brennan will miss plenty about her previous life. “I’ll miss the friendships formed with my customers, the beautiful space, and the small business community and location, which has become one of the most sought-after retail corridors in Philadelphia. And, of course, I’ll miss the designers and reps that I carried and worked with for many years.”
Brennan’s desire to be a designer, though, won out. She was first bitten by the bug in 2015—her first shoe collection in collaboration with All Black Footwear. The series of 12 women’s oxfords (now Brennan’s signature silhouette) was named after Hollywood starlets. Since then she has designed numerous collections—all classic silhouettes with a twist and, above all, timeless and seasonless. Brennan, ever a retailer, knows what consumers crave: styles that won’t go out of fashion quickly. “We’ve listened and learned a lot about our customers’ lifestyles, shopping habits, and desires. We can cater to their needs,” she says.
Brennan’s latest collection, Seeing Clearly, is inspired by seeing into the future with clarity and compassion. “I used mesh as a key material, as it’s transparent,” she says. “The sheerness adds an element of sexiness to the oxfords, sandals, and ankle boots. It’s also a breathable fabric, so it’s comfortable. It’s very much where sport meets chic.”
Indeed, Brennan believes her extensive retail experience positions her well for her new endeavor. Like, for example, the ability to provide excellent customer service, which builds tremendous loyalty. “Our expert customer experience will continue online,” she says. “Customers walk into a fresh digital home, experiencing the same attention to detail, intimacy, friendliness, a space for connection, and one-of-a-kind curated shoe designs.”
As for the Spring/Summer ’26 collection, stay tuned. It’s still in the early stages, which is one of the benefits of not operating on a traditional wholesale delivery calendar. Brennan plans to attend Copenhagen Fashion Week this month for inspiration. “Some ideas that I’m playing around with are ‘Re-SET’ that focuses on reinventing the way of thinking, and ‘Re-FRESH’ that redefines peacefulness and calm with hues reminiscent of calm waters,” she says, adding that her overall design approach is to create an
aesthetic that epitomizes standing out yet staying timeless. “I approach every shoe design as a piece of art, while staying true to modernity that my customers covet. My shoes are edgy, striking, and unique.”
Might Brennan expand her label into wholesale? It’s not a scheduled stop on the current route due to the large financial commitment it requires, but maybe someday. “You never know,” she says. “I definitely see more collaborations on the horizon.” Looking five years out, Brennan envisions a global brand with the first stop the European market. There will be a broader assortment of styles including, rest assured, oxfords driving the bus. “That style inspires me the most; it’s how my design journey began,” Brennan says. “Bus Stop X oxfords should be every woman’s No. 1 choice for confident and striking footwear.”
BY GREG DUTTER
Diane Butrus, CEO of Gateway Fashion Group, formerly Diba Imports, on why she predicts a growth spurt will kick off next year.
WHAT IS DIANE BUTRUS most hopeful for? 2026. That’s when the longtime exec at her St. Louis-based, family-owned business of 35 years believes much of the heavy lifting involved in its multi-year corporate makeover will start paying big dividends. It’s also when she hopes that the chaos related to the trade war will finally be settled.
“I feel like we’re putting a lot of things in place that are setting our company up for growth next year and beyond,” Butrus says. “While this year is super challenging amid all the tariffs uncertainty, I believe we’re going to slingshot into a growth phase next year.”
Fueling the projected growth is an upcoming move (in January) to new facilities that will double the company’s warehouse space. The move will enable Gateway Fashion Group (GFG) to carry more inventory of its current portfolio (led by Diba, Diba True, Luichiny, Testosterone, and recently added Famolare license, among other brands). It will also provide housing for more merchandise from its private label and 3PL divisions. Butrus projects growth across the board, especially now that the company will be able to take on more 3PL clients. A few deals are already in the works, and she sees plenty of opportunity for adding more startups and smaller companies that often “desperately” need the logistical expertise and facilities that GFG provides.
“My standard pitch is: You don’t need to open a warehouse, hire a customer service manager, and all the other stuff required to get your business up and running in the U.S. You need a couple hours of our experienced team members per week and our state-of-the-art facilities,” Butrus explains. “We’re designed from the ground up to help startups and smaller businesses succeed. We make it easy to run your business, so you don’t have to be distracted by the aspects that aren’t making you money.”
Since launching its 3PL division 10 years ago, Butrus says it has become a “well-oiled machine.” She also sees it as a win-win for GFG and clients. “Getting small brands together under the Gateway Fashion Group banner enables us to rely on each other and compete against huge, public companies,” she says.
“There’s strength in numbers. If we all win, we all rise together.” Butrus sees GFG’s recent moves essentially as a matter of go bold or go home. Standing pat just isn’t a growth strategy, she says. Worse, it might not even be one of survival. That’s why the team is all in on this transformation—even amid a paralyzing trade war. It’s why, for example, GFG kept making and
shipping as much shoes as it could over the past few months. Butrus saw an opportunity. “We moved inventory in as fast as we could so we can keep it at a lower price than similar goods shipped later,” she says. “As long as we’re on trend, it should give us a leg up as we might be priced $20 to $25 less. Also, some of our competition may no longer be in business, so that’s another opportunity.”
The Famolare license, 3PL deals in the works, a much bigger warehouse, expanded sourcing in Mexico, India, and Turkey…Butrus is proud of GFG’s recent bold moves. She’s also proud to note that all GFG factory partners are CTPAT certified and family-owned and operated. And to better meet current needs amid the recent trade war upheaval, the company has moved a portion of its landed and synthetic divisions to factories in India, offering new cost solutions while maintaining quality standards. GFG also plans to open a factory in St. Louis within the next few years for further sourcing diversification. “We’re at least doing something, and I believe all smaller companies either must find a way to make it or close shop,” Butrus says. “We’re finding our way.”
Of course, it’s not easy, especially this year. GFG froze for a bit when tariffs soared to 145 percent on Chinese-made goods. “We were all paralyzed for a while,” Butrus says. “But companies who froze their
businesses for months might be in real trouble. A lot of fall deliveries are going to be late, and those shoes will likely cost more. And there might be an inventory shortage overall.” Still, Butrus can relate because finding new sourcing partners is no picnic. “It’s not easy to change countries essentially overnight and match that level of production and quality,” she says, noting that GFG’s Chinese factory partnerships dates back 30 years. “They’ve all been great partners, but our current one doesn’t know if it can even stay in business if their pricing isn’t competitive with other countries. That’s the nature of the beast. We’ve had to look elsewhere.”
Fortunately for GFG, operations is Butrus’ wheelhouse. It has been ever since her first job out of college working in a quality assurance department for fighter planes and then an international measuring company before joining the family business 30 years ago. She’s all about tackling problems head-on and building scalable solutions.
One might say that GFG’s transformation is the second generation putting its stamp on the business. A new era is quickly rounding into form. Great expectations await. GFG is going for the bold. “We’ve taken a lot of bold actions in the aim of setting ourselves up for strong growth,” Butrus says. “We firmly believe we’re headed in that direction.”
What are you reading? I think of reading as a winter sport. I spend my summers going to St. Louis Cardinals games and bike riding.
What was the last movie you saw? F1. It was fantastic. Brad Pitt is still a superstar.
Might he help rev up a Formula 1 fashion craze? He could. Although, movies haven’t been as influential as they used to be. There were years’ worth of western fashion following Urban Cowboy. It just doesn’t happen that way anymore. But I thought they did an excellent job with the fashion, and I expect we’ll see some styles this fall.
Who is inspiring you? Simon Sinek.
Like him, I still believe in the power of people. While there’s a lot of talk about AI and technology in general, and I believe in all of that, I also still believe in people. Making sure employees know that you genuinely care about them and the company, and they’ll be more caring as a result. That’s what makes for a tight knit organization.
What superpower would you want? To fly. I have a private pilot’s license, and I love everything about flying. My first job out of college was with McDonnell Douglas. I worked in quality assurance for fighter planes. My department made sure that every piece fit. I loved everything about that job. It was a real smooth transition from fighter planes to shoes. (Laughs)
Was GFG’s transformation the plan all along? Sort of. Our founders began retiring over the last few years and our initial plan was to just transfer ownership to the next generation. But in the process of doing that, which started during the pandemic, we asked ourselves what were some ways we would want to expand? We started looking for other partners because we wanted to have more than just our brands. So I guess this next generation was ready to take the company in a different direction. Then it just snowballed, as we’ve been making more bold moves. Recently, I was speaking with someone who works at a consulting company who told me that taking bold actions in uncertain times is an awesome way to grow a company. I agree. That statement has really stuck with me.
The Famolare license is one such bold move? Yes. We learned of their interest in wanting to grow the brand in the wholesale space and thought we’d be a great fit. Over the past few years Victoria Staten, who owns the brand, had been operating as a DTC online business and, after partnering with a digital marketing company about a year ago, saw its sales spike. She had to get a wholesale piece dialed up quickly or miss that growth opportunity. So we got to talking and we just clicked right away. We both had things the other needed—we wanted another
Who is your greatest influence? My dad (Joe Butrus). I never thought I’d work for his company because I was always fiercely independent growing up. But after working for other people, I decided if I was going to work that hard then it should be for my family’s business. I quote my dad, who just turned 85 and is retired, all the time. I’d rather be quoting him than anyone else. It just makes me so happy and reminds me how his business instincts were so good.
Such as? He always said, never pin someone to the wall. Always give them a way out. Basically, you’ll need to do another deal, another day. He also always said: The shoes come first. If the fashion is right, everything else will work out. So, whenever we’re making a decision, I always make sure we’re talking about the shoes first.
What keeps you awake at night? Tariffs, how to grow Diba and
Famolare, how to get back into men’s shoes, because we put that on the shelf for a while, etc., etc. Enduring uncertainties are what keeps me up at night.
If you could live in another time, when would it be? It’d definitely be in the future. Look at everything that has changed over the past 100 years or so—and much of it for the better. So I’d like to live 100 years from now and see everything that will have changed.
You have faith that the civilization will still exist? Well, it’s possible I might be the only one here. (Laughs) But I’m an optimist by nature and hope for the best.
What would be the title of your life story and who’d play you in the film adaptation? Just Keep Showing Up and Good Things Will Happen. An AI robot would play me because I think that would be so cool.
brand in our portfolio and Victoria needed our sales and logistics capabilities. The more we spoke, the more excited we each got. That excitement of what this partnership could be, if we handle it properly, got everyone on the same page. We’ll start delivering shoes in a bigger way this fall. Once we get things rolling, we believe that the growth path for 2026 is going to be exponential.
What’s to like about Famolare?
There’s a lot of rich history with the brand. Founder Joe Famolare’s unique waved rubber soled design really caught on in the ’70s. The ergonomic sole supported natural movement and acted as an extension of the foot, transferring body weight from heel to arch, and from the ball to the toes. It absorbed impact and rolled the wearer forward with each step. Basically, it allowed women to walk without the discomfort of most casual shoes of that era.
And the sales back then?
The brand exploded in popularity. The backrooms at many Nordstrom stores during that time were 50 percent Famolare. That’s mind boggling! But then department stores started asking for guaranteed margins and Mr. Famolare, a very principled shoe exec, closed his business. Over the ensuing years, he received many offers to license it but declined. Victoria, a former group vice president at Kenneth Cole, built a relationship with the family and was able to license the brand about 10 years ago. She now has full ownership. She has re-engineered the sole to be much lighter while maintaining the original design patent. That was no easy task. It weighs half as much. After few fits and starts of trying to make the shoes in the U.S., she has now settled on a factory in Mexico. They’re great.
Who is the Famolare consumer—fans from back in the day or people new to the brand?
It’s a combination of the two. Once people buy their first pair, many come back and purchase multiple pairs. It’s for sure a seven-figure online
business now, and it’s been growing by leaps and bounds since last fall.
What types of other brands is GFG looking to partner with next?
We’d like to add an athletic brand, whether that’s sneakers or recovery sandals. We’re in preliminary talks on that. It’s something that we’re very interested in because we think it’s complimentary to our existing portfolio. We’re also interested in luxury, which is also complimentary.
How big is your 3PL division relative to the whole company?
We’ve been limited in how big it could be based on the size of our warehouse. Hence, the move to new facilities, which is about a 15-minute drive from our current location. We’ve had multiple cases where people needed warehouse space that’s bigger than our whole building. We have the expertise but just need the facilities. Now we can absorb larger clients. Once we get a couple of brands bigger than we are, then we can begin to operate multiple facilities.
Just how challenging has it been to operate a business amid this trade war?
Beyond challenging. There’s so much uncertainty still with tariffs. The last I heard was that a framework was complete, but to say anything is settled right now…you and I know both know that’s not likely the case. The president can change his mind, which he’s done repeatedly before.
Do you expect to continue sourcing in China going forward?
That’s the $64 million question. We hope to, and we have shoes in production now, but we’re making significantly less this year. We think it’ll go back to maybe 75 to 80 percent of what we used to make in 2026. I think the tariff situation will get settled by September—hopefully. Still, lots of factories might close—ours included. Some will set up in other countries, but you can’t just move
and expect it to be business as usual right away. It takes time. Nor can all the shoes China makes for this market be made in Vietnam. It’s just not that big of a country. Plus, it cost more there now, too.
So what’s GFG’s strategy?
We have no choice but to look elsewhere. For example, we already have production in India, and now we’re adding more synthetic production with those factory groups. We’re also started doing some production in Turkey and we’re working with the factory in Mexico making Famolare. Last but not least, we’re looking to do a final assembly type of factory in St. Louis. It might be where a factory partner wants to co-own that factory. We could call it “assembled in the U.S.” We’re looking for that to begin in 2027. Depending on the tariffs, it may or may not be less expensive. But if it’s all priced similar and we have the opportunity to make shoes in the U.S., then it’s at least worth looking into.
Potential U.S. footwear manufacturing revival aside, do you expect an inventory shortage for fall if consumer demand stays relatively the same? It’s very possible. I think some fall deliveries are at least going to be late as well as more expensive. That’s why any brand that already has shoes in the U.S. is well positioned. We’re well positioned on some shoes, but not as many as I’d like. We delivered as much as we could. But we’re a small company; we don’t have an unlimited bank account. That said, we have more inventory coming.
Are you bullish on the demand from consumers this fall—that higher prices won’t scare them off? Yes, but that based on our prices being lower. If we’re $20 to $25 less for similar-looking styles that are on-trend, than we should do pretty well. That’s why we moved as much inventory in as fast as we could so we could keep it at the lower prices. We might also benefit as some of our competition may no longer be in business, whether that’s temporarily or for good.
There’s been much talk about a thinning of the brands herd.
Some brands may go about of business for good, while others might pause. Sell off any inventory they have and when things settle down, try and come back. They may be sourcing in a different country then. I mean, if you haven’t at least thought about that possible scenario, then you’re not thinking.
Is it remotely business as normal when it comes to Spring/Summer ’26 season?
I’d say it is as close to business as usual as you could be, but it’s not normal. The big unknown remains pricing. We don’t know what the tariffs might be
until the shoes land. Even so, the U.S. and China could have a signed, sealed, and delivered agreement—only to change three weeks later because the president changes his mind.
Is this uncertainty and disruption worse than the pandemic’s fallout?
The government provided a lot of loans and public assistance very quickly at the beginning of the pandemic. That specifically helped small businesses like us. What’s happening now is more difficult for small businesses. There’s no bailout, and we don’t have the deep pockets that a public company might have.
I’m not sure the impact to small businesses was taken into full consideration.
Perhaps not, but the ramifications are all too real. We just have to find a way. It reminds me of when the pandemic first hit. I vividly remember freaking out one night about having no idea what to do. I was in full-on panic mode thinking about all these people depending on me, what are we going to do, etc., etc. Plus, I was afraid for my life. But then one thought changed everything for me. I realized I had
exactly the same amount of experience as everyone else trying to navigate this crisis, which was zero. We were all in the same boat. So right then I decided, above all, try and make good business decisions. And we did. We found a way. And we’re doing the same thing amid this trade war fallout. For example, as a smaller company, we can pivot faster than big companies. While those companies can throw resources at a problem way better than us, we can be fast and flexible. Also at the top of that list of strengths is our people. We have really good people. Being privately owned is another strength. We don’t make decisions because it’s something we need to do for a particular quarter, which may turn out much worse in the long run. We refuse to make bad business decisions knowingly.
Is the glass half empty, half full, or is there a hole in the bottom right now?
I love that question! By nature, I’m an optimist so I’d say the glass is half full. My dad would always say, “Look at how much water is in the glass!” He’s a bigger optimist than me. That said, there’s a hole in the glass right now because of the general industry paralysis of these past few months. So we’ve
either got to repair that hole fast or get a new glass entirely. GFG is working hard on that, because our main job is to keep pouring water in that glass.
It helps to have 35 years of designing, importing, distributing, and selling shoes knowhow. Exactly. Plus, we’re shoepeople at heart. Like us, many in our industry have a strong family component to their businesses—both on the wholesale and retail sides. We relate well to their needs and concerns, as well as how they operate. We genuinely care about our customers. We want them to be successful, because if they’re not, then we’re not. That’s the basis of good business.
What keeps you coming into work each day? Our family legacy. Me, my sister, and brother inlaw are spearheading the next generation. And my nephew is representing our family’s third generation. He’s running our 3PL division. I’m just so damn proud of everyone who works here, so what else would I be doing? What’s more fulfilling than getting to work with your family and help us all succeed? It’s rewarding and exciting. I love my job. •
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The oldest shoe store in America is currently celebrating its 193rd birthday. But it’s business as usual at this family-owned stalwart beloved by generations of Mainers.
By Kathy Passero
NEARING THE BICENTENNIAL mark is an impressive feat for any business, but Colburn Shoe Store in Belfast, ME, is remarkable for more than simple longevity. This gem of an independent boasts the title of oldest shoe store in America. (There’s a sign over the door proclaiming the fact.) What’s more, throughout nearly two centuries, the shop founded by W.T. Colburn in 1832 has been owned by just two families and has occupied just two premises. Current owner Colby Horne is the fifth generation of his family to take up the mantle. His great-great uncle got a job at Colburn’s as a teen in the 1890s and was there in 1905 for the move around the corner from the original digs to the current location at 79 Main Street. He bought the business from the Colburn family in 1922 but kept the name.
To say that Colburn Shoe Store has deep roots in the community of Belfast (pop. 7,000) would be an understatement. It’s the kind of place where some folks have bought nearly every pair of shoes they’ve ever worn, where paying a visit is a family tradition (plenty of people travel an hour or more to do so), and where struggling community members know Colby will see to it that their kids get the back-to-school footwear they need no matter what. (He was voted 2023 Citizen of the Year by the Belfast Area Chamber of Commerce.) Colburn’s annual sock drives partnering with United Way have brought in nearly 20,000 pairs in the past five years. A veritable mountain of cozy socks to stave off those cold New England winters appears in the store’s window every November and grows daily until the goods are distributed in mid-December.
And then there are the summer visitors. Colburn’s is also the kind of store that draws tourists and curious passers-by, who stop to snap a photo of the “oldest shoe store in America” sign out front and often wander in. Such newcomers are plentiful when the weather’s fair, thanks to Belfast’s remarkable transition from a poultry and sardine producer to a mecca for retirees and vacationers in search of hidden gems in Midcoast Maine. Colburn’s staff greets strangers with the same small-town warmth they show locals and treats them to the same old-school sit-and-fit service.
“It’s a very hands-on, personal experience when you come to Colburn Shoe Store,” says Colby. “It’s friendly, knowledgeable, and zero pressure. Yes, we’re in sales, but I tell all my employees and customers I don’t want anyone to buy anything they’re going to regret.”
“They have excellent, and I mean excellent, customer service every day, every time,” says longtime
if
help you with anything. Everybody gets the same treatment. More than once I’ve called Colby from Florida, where I spend the winter, and he’s ordered shoes for me. When I get home, they’re waiting for me. It’s good old-fashioned customer service. That’s not something you see every day. I tell everyone to give them their business.”
“The store has a quaint, homey feel when you walk in, even though it’s huge,” says M. Geoffrey Carlton II, territory manager with Carolina/H.H. Brown, who has worked with Colburn’s for 29 years. “It’s a true sit-and-fit store where you can come in and somebody will talk to you, sit down and size you, then service you. The salespeople’s interaction with the customers makes it fun. A lot of people remember Colby from when he was a kid, knee-high to a grasshopper, so they’re seeing the business pass through generations.”
“We have such pride in being a staple in Midcoast Maine,” says Colby. “It’s a heartwarming feeling. We really make a point to take care of our customers. That’s probably the main factor that has kept us around all these years.
“Every brand has a website, and I can’t fight the Internet, but I can provide an excellent experience of getting exactly what you want as a customer and the confidence of leaving the store knowing you bought the proper shoes for you,” he continues. “We’ve got Brannocks all over the store and everyone knows how to use them properly.”
Colby is equally attentive to the store’s six-person staff. “I really make sure my people are taken care of and they want to come to work.” Judging by the almost nonexistent turnover, his approach is working. Quite a few team members worked for Colby’s dad, Brian Horne, who sold the store to his son in 2017 but stayed on until two and a half years ago.
Eisenman
coat of paint, the drawers, too, are antique; pairs of socks donated by generous customers and community members fill the front window during the store’s annual charity sock drive.
Like Colby, Brian grew up in the family store, learning from his own father, Alan Horne, before heading off to college and a career with Thom McAn in New Hampshire and Massachusetts. “I learned a lot about merchandising, personnel, and how to do different things there,” says Brian. “But when my dad said he was thinking of retiring, I decided to purchase the store from him. It was absolutely the right decision. For one thing, Thom McAn went out of business about three years later. But more important, I was happy to be back in my hometown.”
Of course when Brian took over in 1986, Belfast was a far different place. “It was a dirty, rough town,” Colby says. “This was the blue-collar, sardineand-poultry capital of the United States.” Making it rougher was the fact that many processing and packing plants had closed by the ’80s, and the area was mired in a recession. Then, unexpectedly, Delaware-based credit card lender MBNA opened two facilities in Belfast in 1995, bringing in jobs and revitalizing the entire Midcoast Maine region. (When Bank of America bought MBNA in 2005 and all but pulled up stakes, athenahealth stepped in, opening a hub in Belfast and taking over as the town’s largest employer, a title it still holds.)
“MBNA turned this into a beautiful community. It’s now a retirees’ dream,” says Colby. “Houses are selling for over a million dollars on the water. When I was a kid, the bay was rough and the water was disgusting. You didn’t go down there because you got beat up. The town has done a total 180.”
“The revitalization of Belfast is a big reason that we’re still here,” Colby says. “It’s not just what we do in the store, it’s what the community has done around us to make us such a destination.”
“We’re in a vibrant downtown with a good mix of stores,” adds Brian. “It makes doing business easier when you have good company.” Next door to
Colburn’s on Main Street is family-owned hardware store Home Supply Center, established in 1965. “They have the same game plan that we have—good customer service and the right inventory,” Brian says.
“A lot of people moved here to get away from strip malls and high traffic areas,” he adds. Downtown Belfast delivers on both fronts. Shoppers appreciate the quaint small-town vibe, and they shop local to support it.
Father and son agree that earlier generations of Hornes would be floored to see their family business now. “My grandfather was tickled if he had a thousand-dollar day,” Colby recalls. “He just couldn’t imagine how things have changed,” says Brian.
Naturally, with changing demographics and occupations (not to mention changing times) come changing footwear needs and desires. Where rubber and work boots once ran the table, Hoka, Dansko, Birkenstock, Blundstone, and Skechers are today’s bestsellers at Colburn’s. “The world up here in Midcoast Maine is casual, and our demographic is older, so comfort and athleisure are really driving sales for us,” says Colby. Come winter, top sellers are boots by Kamik, Dryshod, and NexGrip. “The older demographic wants to be secure on their feet, so NexGrip’s retractable cleat in the heel helps them feel more confident when they’re out in the elements,” he explains, noting that the store’s core customer is middle-aged, middle-income, and female. About 60 percent of inventory is women’s, with men’s accounting for 30 percent, and kids’ at 10 percent.
Another store feature that would likely astound previous owners is the thriving bargain basement, added by Brian back in 1993 against his father’s advice. “My grandfather told him it was the worst decision,” says Colby. “He said, don’t to it!”
“My dad thought it was too much work because this is a very old building, and it had a dirt floor. It’s not like you could get heavy equipment in there, so I had to dig it all out by hand, level it out, pour a concrete floor, and make easy-access stairs,” says Brian. The process took him eight months, but the addition proved a stroke of genius. “That bargain basement has kept us afloat and helped us turn inventory,” says Colby. “The way my grandfather and his generation did business was very, very different. There wasn’t a lot of thinking outside the box, but as we evolve, we get more and more creative and find new ways to move product.”
Part of this evolution for Colby involves maintaining a vibrant presence for the store on social media. “I’ve also made a big push to do TV advertising on the biggest news station in Bangor, which reaches the one-hour radius outside Belfast, because our average customer still watches the news,” he says. “We reach thousands and thousands of people every day with our commercials.”
Colburn’s is also a champion of community engagement. “I hardly ever say no to any sort of sponsorship, raffle, or event. So our brand and our name is constantly out there for people to recognize,” he explains. “My community engagement is probably the smartest business decision I’ve made. Being so involved and being such a recognizable face brings in business.”
“Colby gives back to the community constantly,” says Amanda Cunningham, executive director of the downtown organization Our Town Belfast. “If you ask him for something, he does it. Around Christmas, back-to-school time, and several other times throughout the year, he’ll post on social media that he has, say, 20 families who need shoes and ask if anybody can help out. Within an hour or two, he’ll have enough donations to cover all the shoes for everybody because he’s so well-respected.”
Incidentally, Amanda herself is a longtime customer at Colburn’s and a former classmate of Brian’s. “I’ve been shopping there for 50 years,” she says. “I’m in at least every two months as a shopper and much more often just because it’s a great place to go and talk to people.
“My office on Main Street is directly across the street from Colburn’s,” she adds. “Every single day year-round I see people who are visiting town stop and take a picture of the sign that says the Oldest Shoe Store in America. It’s something that makes people stop in their tracks and say, wow, that’s really cool.”
Brand reps, too, appreciate Colburn’s convivial atmosphere and people-oriented staff. “They’re always so pleasant,” says Paige Totman, an independent territory rep with Haflinger who has called on the store for 18 years. “The family is just a pleasure to work with. They’re consistently kind to their representatives, their vendors, and their customers.”
“It’s a small town, so we know different generations of people and we see them not just in our store, but socially, shopping at other stores, and walking down the street,” says Brian.
Colby wasn’t always so keen to stay put. He graduated with a teaching degree, then went to work for Enterprise Rent-A-Car in Florida, South Carolina, and finally Portland, ME. “Their customer service, sales, and training program is top notch,” says Colby. After eight years, he came back to Belfast and applied the lessons he’d learned to Colburn’s. “If I’d stayed here and gone right into the shoe store after college, I don’t think we’d be as successful as we are now,” he says.
Like his father, Colby never expected to return to his roots, but “I’m happy to be here,” he says. “In five years, I’ll still be selling shoes right here in downtown Belfast.”
Despite today’s economic turmoil and uncertainty over tariffs, business is good at Colburn’s. “It’s solid,” says Colby. “We’re on par with last year. Our biggest obstacle right now is the sticker shock some people see when they go to purchase a pair of quality shoes. People are really starting to squawk on the price of things for the first time. They’re constantly asking what’s in the bargain basement or what sales we’re running.
“You can you call it tariffs or Covid or inflation, whatever hot button word is popular at the moment, but we’ve seen incremental price increases in shoes every year, and people are cautious, especially here in Maine where taxes and electricity prices are some of the highest in the nation,” he points out.
To offset the increasing price of doing business, “We’ve really cut back on brands that were sort of fluff for us and are concentrating on our core brands that we know will sell,” Colby says. “And we’re very price aware. We try to cover everyone who comes in our store.”
Ultimately, “We just want to continue with marginal steady growth and to keep doing what we’ve been doing for 193 years. It seems to work,” Colby concludes. “You can overthink it or you can just show up every day and take care of your customers.” •
Meet the expert who helps brands and retailers tap into the wardrobewellbeing connection to boost sales.
IF YOU ARE what you wear, as the old saying goes, the right shoes can literally change your life. Think beyond comfort, beyond status, trendiness, and other traditional cues to the way what you put on your feet makes you feel on an emotional level.
Footwear—and the clothes you pair with it—shapes not only how others perceive you, but how you perceive yourself, explains fashion psychologist Jennifer Heinen, founder of The Style-Mind Shift, a coaching company that helps clients improve their emotional well-being through their wardrobe.
When what you wear feels authentic to who you are—and who you want to be—you feel more confident, clear-headed, and emotionally resilient, according to research, says Heinen. Below, she shares advice on how to align your external appearance with your inner identity and unlock the power of fashion as a tool to boost your self-esteem and emotional health—and help your customers do the same.
“If your product changes how someone feels when they walk into a room, you’re not just selling shoes—you’re shaping identity,” says Heinen. “That’s fashion psychology at its most powerful.”
What do shoes say about the people who wear them? Shoes are identity shortcuts. They’re one of the first things people notice, and among the most revealing. Think about the difference between someone walking into a meeting in scuffed sneakers versus polished boots. Our brains register those cues in milliseconds. And we make rapid personality judgments based on shoes. One study found that strangers could accurately assess someone’s age, income, and emotional stability just by looking at their shoes. That’s powerful.
Shoes are also identity amplifiers. They communicate values: comfort vs. control, boldness vs. practicality, nostalgia vs. innovation. Those choices tell others—and ourselves—who we are, what we stand for, and what we prioritize.
Yes, there are cultural archetypes. Dr. Martens and Converse often signal rebellion or creativity; boat shoes and driving mocs suggest preppy tradition. But it’s not just about stereotypes. It’s about intention. A structured loafer might project confidence on one person and restriction on another. For you, success might look like a polished ankle boot that anchors your stance. For someone else, it might be a pristine pair of white trainers that signals innovation and edge.
Confidence isn’t about one type of shoe—it’s about wearing the shoe that lets you walk like you mean it. When a shoe matches both the internal narrative and the external context, it reads as authentic. And authenticity is what people perceive as confidence.
Can changing your shoes actually change your outlook? Definitely. Shoes affect how you feel physically and emotionally. Choosing footwear that aligns with your emotional intention can strengthen your emotional resilience and daily satisfaction. The comforting sensation of a supportive sole or the empowering height of a heel can shift your posture, energy, and mood. The feel of leather, the sound of a heel, the weight of a sole becomes part of how you script your day.
When you’re stuck in a mental loop or experiencing burnout, even a small shift—like swapping old flats for bold loafers—can serve as an emotional reset, stimulating new neural pathways. A shoe that makes you feel balanced, empowered, or elegant shifts your body language, which affects how others perceive your authority.
How can retailers and brands tap into fashion psychology? Stop selling shoes. Start selling self-concept. Today’s consumer isn’t just buying a product—they’re buying a feeling, a story, a mirror. Footwear is a tool for self-discovery and personal evolution.
The most successful retailers don’t just offer styles; they offer identity alignment. Shoes that say This is who I am. This is how I move through the world. Want to increase conversion? Speak to how a shoe feels, what it symbolizes, and how it might shift someone’s mindset—not just how it fits.
Retailers have a powerful opportunity to turn the shopping experience into a moment of emotional insight and identity connection. Start by integrating psychological language and emotional storytelling into every touchpoint:
• Use signage and prompts that connect footwear to emotional states or identity shifts: “For the woman who’s done hiding.” “Shoes that say you’re already there.” “Grounded. Bold. Ready.” “You’re not just buying a shoe. You’re choosing how you want to feel tomorrow.” These aren’t just marketing lines—they’re cues that help frame the shopping experience and underscore the deeper meaning behind shoppers’ choices.
• Invite reflection by adding prompts near mirrors or displays that turn shopping into self-discovery: “What do these shoes say about you?” “How do you want to feel when you step into your next room?”
• Offer small, low-stakes style shifts, like a new heel shape or unexpected color, as confidence experiments. Not everyone is ready for a complete transformation, but small changes often lead to major emotional shifts.
• Encourage your salespeople to approach customers with curiosity and empathy—almost like style therapists. Help them recognize when a customer is looking not just for a shoe, but for a feeling: stability, empowerment, creativity, etc.
• Create emotional try-on stations where customers can “test-walk” shoes while visualizing key life moments—job interviews, first dates, presentations, reunions. A short script or visualization prompt can activate imagination and build attachment.
• Install mirrors with emotional filters or labels like “Power,” “Ease,” “Play,” “Reinvention.” These let customers choose how they want to be seen—not just what they want to wear.
Rebels and prepsters: Dr. Martens and Sperry wearers, respectively.
Heinen’s consulting firm helps translate emotional insight into actionable strategy in areas from in-store design to staff training to brand storytelling with the goal of building loyalty and a deeper connection to your business. For more information, go to www.stylmynd.com
Valentina Rangoni, third generation shoe designer and founder of her own namesake brand, is on a mission to empower women— from the sole up. By
Kathy Passero
ONLY A WOMAN can really put herself in the shoes of another woman and understand what she wants to wear, according to Valentina Rangoni, the Florentine-born founder and creative force behind her own eponymous brand of sustainably sourced, Italian-made footwear.
“Today’s women are career-driven, dynamic, and constantly juggling a thousand things, so it’s essential that they feel good in the shoes they wear,” says Rangoni, whose late grandfather, Ugo, founded the iconic Italian footwear brand Amalfi by Rangoni in 1934. “Shoes shouldn’t just be beautiful. They have to be comfortable, too. I never overlook comfort when designing a shoe, not even a stiletto.”
When Ugo passed away, Rangoni’s father, Niccolò, took over the family business. And that’s where Valentina and her sisters spent much of their childhoods, immersed in the world of shoe design. Some of her earliest memories involve showing a shoe sketch she’d drawn to her dad in the hopes that he would manufacture it, and having fun zhuzhing up an existing design in the line. “I remember being inside one of our stores when I was little, taking off a bow I was wearing and putting it on a shoe to embellish it and feeling very proud of my idea,” she says. Her artistic flair wasn’t limited to footwear: Rangoni has a degree in opera singing as well as one for shoe design.
In addition to taking the helm of the legacy Amalfi by Rangoni brand along with her sister Carolina, Valentina Rangoni oversees an all-female team devoted to her namesake brand, where Carolina heads up marketing. That customer is independent, stylish, feminine, and dresses to please herself before anyone else. The new generation of Rangonis’ emphasis on female empowerment shows up not just in their design sensibility but also in their approach to doing business. They are committed to dispelling negative stereotypes and marginalization of women in the footwear industry and working toward greater gender equality in the world.
Here, Rangoni discusses her design inspirations, her mission, and her new wedding collection.
Women’s footwear design and manufacturing have long been a man’s world. What are you doing to change that? I’ve often found myself being the youngest person—and the only woman—in the room, whether it’s business meetings or visiting suppliers.
Unfortunately, people don’t treat you with the same respect they give to men, and your opinions aren’t always taken seriously. I hope that through my brand, I can bring more value to women in the footwear world and show that shoes designed by a woman are a hundred times better than those designed by a man. Right now, my team is made up of six women: myself, my sister Carolina, two handling social media and communications, one managing the website, one in charge of accounting, and my friend who does the shoe fittings. Even on the production side, over 50 percent of the team is made up of women.
Ethical sourcing is also a priority. Yes. First and foremost, it’s important to understand that leather is actually much more sustainable than any vegan material. It’s easier to dispose of, and today it’s processed through highly regulated and eco-friendly methods. In fact, we source exclusively from tanneries that are certified for their sustainability. Our factory is also located just 20 minutes from Florence, which allows us to maintain tight control over every step of the process and avoid fuel waste from long-distance transportation. On top of that, we recycle leftover leathers and fabrics from the factory whenever possible.
What are some key trends in your Spring/Summer ’26 collection? Given that pretty much everything is in fashion these days, round-toe sandals and shoes are making a strong comeback. Another emerging style is the peep-toe shoe, with a bit of a retro vibe, while Mary Janes and ballet flats continue to be very popular. A material that remains strong is transparent mesh, and woven leather and jelly shoes are also really trending right now.
Who is the Valentino Rangoni woman? She’s dynamic, full of energy and commitments, dressed in an elegant and sophisticated way, and always looking for the perfect balance between style and comfort.
What inspired the new wedding collection? I’m getting married this September, and over the past few months—while visiting various bridal ateliers—I realized that the shoes typically recommended for brides are often poor in quality and not very up to date. Many times, I’ve helped brides at our store in Florence who just couldn’t find the right pair of shoes, so I ended up creating custom ones for them. That inspired me to channel the joy of planning my own wedding into designing not only my own bridal shoes, but an entire bridal line. It features different
heel heights to suit every moment of the day—from sky-high for the ceremony, to flat ballerinas for dancing the night away. I added delicate white lace and crystalembellished buckles to make each pair truly special.
How would you describe your personal style? Elegant, European-inspired, sophisticated, and fairly minimal.
Are there synergies between opera singing and shoe design? I believe that studying music helps develop a somewhat unconventional and outside-the-box way of thinking, and this has greatly contributed to boosting my creativity. Opera is my passion, and the school I attended is where I met my future husband, who is a conductor.
Any designers you admire? In the world of footwear, I really admire Amina Muaddi because she’s one of the few female designers in the industry. I find that her shoes always have something innovative about them and that they’re truly beautiful.
What’s the best design advice you ever received? To design shoes as if I were going to wear them myself. If I wouldn’t want to wear a shoe I created, then the design isn’t right.
Where do you look for design inspiration? I usually start with a mood board that almost always takes inspiration from the trips I take. I travel a lot, both for work and pleasure, and I like to take photos to remind myself of the colors and landscapes I see.
What shoes should every woman have in her closet? Black pumps and nude pumps—perfect for any outfit that calls for a touch of elegance. Nice boots, also very versatile from a workday to a dinner out. White sneakers, super useful for a variety of situations. And flat sandals that can be worn on hot days, both during the day and in the evening for more formal occasions.
What do you love most about designing shoes? Ever since I was a child, I’ve been surrounded by shoes. I love everything about it. I find designing so fun, and it allows me to freely express my creativity. Nothing gives me more satisfaction than seeing my design come to life. Seeing the finished shoe is what makes me happiest of all.
Introducing Aetrex’s Zoe Pro 3D Foot Scanner. Engineered to bring the future of shoe fitting to everyone with everything you need and nothing you don’t.
WHERE PRECISION MEETS simplicity, the Zoe Pro sets a new standard in foot scanning technology. Aetrex’s newest, all-in-one 3D foot scanner redefines performance through thoughtful design and delivers premium functionality—without the premium price tag.
Launching August 2025, Aetrex’s Zoe Pro is the most affordable, scalable, and intuitive 3D foot scanner on the market today. At just $1,995 (or $55 per month), Zoe Pro combines complete 3D foot measurements and underfoot pressure data into one streamlined device. It’s designed to bring high-tech, personalized shoe fitting to every retail floor—no matter the size, scale, or staffing model.
Aetrex CEO Larry Schwartz says Zoe Pro is inspired by Tesla’s revolutionary Models 3 and Y, which dramatically reduced the cost of state-of-the-art electric vehicles, bringing technology to the mainstream. “We set out to redefine foot scanning from the inside out,” he says. “Our mission: eliminate cost and complexity without compromising performance.
In just 18 months, Aetrex engineers reimagined and streamlined every internal detail, removing 260 components to fully optimize the system architecture. The team also incorporated innovations in camera and sensor technology to fine tune performance at a reduced cost. The pedometer area was widened to create a larger surface to stand on and elevated to further protect the system on the sales floor. The result: a high-performance, affordable scanner that’s fast, efficient, easy to maintain, and remarkably durable.
Zoe Pro captures 16 key foot measurements (including arch height, width, girth, and more) pressure data underfoot, and provides accurate orthotic and footwear recommendations through integrated AI software. It’s designed for all ages and features a friendly AI assistant, a 3D animated character named Zoe, who guides users through the sizing process, making it fully intuitive for shoppers and store associates alike. Perfect for larger retailers and lighter service models, Zoe Pro walks users through their scan results and recommends ideal products in real time. The scanner even includes smart user prompts—like a reminder to roll up your pants for better accuracy. With the ability to operate independently or with minimal staff assistance, Zoe Pro meets the moment for today’s fast-paced retail environment.
Built on the success of Aetrex’s flagship scanner, the Albert Pro, Zoe Pro integrates premier features, such as complete 3D foot scanning and pressure data underfoot, while streamlining or omitting other more robust features. It doesn’t include gait analysis or advanced footwear development features, available in the Albert Pro, but for most retailers it delivers everything that matters most: accuracy, speed, and customer engagement—at a fraction of the cost.
Backed by performance data from the Albert Pro—including up to a 55% email capture rate, 64% orthotic conversion rate, and 60% attachment rate (shoppers who bought both shoes and orthotics)—Zoe Pro is poised to elevate and enhance retail engagement and, most important, overall sales. Zoe Pro isn’t just a scanner, it’s an engineering breakthrough. Aetrex, the leader in foot scanning technology since 2002, has now made it scalable and attainable, removing barriers for retailers who want to offer the future of fit to their customers.
FTER GRADUATING from the University of Louisiana at Lafayette with a finance degree, Derek Curry worked as the manager of a local Finish Line store. The sneakerhead and streetwear enthusiast quickly decided to abandon that career path and build a business he fully believed in. Familiar with the lack of authentic sneaker boutiques in the south at the time, Curry opened Sneaker Politics in Lafayette, LA, in 2006, to help fill that void.
Now, almost 20 years later, the business has expanded to two additional Louisiana outposts (Baton Rouge and New Orleans) as well as three in Texas (Austin, Dallas, and Houston). The selection spans Asics, Adidas, Converse, New Balance, On, Nike, Puma, Salomon, Hoka, Saucony, and Vans, among others. In addition, sandals from Birkenstock, clogs from Crocs, and boots from Dr. Martens and Timberland round out the selection. The chain also does a healthy apparel business, led by its own label.
Curry attributes the chain’s staying power to a strong value of community. “We care about our customers, our team, and the sneaker community,” he says. “That commitment shows up in our service, storytelling, and culture. It’s not just about shoes; it’s about building experiences and relationships that stick. We have a deep love for it all. Every project we do is rooted in meaning and grounded in the South.”
Current top-selling brands? Nike and Jordan still lead the pack, but Asics and New Balance have been gaining momentum with a younger crowd looking for something fresh.
Best new brand added to the mix recently? It’s not new, but we’ve leaned in heavily to Asics, and it’s paid off. But the most unexpected standout has been Crocs. Their energy products and collabs are resonating with a younger generation.
Top-selling non-shoe items? Our in-house Politics apparel label has become a major part of the business. Beyond that, Stüssy, BAPE, and Carhartt WIP continue to perform well.
What has been your best in-store event to date? The ANTA Kai 1 launch in Dallas was
unforgettable last March. We shut down the block, set up a basketball court, and Dallas Mavericks’ Kyrie Irving attended to show love. We were introducing ANTA to the U.S. market, and the energy was incredible. It was one of those moments where everything clicks.
How’s business so far this year? Challenging, but my team has stepped up in a major way. We’ve made the right moves to stay steady and keep pushing forward.
What’s the smartest business decision you’ve made this past year? Diversifying and refining our brand mix. We’ve found new opportunities by taking chances on smaller brands, like PDF Channel and Market, and fresh collaborations.
What’s the biggest challenge facing your business? The lack of innovation in the current product cycle. Consumers want something new. We’re constantly meeting with brand partners and working to curate the right mix that will push us and the industry forward.
Speaking of challenges, how is the trade war impacting your business? Tariff fluctuations and sourcing issues are affecting the whole industry. Pricing is all over the place. We’re staying flexible and doing what we can to adapt without compromising the customer experience.
Who is your core customer, and has it changed much over the last few years? People who love sports and fashion—and those looking to stand out. That hasn’t changed. Some of our early customers have grown with us, but the passion is the same.
Who is your fastest growing customer segment? The younger generation just discovering us. We’re intentional about creating real connections and making sure they feel welcomed into the scene. The goal is to build something that resonates now and keeps them coming back for the next 20 years.
Anything unique about Louisiana and Texas
sneakerheads? This region has its own style. Trends hit differently here—’90s-era athletes like Deion Sanders, Bo Jackson, and Michael Jordan still reign. Gore-Tex items might not move as fast, but anything with nostalgia and legacy does.
How important is social media? It’s been essential since the beginning. Early on, most people didn’t even know Louisiana had a sneaker scene. Some didn’t think we wore shoes at all. (Laughs) While changing algorithms have made it harder to reach new audiences, it remains one of our most important tools for staying connected with the community.
Where do you envision Sneaker Politics in five years? Deeper in the community with more stores, events, and storytelling. We want to continue creating unforgettable moments and bringing in unexpected product.
What do you love most about being a sneaker boutique retailer? The connections we make. Our customers are friends and family. Sharing that passion every day makes everything worth it.
What are you most proud of regarding your business? The journey. What we’ve accomplished over the last 20 years is something I never imagined. Building a strong team, a real culture, and seeing how far we’ve come means everything.
What is Sneaker Politics’ all-time best collab? That’s like picking a favorite kid. Right now, I’ve been wearing our “Just Say No” Asics collab the most. But I’m a fan of all the brands and styles we carry, so my rotation changes weekly. Lately, it’s been a mix of Nike Air Max 1s, Jordan 3s and 4s, and a lot of Asics Gel-Kayanos.
EFORE RODNEY CROFT and Shari Kirsch were shoe retailers, they were podiatrists. The husband-and-wife team provided their patients with a list of comfort shoe stores in the Houston area to purchase proper-fitting styles— only for them to often return wearing the wrong style and/or size.
There had to be a better way. First, they sold comfort shoes in their office, which proved successful. However, they could only fit so many options in the space, so when a spot next door became available, they opened For Your Toes & Feet. That was 2011. Four years later, the business outgrew its location, and the couple retired from their practice and opened a store in Katy, about 25 miles west of Houston. Prioritizing comfortable and stylish options, the selection includes Aetrex, Alegria, Dansko, Ecco, Gabor, Asics, Birkenstock, Brooks, Naot, Taos, Earth, and Vionic. A 3D scanner helps refine the fitting process.
Croft and Kirsch’s business journey has come full circle. Now, area podiatrists and medical professionals send patients to For Your Toes & Feet. “There are other stores that sell comfort shoes, but they don’t have our knowledge,” Kirsch says. “Our medical knowledge is what keeps our business alive.”
Top-selling brands? Aetrex, Birkenstock, Brooks, and Dansko.
Best new brand added recently? Jambu, which does well for us. Also, Suave from Portugal.
Top-selling non-shoe items? Our custom orthotics. We do about 800 to 1,000 pairs a year. People often come to us as a last resort with a bag of orthotics that don’t fit. We’ll show them what’s wrong and say, “Please give us a chance to help you.” We’re trained in the biomechanics of the body and feet. Once they try on our orthotics it’s, “Oh my God, that’s different.” The price is also very reasonable.
Core customer? Predominately female. We also get some men—often after women brag about us to their significant others. They bring them in. The main age group is 35-60.
Who is your fastest growing customer segment? Younger customers, including teenagers and twenty-
somethings. They’re used to growing up with comfort. Now they’re entering the workforce, and they don’t want to wear uncomfortable shoes. They’re seeking our help to find comfortable and stylish options. We’re bringing in more fashionable products for them. For example, they love Birkenstock, so we’re introducing their stylish, big buckle products.
Anything unique about the Katy customer? A lot of soccer moms, and they love white leather tennis sneakers. Taos’ Plim Soul is popular with them. The Jillian sandal from Aetrex also sells well. A lot of our customers travel, and this time of year, they’re going to Europe or on a cruise, so they want a cute sandal they can walk in. They also love wedges, specifically Aetrex’s Sydney in champagne.
How’s business this year? Last year was wonderful, and so far we’re about 10 percent above that. We’ve been very busy. A lot of customers are traveling more than ever, and comfort shoes are important for that.
Any surprises? Still competing with a lot of our brands online. While some instruct consumers to find a local retailer, they can buy styles online that we might not have in stock. And brands ship quick—faster than we can special order. Or we aren’t allowed to order those styles. Or brands will introduce styles online before we get the inventory. Luckily, we have a loyal following. Customers often say, “I want you to get the product for me. I’ll wait for it.”
Smartest business decision made this past year? We stopped wasting money on digital advertising. It’s not beneficial. Providing great customer service is much more effective. It creates repeat customers
as well as referrals. Word-of-mouth advertising will always be the best form.
Primary goal for the rest of this year? Expand inventory so that customers won’t need to go elsewhere. The savings on digital advertising has enabled us to spend more on our inventory. This has definitely helped increase our profits.
Where do you envision For Your Toes & Feet in five years? Even better. Our brands are growing and getting more innovative. I think more people will buy comfort shoes as a result. We also think a lot of people are starting to prefer the in-store experience over online. They like seeing products, trying them on, and comparing styles side by side.
What are you most proud of regarding your business? That we help people. What makes us happiest is repeat customers. If you don’t have happy customers, you don’t have a business. We’re also proud of turning our vision into a reality. I didn’t have any retail knowledge, but I’ve learned and grew from my mistakes. Some days are difficult, but when a customer tells us their heel pain stopped, or they were able to enjoy their trip due to our shoes and assistance, it makes everything worthwhile.
Any advice for fellow independents? Focus on delivering quality customer service. Customers are coming to you for you. Have knowledge of your products and fit people properly. We would rather lose a sale than customers buy something that isn’t right for them. They respect that. Even if you don’t have something for them, they’ll come back. Sell yourself and be good to your customers.
The more minimal, the better looking.
Where Precision Meets Simplicity. Inspired by the way Tesla made game changing technology widely accessible with the launch of Models 3 & Y, we set out to reengineer foot scanning from the inside out. Our mission: eliminate cost and complexity without compromising performance.
In just eighteen months, our engineers successfully removed 260 internal components, fully optimizing
system architecture. Simultaneously, we advanced our sensor and camera technologies to deliver higher precision in a simplified user presentation.
The final result: the Zoe Pro. A breakthrough in thoughtful engineering, delivering world-class performance at a price that finally makes advanced 3D scanning widely accessible.
This is the future of shoe fitting. And it fits everyone.
Starting at $1,995 or $55/month
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