Footwear Plus Magazine | January 2026

JANUARY 2026 • VOL 36 • ISSUE 1 • $10

Skins Game

ANIMAL PRINTS ROAR TO THE FOREFRONT

FALL/WINTER ’26 BOOTS PREVIEW KEY SILOS, COLORS & MATERIALS BRAND FOCUS MEET DINGO’S DYNAMIC MARKETING DUO SOUND LOGIC RON KENIGSBERG ON MIZ MOOZ’S RETAIL-CENTRIC PHILOSOPHY WHITE NOISE CHASING CLOUD DANCER COOL

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JANUARY 2026 FEATURES PAGE

32

10 The Right Way Ron Kenigsberg—president of Miz Mooz, distributors of A.S.98 and Verbenas—is dreaming big.

By Greg Dutter

EDITORIAL Greg Dutter Editorial Director Nancy Campbell Trevett McCandliss Creative Directors Kiernan McCormick Fashion Editor

16 Brand Focus: Dingo Meet the marketing mavens revitalizing the heritage Americana brand.

By Greg Dutter

Rosemary O’Connell Art Director Kathy Passero Editor at Large Mariah Walker Style Director

20 Fall/Winter ’26 Boots Preview Hot hues, key silhouettes, and cool embellishments in men’s and women’s.

By Kiernan McCormick

Darby Dutter Contributing Editor Melodie Jeng Marcy Swingle Contributing Photographers

32 Into the Wild Have you herd? Animal prints will roam the fashion landscape this fall.

By Kiernan McCormick

ADVERTISING Noelle Heffernan Publisher Laurie Guptill Production Manager Kathy Wenzler Circulation Director

D E P A RT M E N T S

Maria Martucci Office Manager

4 Editor’s Note

Mike Hoff Digital Director

6 This Just In: Deep Freeze

WAINSCOT MEDIA

8 Scene & Heard

Carroll Dowden Chairman

31 A Note to My Younger Self

Mark Dowden President & CEO

44 What’s Selling: Basalt, CO

Steven J. Resnick Vice President & CFO

45 What’s Selling: Montpelier, VT 46 Shoe Salon

Lizette Chin SVP/Group Publisher

48 Last Shot

OFFICES ADVERTISING/EDITORIAL

From top: Mephisto patent leather reptile print ankle boot; calf hair snip toe western boot

by Dingo; leopard print kitten heel booties by NeroGiardini.

One Maynard Drive Park Ridge, NJ 07656 Tel: (201) 571-2244 Ads: Noelle.Heffernan@ Wainscotmedia.com Editorial: Greg.Dutter@ Wainscotmedia.com CIRCULATION

On the cover: Ninety Union leopard print/synthetic leather boots with 3.5-inch heels and side zipper.

Photography: Trevett McCandliss; styling: Mariah Walker/Art Department; fashion editor: Kiernan McCormick; model: Carla Lara/Fenton Model Mgmt.; hair and makeup: Nevio Ragazzini/Next Artists; photo and styling assistant: Jamie Wtorkowski; photo assistant: Raymond Collette.

One Maynard Drive Park Ridge, NJ 07656 Tel: (201) 571-2244 Circ@Wainscotmedia.com

FOOTWEAR PLUS ™ (ISSN#1054-898X) The fashion magazine of the footwear industry is published monthly (except for bimonthly April/May and October/November editions) by Wainscot Media, One Maynard Drive, Park Ridge, NJ, 07656. The publishers of this magazine do not accept responsibility for statements made by their advertisers in business competition. Periodicals postage paid at Mahwah, NJ, and additional mailing offices. Subscription price for one year: $48 in the U.S. Rates outside the U.S. are available upon request. Single copy price: $10.

POSTMASTER: Send address changes to FOOTWEAR PLUS, PO Box 300, Lincolnshire, IL 60069-0300. Publisher not responsible for unsolicited articles or photos. Any photographs, artwork, manuscripts, editorial samples or merchandise sent for editorial consideration are sent at the sole risk of the sender. Wainscot Media will assume no responsibility for loss or damage. No portion of this issue may be reproduced without the written permission of the publisher. ©2026 by Wainscot Media. Printed in the United States.

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E D I TOR’S NOT E

Rainbow Coalition

In Living Color IN CASE YOU haven’t heard, Pantone’s Color of the Year for 2026 is Cloud Dancer. Defined as a soft, billowy white, it was chosen to symbolize calm, clarity, quiet reflection, and a fresh start in a noisy world. And for those who might be keeping track, it also marks the first time in decades that a shade of white has been selected, Pantone adds.

Well, our industry—and the entire world—could sure use a healthy dose of serenity now! Much of the past year has been disruptive, disorienting, and depressing. We do need a clean slate—a sheet of Cloud Dancer paper, if you will. On it we could list resolutions to work together to solve problems. To treat one another with respect and decency. To stop slinging mud.

Alas, it appears few are willing to wave a white flag and surrender our dark discord. Compromise is not cool these days. Our country remains starkly divided between red and blue factions. Many on both sides are itching for a fight—even if it’s about the Color of the Year. It took mere days for a controversy to blow up over Cloud Dancer.

Some critics argue that the choice is tonedeaf during times of racial tension and discourse. Does that mean anything white is synonymous with white supremacy?

Snow, polar bears, milk, cotton, and Beluga whales? Really?

On the other end of the spectrum, an anti-Cloud Dancer faction is smearing the off-white shade for being uninspired.

This crowd calls Cloud Dancer dull, bleak, and dystopian. Personally, when I think about Big Brother, a.k.a. artificial intelligence, taking over the world someday (soon, perhaps), I picture eternal darkness.

But I accept the fact that everyone’s “palette” is different.

Some critics say Cloud Dancer is a sign of recession, especially compared to previous bold choices. Remember those halcyon times when Pantone selected Viva Magenta (2023), Mimosa (2009), and Fuchsia Rose (2001) as the Color of the Year? They also happened to be years of pandemic fallout, the Great Financial Collapse, and 9/11, respectively. Perhaps it was wishful thinking on Pantone’s part. Let’s hope the color experts haven’t inadvertently hit on a recession vibe with Cloud Dancer.

At the very least, Pantone deserves credit for their ability to generate a stir simply by picking a color every year. In this latest instance, it’s a choice that many people don’t even consider a real color. For the record, white

is a color, although some define it as the absence of hue or a basic pigment. Call it a gray area—pun intended.

The Pantone people are on a colors-can-be-controversial roll. Recall 2025’s choice: Mocha Mousse. That choice caused a similar storm of criticism. Many likened the brown shade to the color of excrement—even if it was described as warm and rich, suggesting comfort, coffee, and chocolate. Like Cloud Dancer, it was said to promote a sense of calm.

Of course, last year was anything but calm. Tariffs, wars (and looming ones), assassinations, civil unrest, terrorism, and a divider in chief with a Mocha Mousse mouth proved otherwise. Actually, one could make a strong case that Pantone was spot-on with its crappy choice! Kudos on the unintended clairvoyance.

Then there are critics who say Pantone’s efforts simply amount to rage bait and a publicity stunt. Based on the commotion so far, that seems as plain as black and white. But I choose not to go down any color conspiracy rabbit holes. I see no reason, for example, to label a color racist. Every color has meaning and beauty. I say, to each their own when it comes to what colors they like and prefer to wear. If you feel the need to rock red patent knee-high boots, it’s your God-given right. Same if you prefer ghostly shades head to toe.

That leads us to the latest colorful issue of Footwear Plus, which kicks off our 36th year of existence. While I’m definitely grayer, our true blue mission to cover our beloved industry in its many vibrant shades remains steadfast. We’ll continue to look for the silver linings, despite the many challenges we face and new ones that will surely arise. We are solutions-oriented with a positive spin. No yellow journalism here. I hope we continue to pass with flying colors.

On that note, I hope there will be many golden opportunities for us all and that everyone will end up in the black this year. I hope other industries will be green with envy of our collective success. On a broader scale, I hope our country will rediscover the art of compromise and realize that we are far more alike than we realize. This year, in honor of America’s 250th anniversary, maybe we can embrace what our red, white, and blue flag stands for. I, for one, would be tickled pink. Happy New Year!

Greg Dutter

Editorial Director

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THIS JUST IN

Layered Up Bundled, wrapped, and capped, New Yorkers brace the cold in style.

Photography by Marcy Swingle 6

f o o t w e a r p l u s m a g a z i n e . c o m • j a n u a r y 2026

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SCENE & HEARD

Change is Good The Atlanta She Market’s new floor plan expected to improve traffic flow.

NOBODY LIKES CHANGE—except when it’s change for the better.

And that’s exactly how Laura O’Brien, executive director of The Atlanta Shoe Market (TASM), views the array of changes attendees will see at the upcoming show (Feb. 14-16).

It starts with the venue’s new name: Cobb Convention Center (formerly the Cobb Galleria Convention Centre), which is part of a $190 million renovation and expansion project expected to be completed in early 2027. Think much more exhibition, meeting, and flex space.

That will represent change for the better as TASM has been bursting at the seams the past several years accommodating 1,000-plus exhibitors showing 1,800 brands, give or take a few. “It’ll be a state-of-the-art facility; it’s gorgeous,” O’Brien says.

Until then, there’s some construction to be endured. TASM has changed the location of the registration area to the Rotunda, located on the first level of the Cobb Convention Center (CCC). In addition, the exhibitors that were in the, now-gutted, 20 meeting rooms will be relocated to the adjacent Renaissance Waverly Hotel & Convention Center’s meeting rooms on the first and second levels. The show’s daily luncheon has also moved to the restaurant at the hotel located on the first level. Lastly, the Kennesaw Room, also located on the first level of the hotel, will be the site for NSRA’s seminar (Feb. 15, 7:45 a.m.); WIFI cocktail hour (Feb. 15, 5:30 p.m.); and Retailers Lounge.

O’Brien and her team have been alerting attendees of the changes for more than a year. TASM’s website also features the updated floor plan and there will be extensive signage directing everyone to the new locations. Still, she knows some people will be thrown off. Thus, the team will also be out in force come show time to assist.

“It’s going to be different and there will be adjustments, but we’ve done everything in our power to make these changes go smoothly as possible,” O’Brien says, nothing that the adjacent hotel has been a lifesaver.

“The Renaissance has taken up the slack and given me the space that we need.” On that note, she’s done her best to accommodate those meeting room exhibitors (includes Birkenstock, Steve Madden, Ugg, and Spring Footwear) as best as possible. “I got them nearly the exact square footage each had previously,” she says.

Another positive outcome, thanks to the new luncheon location, is the expected increase in traffic for exhibitors in the Grand Ballroom and Fashion Plaza areas of the hotel. It’s been a bit of a challenge, O’Brien admits. “We’ve done whatever we could to direct traffic there—signage, a contest, marketing materials,” she says. “Now, the only way for buyers to get to the new luncheon location is to pass by those exhibit areas, and we serve more than 1,000 lunches a day. That will definitely result in increased exposure that they’ve been looking for.”

Now for some TASM aspects that won’t change. The Cocktail Party & Casino Night will once again take place on the opening night (Feb. 14, 6–9 p.m.) at the Cobb Energy Performing Arts Center. It will include live music, a buffet, and one complimentary drink ticket for all attendees with

From top: A rendering of the new rotunda, location for show registration; the main hall floor plan will remain essentially the same; Laura O’Brien, executive director, TASM.

a valid badge. Round trip shuttle service is available from the CCC parking lot. The floor plans in main hall and Grand Ballroom will also be the same.

Above all, O’Brien says TASM overriding mission will be exactly the same—just as it has been under her watch for 40-plus years and counting. Namely, a show that focuses on making it as efficiently as possible for attendees to conduct business. “Our attendees know what they’re getting when they come here,” she says. “It’s a very easy show to shop. It’s very affordable compared to other shows.

It’s the largest shoe show in the county. I don’t want them distracted by anything else, really.”

Indeed, O’Brien has done it her way, having reared a once regional show in downtown Atlanta hotel into national show status. “I didn’t set out to do that; I just set out to do the best show I could stage for all my attendees,” she says. “That’s all I ever wanted to do, and it’s grown organically under that steady approach.” O’Brien adds, “It’s been my baby for over 40 years, and I’m once again looking forward to another great show.”

The Tradehome Shoes team circa September 2024.

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MADE FOR E VERY STEP

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Q&A

BY GREG

DUTTER

THE RIGHT WAY

Ron Kenigsberg—president of Miz Mooz, distributors of A.S.98 and Verbenas— on how his retailer heritage lights a path forward

G

ROWING UP IN A SHOE retailing family, Ron Kenigsberg learned from his father that there’s only one right way to do business, whether it’s retail or wholesale. The guiding principles: Every customer counts; no order, request, or job is too small; and you do whatever it takes to make the customer happy.

Today that approach is evident in every aspect of Kenigsberg’s family business, from how the company answers its phones to how it runs its warehouse and builds partnerships strong enough to stand for decades.

For example, phone calls to the office ring at everybody’s desk. “A real human being will always answer, and we’ll get the caller what they need. It could be me answering the phone. It could be Melissa Jordan, Director of Wholesale. Or it could be Marketing Director Cheryl Matson,” Kenigsberg says. “There’s no reason a request can’t be fulfilled. That’s how I learned to run a business, and that approach weaves into the choices we’ve made over the years on how to run our business.”

It’s why, for example, Kenigsberg took warehouse logistics in-house after a brief trial run with a 3PL. “It just didn’t work for us. Now, if someone contacts our warehouse needing something right away, the answer isn’t the typical, ‘Well, it can’t be today because so and so has left,’ or any other excuse,” he says.

“If something needs to get out today but UPS already has picked up, then our warehouse manager will drop it off at UPS on his way home. It’s important to the retailer, so it’s important to us.”

It’s also one of the reasons for the company’s recent shift to an open stock format to better meet the needs of its retailers. The approach is not ideal for a wholesaler but, as a former retailer, Kenigsberg knows it’s necessary. It’s akin to a customer knocking on a store’s door right before closing; you still let them in to buy a pair of shoes. “My retail experience has been a guiding principle in how we run our wholesale business from day one,” he says. “We differentiate ourselves based on products, service, and partnership so that our customers keep coming back.”

Another point of differentiation that came from Kenigsberg’s father: A handshake is worth more than a signature on a piece of paper. “Obviously, we have a responsibility to grow our respective businesses, but any success stems from the relationship we are both committed to,” Kenigsberg says. “When we shake hands there’s a commitment.”

This approach to doing business stretches back 22 years for Miz Mooz

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Q&A

Kenigsberg is glad the shoe stars aligned. He loves the industry and the company he leads.

It’s a family business in the truest sense: small, nimble, and close-knit. It’s all hands on deck, full of challenges and excitement. “Every day brings a new opportunity to think about how we can do something bigger, better,” he says. “I don’t feel boxed in, which I might have felt in a job at a large corporation.”

Of course, this business has become harder than ever lately, especially for small, independent companies like Miz Mooz. But Kenigsberg is undaunted. “Being able to tell the story of how we managed to find a way to survive—the wins, the losses, the risks—is what keeps me going,” he says.

“Overcoming challenges puts the wind in our sails.”

How would you assess 2025 for your company?

A big surprise, all things considered, was that our independents had a better year with our brands than in 2024. But I wouldn’t say it was a good year overall because we lost three or four months to tariffs insanity. Fall, though, was good for us.

It boils down to having the right product in the right place at the right time. When our consumer is motivated to buy something that’s not Hoka, Ugg, or Birkenstock, we do well. Of course, it’s not easy.

In the independent tier, there are a lot of brands fighting for not a lot of shelf space overall. And larger retailers have been buying conservatively.

They’re not eager to take risks, which goes against the logic of how this industry should operate. As a former retailer, I believe consumers want fun, fresh stuff. To that end, our offices are crammed with different styles and colors we’re showing for next fall. We need to create excitement. For brick-andmortar to be successful, shoe shopping has to be fun and exciting. Otherwise, consumers can go online and replenish.

Speaking of online, where does your company stand on D2C? In general, we try to be predictable in how we run that business, which is overseen by my younger brother, Dan, who is also vice president of the company. We don’t run random and unexpected sales, nor do we isolate inventory for our site. If a retailer needs a specific size and/or color, we’ll ship that style if we have the inventory. And that’s made more possible because without a D2C component, we’d have a much smaller collection overall.

So, like with a lot of things, there’s give and take. I also believe a DTC site does a great job educating consumers about our brands, which helps generate store traffic. The more points of contact consumers have with our brands, the more likely they’ll be aware of and/or looking for them in stores. Lots of consumers want to try shoes on before buying. And if they want it in a different color, retailers can show the complete selection on our site and order it for them. We’re not looking to restrict anybody’s ability to sell, and it’s our responsibility to not directly compete with our retailers. If we alienate retailers, we won’t have a long time in this industry.

Will independents survive amid this supercompetitive and disruptive landscape?

They have every reason to exist. While we saw an acceleration of store closures during the pandemic, a lot of it wasn’t so much bankruptcies as people just leaving the business altogether. That’s sad. We’ve dedicated ourselves this past year to making appointments, asking what our independents need of us, and delivering what they’re looking for. I’m trying to attend all the major shows, and we joined NSRA last year and attended their annual summit. It was a great opportunity to meet with retailers, and we’ll attend again this year. The fact is our independents do such a great job of supporting and building our brands. We need to be in close contact with them.

We need to listen. It’s important to get that feedback.

They’re our biggest asset, as well as our biggest critic. They want us to succeed, and we want them to succeed. Also, ultimately, I believe plenty of people still like to shop in stores for shoes. 14 s

and applies to the company’s distribution partners—Italy’s A.S.98 since 2013, and Spain’s Verbenas, which began with a soft at the past August trade shows.

Miz Mooz continues to chug along, thanks to a brand identity built on craftsmanship, character, and comfort. “Our shoes are vintage-inspired and feminine. The leathers are soft, and the colors are bold,” Kenigsberg says, noting that little details give the styles extra personality. “We make shoes women can walk in. The tagline is ‘designed in New York, handcrafted in Europe.’ Our shoes are comfortable, but they don’t sacrifice fashion.”

A.S.98 came into the fold after having been part of the merchandise mix in the Kenigsbergs’ stores. The Italian owners were looking for a U.S. distributor, and Kenigsberg had the warehouse, logistics, and sales team in place to meet their needs. “A.S.98 mirrors Miz Mooz,” he says. “It’s the same ethos of comfort, style, and color, but a little more high-end.” During the past 12 years, the brand has grown steadily. “We were one of maybe 10 independent stores carrying A.S.98 at the start, and we now sell Nordstrom, Free People, and boutiques across the country.

We’ve built a brand.”

Kenigsberg plans a similar brand-building trajectory with Verbenas. “Our new baby is fun, sneaker-driven and with lots of color,” he says.

“They’re comfortable, so there’s a natural extension of what our customers know us for, but it doesn’t overlap with what we’re already doing.” He believes there’s room in the sneaker market for an innovative, made-in-Europe brand. “Verbenas has its own identity, and the success of Back 70 is a business model that we to aspire to,” he says. So far, so good.

“The response to our soft launch was great. We’re pumped to show a full fall collection this February and build on the momentum we started.”

It’s an impressive success for a person who vowed, growing up, never to work in the shoe business. Kenigsberg’s reluctance stemmed in part from watching his father put in long hours, often seven days a week. And while he moved up to the register and then the selling floor, his plan, after graduating college with degrees in marketing and accounting, were to land a job at a big corporation in New York. Or maybe go to law school. He only returned to the family business (then Infinity Shoes, Forecast Footwear, and Copilot Shoes) to cover his monthly expenses now that he had moved into the city. After about a year of working six days a week as manager, Kenigsberg suggested to his dad that they take Miz Mooz wholesale. After that, “I was in the business for good,” he says.

Miz Mooz: it’s all about walkability— in style.

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Q&A

A.S.98 and Verbenas round out the company portfolio.

Well, it’s supposed to be fun.

It is fun.

we’ve always operated, and we just have to focus more on that. We’ll find a way forward.

What are your goals for 2026?

A big one is to grow Verbenas. We’ll launch it into a few key accounts in February and March. We also want Miz Mooz to continue building on our momentum from this fall. We had a lot of hits, and we have a lot of conviction about what will work for next season. As for A.S.98, we had strayed a little bit and we’re trying to just get back to the roots of the brand. It’s a little bit more of a challenge when you’re a distributor because we must nudge their designer to move in a certain direction. But I think we’re making headway. Overall, the goal is to just keep doing. Just keep working hard, being available, and making calls. Run with our victories.

Learn from our failures. Survive.

Are you looking into manufacture shoes outside of Europe?

Not at the moment. It’s easier for us to operate out of Europe. Our factory partners are accustomed to producing small batches. They also make many colors. Our European factories give us a thick swatch book and ask what colors we want—and we can buy six pairs of each. That said, we’ve tried our best to be diversified as a general principle. We’re now in Portugal, Italy, and Turkey. A lot of it comes down to finding the right factories for specific categories that they excel at making.

How has the fallout of higher tariffs impacted your business?

Well, you didn’t want to be around me April 2.

That was a very dark day. We took on much bigger importation costs while the dollar depreciated over 10 percent yet none of it was factored into our pricing for this past fall. It would’ve been hard to pass those costs onto our retailers, because they’re also really challenged right now because consumers can only afford so much. The cost of living has skyrocketed. Electric bills are through the roof. So, we’re working with our suppliers to see how we can control costs. We have to be leaner and more intentional in how we run our business. It’s how

Are your target consumers willing to pay a little more?

Our customers, in general, are tolerant of some price increase—if there’s no decrease in quality. Average orders on our ecommerce site this past year rose and we haven’t seen a decline in conversions or traffic. Consumers might be shopping less overall, but they still need shoes. It’s on us to deliver the value. If they get at least two years of wear out of our shoes, it’s a really good deal and more effective than buying two pairs of crappy shoes.

How involved are you in the design process?

With Miz Mooz, we work with a designer in Spain who sketches and builds product but, for the most part, the line building has fallen onto me since my dad has pulled back following the pandemic. But I

do it as collaboratively as possible. We all generate ideas—a lot of sketches and prototypes—and then we’ll decide what should go forward. More voices in the room have allowed the collection to evolve past just what I think. For example, a designer brings a forward-looking element, whereas a businessperson like me almost always looks to what sold last year, so why not do it again next year. That’s why it’s good for us to design by committee.

Do you have a gut feeling about big styles?

Yes. When a style really resonates with our core principles—those details that separate it from others—it’s going to work. That could be the leather or a buttons detail…something that’s recognizable and memorable. That said, we find chasing trends to be a lot more challenging, because it’s a much more crowded space. We need to stay true to our brand identity and not spend a lot of time looking at what other people are doing.

That approach hasn’t worked out so well for us when we’ve tried.

Who is the Miz Mooz woman?

It’s a broad range. You’ll see 25- to 35-year-olds, soccer moms, and even a few grandmas wearing our shoes. It’s not about a certain age range; it’s about women who want to be comfortable and noticed. It’s pretty much the same rule of thumb for A.S.98 and Verbenas customers.

Where do you envision Miz Mooz in three years?

I’m confident Verbenas will sit alongside Miz Mooz

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Q&A and A.S.98 as a nationally recognized brand with a healthy distribution. The unknown, of course, is what disruptions await? It’s been quite a few years.

Pandemic, supply chain crisis, record inflation, a port strike, and now tariffs. I recently asked my dad if he’d weathered as challenging a period in his career and he said no. Somehow, though, we’ve been able to weather it all and evolve. The goal is to keep focusing on what’s working, keep growing, continue to be efficient, and connect with retailers and consumers as much as possible.

What role does AI play in all this?

It helps with certain aspects of our business but not for others—like AI-generated Instagram ads. A picture that features two right feet on a model is no help. Of course, AI will continue to evolve, but I don’t want to see it lead us all off a dark cliff. I’ve seen too many sci-fi movies, and I know how it usually ends. In the meantime, we’re focused on the business basics—like making sure our retailers have confidence in our abilities to manufacture and deliver. Retailers more than ever need wholesalers to stand behind their products, support them in good and bad times, and have their best interests at heart. So we need to be transparent and honest about distribution

strategies. We also need to stand by delivery dates and be flexible when needed.

They sound like lessons learned from your father.

They are. My dad wasn’t easy on me when I started, but there was a method to his madness. When you’ve worked in the stockroom, unloaded containers in 100-degree heat, sat behind the register hours on end…you know what it takes, and it changes how you engage with people who do those jobs. I understand retailers’ concerns. Like, when the store alarm goes off at 11 p.m., I know they’re the ones getting out of bed to answer it. And if something is missing in a case pack, that impacts them directly. We’re not a huge corporation where that might be a line item in a quarterly report. We feel that immediately and address it as quickly as we possibly can.

My father, who emigrated from Israel in the mid ’70s, started working in a stockroom of a clothing boutique located across from the Empire State Building. He eventually became the manager and then opened a shoe concession space in another clothing store before opening his own shoe boutiques, beginning in 1981. At the height, he owned nine stores. I watched his long hours, hard work, and the sacrifices he made to provide for our family.

He taught us not only about how to run a business

OFF T H E CU FF What are you reading now? Frankenstein. It’s probably not what I should be doing at night, but I got excited by the new movie adaptation and decided to read the book.

What’s the last movie or series you watched?

Season Five of Stranger Things. It’s strayed, but I’ve already put in the time to watch four seasons.

What’s inspiring you now? The resiliency of people in general. We’re all facing plenty of challenges, and everybody’s doing their best each day to overcome them.

What keeps you awake at night? When it’s not my kids (ages six and nine), it’s trying to figure out how our company can continue to evolve and grow, which has been especially difficult for independent-owned businesses like ours of late.

Everybody who works here is family, and I want to make sure we can continue to provide for them. It can be a heavy weight to carry amid all the recent turbulence.

What superpower would you want? To slow down time, which is funny because my teenage self would have said the exact opposite. But there’s just so much to do in running a business and raising a young family. It would be nice to have more time for all of it.

What other time would you like to visit? Not knowing what the future entails and having seen way too many sci-fi movies, that scares me off. And if I go too far back, I’m giving up things I couldn’t live without—air conditioning, refrigeration, etc.

So I’ll go with 1991. The Berlin Wall fell a couple of years before and fueled an overall optimism.

The world was on the cusp of a lot of exciting things, there was enough technology to make life comfortable but not overwhelming, and there was a lot of great music. I’d catch Nirvana, R.E.M., and U2 concerts. That time was quite different from some of the insanity we’re seeing now.

What was your first paying job? Working in the stockrooms of my father’s Manhattan shoe stores at

but about work ethic, integrity, and how to treat people. I utilize those lessons every day in how I run our company now.

What are you most proud about your company?

The 29 full-time employees across our warehouse, sales, and operations teams who come to work every day. Most have been with us for five years or more and our core team has been here 16 years. They’re all working for something they don’t own, but they treat it like it’s theirs. I’m proud that they are excited by what they do. I would be remiss if I didn’t mention Jeff Bart, who tragically passed away unexpectedly at a trade show in Las Vegas in 2016. He joined Miz Mooz in 2004 part-time and, a few months later, essentially became cofounder. Jeff was so critical to the early success of our business. The two of us did all the shows together. It’s going on 10 years, and him not here is still such a hole professionally and personally. We all miss him dearly.

Well said.

Thank you. I’m also proud that we’ve built brands that people recognize. Our loyal retailers tell us that our brands mean something, which means the world to me. It means that we’re creating something that leaves a little indelible mark on this world. •

age 10. I have vivid memories of him often working seven days a week, so this was a way for me to see more of him. In fact, I take my two children to our offices on occasion and give them small tasks just to help them understand how it all works. It doesn’t just happen magically. You have to put in the time.

What might people be surprised to know about you? I had absolutely no intention of ever working in the shoe industry at any point in my childhood or through college.

What is your favorite hometown memory? I grew up in Great Neck on Long Island, and it’s of being allowed to hop on my bike and my parents being okay with me riding to friends’ houses, to Blockbuster, etc. There are a lot of other kid milestones—driving, girlfriends, sports—but that first taste of independence really resonated.

What would be the title of your life story and who would play you in the movie adaptation? If the Shoe Fits. And people say I look a bit like Mark Ruffalo, so let’s go with him.

What is your motto? I heard this once while driving and I really like it: There’s no such thing as a shortcut. If there was, it would be called “the way.”

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D INGO

Dynamic Duo Allison Tiller and Josephine Trudeau— brand manager and associate brand manager, respectively—are melding Dingo’s rich western heritage with current fashion trends and consumer engagement strategies. By Greg Dutter DINGO IS A 57-YEAR-OLD brand rich in Americana heritage. Its overseer of the past six years is Ron Owens, who boasts 50-plus years of industry experience and knows a thing or two about the shoe biz. He’s seen retail channels rise and fall, sourcing shifts around the globe, and trends come, go, and come back. He’s also wise enough to acknowledge that he’s not an expert on every aspect of the business—and to hire talent where it’s needed.

Enter social-media-savvy twentysomethings Allison Tiller and Josephine Trudeau, western style influencers with a passion for fashion. The former part-time Dingo models came aboard full-time as soon as Owens recognized that their insights and modern brand building expertise would be a valuable asset for the brand.

“I’ve always felt the best approach to building a team is to find people with different skillsets that complement each other, rather than the old approach where each individual must work to strengthen the traits they’re weakest in,” Owens says. He believes that people usually fail in particular areas because they don’t enjoy them. “Rather than spend time trying to get better in an area you don’t like or know well, hire someone who will excel in those tasks.”

Owens also wants a team of people with strong opinions, different backgrounds, high energy, a solid work ethic, and a passion for the job. Tiller and Trudeau fit that description to a T. “Allison and Josie embody all these traits and many more,” he says. “I continue to be amazed at the speed they adapt, adjust, learn new techniques. Plus, they have tremendous pride and immense loyalty in defense of our brand in all that they do.”

Tiller joined full time in 2021, first overseeing Dingo’s social media channels. A western style influencer with a following of about 10,000, she quickly ramped up the brand’s presence and engagement.

Marketing mavens: Allison Tiller and Josephine Trudeau.

Hit refresh: A new logo and a streamlined collection will debut for Spring/Summer ’26.

About a year later, she was promoted to her current post as brand manager, where she oversees creative direction, styling, and storytelling. Her mission is to help ensure that Dingo’s merchandise looks premium, modern, and trend relevant enough to stand out on store shelves and online. Her eye for detail and continuity fuels demand, improves conversion, expands retail presence, and ultimately increases sales. The overriding goal: to help Dingo evolve into a head-to-toe lifestyle brand.

“In three years, Dingo won’t just be about boots.

We see the brand expanding into denim, hats, and accessories—creating a full western-fashion wardrobe that appeals to both our heritage customers and a younger, fashion-forward audience,” Tiller says.

“The goal is for Dingo to be synonymous with the modern western style, offering everything someone needs to live the lifestyle while maintaining our roots, quality, and cultural relevance.”

Dingo’s “Thunderbolt” boots.

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Dingo is expressive and fashion-forward yet firmly rooted in its western heritage.

To help bring those big plans to fruition, Trudeau joined full-time in the summer of 2024. She oversees photoshoots, assists with social media, communicates with influencers and celebrities, manages brand activations and pop-ups, and liaises with customer service, factories, and accounts.

The execs complement each other, thanks in part to similarities in upbringing, education, style preferences, and influencer experience. “We have the same instincts, taste level, and understanding of where Dingo needs to go,” Trudeau says. “We’re constantly bouncing ideas off each other, adjusting quickly, and staying aligned on what will move the needle.”

ROOM TO GROW

Both Tiller and Trudeau believe Dingo’s “incredible bones”—a rich identity, a passionate community, and trend-right styles—provide a foundation to move the needle.

“Our job isn’t about reinventing Dingo. It’s about amplifying what makes the brand special in the first place,” Tiller says. “There’s so much nostalgia and storytelling already built into the DNA.” Tiller has tightened the brand’s visual identity, strengthened partnerships, and brought more consistency and frequency to its platforms, “I wanted our content to feel elevated, editorial, and aspirational,” she says. “Our storytelling is sharper. Our identity is now expressive, bold, fashion-forward, and still deeply connected to our roots.”

In short, Tiller has helped create a new voice for Dingo. “It’s rooted in western authenticity but told through a fresh, fashion-driven lens,” she explains. “Our tone is confident, playful, and full of personality—always encouraging individuality and self-expression. It’s a blend of heritage and style, speaking to customers who want pieces that feel both timeless and on-trend.”

To communicate Dingo’s refined identity, the pair rely heavily on social media, the most effective way to reach one of Dingo’s primary targets: Gen Y and Z consumers. The process is second nature to Tiller and Trudeau, and their efforts are paying off. Dingo’s TikTok followers have swelled by the thousands, and its number of Instagram followers has tripled. (The brand is now certified on the platform.)

Tiller chalks the success up to consistency and quality of content across the spectrum. “It starts with our voice and photo shoots, which feed into our website, social media, emails, product…everything,” she explains. “Those two aspects elevate every other aspect.” Trudeau also credits their success on social media to being selective about what items are shown and to keeping posts lighthearted and

product-focused. “People love that,” she says.

“We receive great feedback from our followers, which is contributing to growth in our sales, emails, SMS, and loyalty program.”

Owens is hands-off when it comes to social media, trusting the decision-making to those who understand the nuances of each platform because they use it daily in their personal lives.

“I trust their judgement, especially their taste level in always showcasing Dingo in the best light,” he says. “They know best how to reach our core consumer through a more organic approach. Our consumers are very knowledgeable, do their homework, and can spot a brand that’s just not authentic.”

Tiller and Trudeau feel the same way when it comes to product. While they have strong opinions and are encouraged to voice them, they respect Owens’ years of experience. “He has such tremendous perspective. We believe we’re learning from the best,” Trudeau says. Adds Tiller, “We trust his product knowledge, and he trusts ours about current trends. We listen to his wisdom, and he gives us the room to run with big ideas. We make a great team.”

It helps a great deal that Tiller and Trudeau are Dingo’s target customer. “We live and shop like our consumers, so we know what feels relevant, what trends matter, and what drives purchases,” Trudeau says. “Being the customer helps us make the brand feel authentic, culturally connected, and aspirational, while staying true to the products we genuinely love and wear.”

That said, Dingo’s focus isn’t strictly on younger

consumers who interact with the brand on TikTok, at concerts and festivals, and though influencer culture. “We recognize that western style resonates with Boomers, Gen X, and older Millennials. It’s why we’re elevating the brand so that it resonates with all the demographics that love western heritage, quality, and timeless styling,” Trudeau says.

Tiller considers Dingo a fashion brand with a western accent. “We still honor our roots, but we’ve expanded into a space that resonates with all people,” she says. “We’re inclusive, modern, and versatile, which opens the door for a new generation of consumers to discover Dingo.”

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D INGO

SHOOTING FROM THE HIP Allison Tiller and Josephine Trudeau fire away on how their unique backgrounds and Nashville play lead roles in shaping Dingo.

Sports & Medicine “Playing golf at the collegiate level has shaped so much of how I approach brand building. Competing on a team taught me discipline, structure, and how to stay focused on long-term goals while showing up strong each day. College golf requires consistency, resilience, and the ability to perform under pressure—all qualities that translate into managing a brand. You learn to think strategically, adjust quickly, and make smart decisions with confidence. Being part of a team also taught me collaboration and communication, which are essential working across Dingo’s many departments.” —Tiller “My educational background is definitely unconventional for the western fashion world. But my degree in Cellular and Molecular Biology and

time spent working in the medical field are two of my biggest strengths.

The science side of me thinks analytically, pays attention to detail, and understands how to interpret data and patterns. The medical sales experience taught me how to connect with people, understand what drives decision-making, and communicate value clearly. Combining that with my creative background in fashion and modeling gives me a unique, wellrounded perspective.” —Trudeau Nashville Network “I see people wearing Dingo all the time here. I see how they style out their boots, what colors they like, which trends they’re leaning into, how western fashion is evolving. Nashville provides immediate, authentic insight into what our customers want. Nashville also provides endless

their boots often connect them to important life moments—game day fashions, bachelorette parties, weddings. Taylor Swift’s impending nuptials this June are expected to make western fashion even more popular for that segment. “We already have a huge bridal category, which includes white styles, blue ones for their ‘something blue’ component, and ‘theme night’ colors for bachelorette parties,” Trudeau says. “We only see the segment growing, especially with how wedding culture has blown up on social media.”

The country’s 250th anniversary presents another big sales opportunity for Dingo. “We’re expecting a huge surge in red, white, and blue colorways, patriotic-themed details like stars and flags, denim, heritage brands…anything that screams Americana,” Trudeau says. Dingo will roll out special collections and campaigns built around the anniversary. “We’ll be pushing these looks and themes hard across social media and on our website,” Tiller says. “We’ll also offer Americana-themed trucker hats and once again partner with the CMA Fest and showcase the collections at pop-up events.”

Nashville, too, will continue to provide inspiration and storytelling. “With country music the number one genre and the city’s influence stronger than ever, tapping into that energy allows us to show Dingo at the heart of culture, creativity, and modern western

Allison Tiller opportunities to activate the brand, including concerts, festivals, and nightlife that spark content and styling inspiration. Plus, Nashville embraces boots year-round. We see every interpretation of western style—from glam and vintage to streetwear and gender-fluid. Being plugged into the pulse of western fashion enables us to keep growing Dingo in a way that feels authentic, relevant, and culturally connected.” —Trudeau “Nashville has such an energy.

It’s creative, inspiring, and deeply connected to music and culture. Living

fashion,” Tiller says. For 2026, it’s denim cuffing and bold buckles that elevate classic western silhouettes; exotic materials like cowhide and leopard for statement pieces; and rhinestones, studs, and fringe for a fashion-forward edge.

FATE FULFILLED

You might assume that Tiller and Trudeau were destined to become brand stewards for Dingo.

Both hail from towns where the western lifestyle is de rigueur. The Muskogee, OK, and Montana City, MT, natives love and live the lifestyle. Surprisingly, though, neither planned on a career in fashion, marketing, or the shoe industry.

Tiller attended college in Missouri, where she was a member of the golf team while earning a degree in Healthcare Administration. Her first job out of school was grinding through insurance paperwork in an ophthalmology office. Meanwhile, Trudeau earned her degree in Cellular and Molecular Biology with intentions of becoming a doctor. After deciding she’d had enough of school, she dabbled briefly in remote sales for a software company and served as a photo double for Lainey Wilson’s character during the filming of season five of Yellowstone.

But Tiller and Trudeau couldn’t shake their true love: western fashion. That world is where they feel most alive and most at home.

Josephine Trudeau here puts me right in the center of the western-meets-fashion world, surrounded by artists, creators, stylists, and events that naturally align with Dingo’s identity. The city has helped us build stronger partnerships, tap into real cultural moments, and create content that feels authentic to the modern western lifestyle. It’s the perfect backdrop for what Dingo is becoming: bold, expressive, and rooted in a city that celebrates individuality and creative spirit.” —Tiller

“I grew up on a ranch where my dad raised cows and horses, and I was always the girl who was very interested in fashion,” Tiller says. “That foundation has given me a natural sense of honesty and connection with Dingo. I know what feels right and real for the brand. So, looking back, it makes perfect sense that I ended up here.”

Trudeau, a customer long before becoming an employee (the Primrose boot was her go-to style), also feels like working for Dingo is destiny. “Where I’m from, western fashion is never a costume or a passing trend; it’s the lived-in lifestyle,” she says. “I understand the emotional connection and culture of western. I understand what people look for in a boot: authenticity, comfort, and a sense of identity.

I belong here, too.”

Working at Dingo is a labor of love for both women. “We love building something meaningful with our team, which is passionate, collaborative, and driven toward the same vision,” Tiller says. “There’s nothing better than celebrating the wins together, creating something that resonates with customers, and watching Dingo grow.”

When asked to grade Dingo’s performance since their arrival, Tiller gives high marks, but not a perfect score. “There’s always room to elevate the brand,” she says. “Josie and I are always trying to go above and beyond. We’ll never be stagnant.” •

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THE ONLY DESTINATION FOR WESTERN Rios of Mercedes | WTC 14371

Curating the Best Brands in the Best Place Dallas Apparel & Accessories Market MARCH 24 - 27, 2026 | JUNE 16 - 19, 2026 | AUGUST 18 - 21, 2026 | OCTOBER 20 - 23, 2026 AETA International Trade Show AUGUST 18 - 21, 2026 WESA’s International Western/English Apparel & Equipment Market AUGUST 18 - 21, 2026

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TREND SPOTTING

SWEET DREAMS Mouthwatering chocolate is warm and delicious.

Alegria Clarks

Aetrex

Eastland

Fly London

All Black

Famolare

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RNEDN SDP O ST PTOITNT TT RE GI N G

Elizée

Jambu

Ash

Seychelles

Twisted X

Ecco

Mephisto

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TREND SPOTTING

ARE YOU CUFFED ENOUGH?

Alegria

The fold down look offers wardrobe versatility.

Ninety Union

Valentina Rangoni

BC Footwear

Patrizia Chinese Laundry

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RNEDN SDP O ST PTOITNT TT RE GI N G

Mykos

Bruno Marc

Red Wing

Wolverine

CHUKKA CAN! A go-to, versatile style for guys.

Twisted X

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TREND SPOTTING

HIS & HERS

The Chelsea boot: ubiquitous, universal, and unisex.

Eastland

Redback

Blundstone

Bruno Marc

Johnston & Murphy

Durango

Rieker

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RNEDN SDP O ST PTOITNT TT RE GI N G Famolare Ecco

Dansko

Naot

Camper

Fly London

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TREND SPOTTING

THESE ARE NO SLOUCHES! The 1980s called. Slouch boots are big like an oversized blazer again.

Remonte

Vivaia

Valentina Rangoni

Clarks

Fly London

Ash

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RNEDN SDP O ST PTOITNT TT RE GI N G Red Wing

Caterpillar

Twisted X

SEAMS LIKE OLD TIMES Punch in with classic moc toe work boots.

Georgia Boot

Danner

Fly London

Tecovas

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TREND SPOTTING

Aetrex Camper

L’Artiste

Vivaia

Taos

BACK TO THE FUTURE

Blundstone

BC Footwear

Vintage-inspired lace-ups that stand the test of time.

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ED ND TT RR EN S PS OP TO T ITNTGI N G

CALL ’EM SNIKERS Hybrid hikers embrace sneaker design elements.

Ecco

Zamberlin

Mephisto

Arc’Teryx Ash

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TREND SPOTTING

METAL SHOP

Dirty Laundry

Studs add ’tude and bling to western boots.

Black Star

Aetrex

Fly London

Ariat

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A N OT E T O M Y Y OU N G E R S E L F

MAINE POINTS Sara Caron, supervisor of stores and training and women’s merchandiser for Lamey Wellehan Shoes, on paddleboarding, parenting, and working retail in the Pine Tree State, spoiler alerts included.

adventure. There isn’t anything you won’t do for him—like doing a 180 on HEY, 12-YEAR-OLD SARA! It’s you from the year 2026! A couple career paths to spend as much time as possible with him. That comes when things off the bat: Mom was wrong. The boys don’t catch up with your he enters kindergarten. It changes your life entirely—and for the better. height, which tops out at six feet. It’s ok, though. The right man doesn’t care At first, though, a part-time retail job just seems like a great way to make that he looks up to smile at you. Still, lots of gals aren’t 5’9” at your age with a little money and connect with people in your new community of Auburn, size 10 feet. But those are just numbers. Your positivity, wit, and crazy style headquarters of Lamey Wellehan Shoes. You have no intentions of falling will serve you well in the years ahead. So don’t sweat it if you’re “too much” in love with working in one of their stores, the company, or the region. But for some people sometimes. Those aren’t your people, and you’ll turn those part-time soon turns into full-time, then management, then supervising assets into a nice side hustle as a stand-up comedian. So keep making Mom all six stores, then buying men’s footwear laugh! She needs it, and it’s good practice. and, finally, your dream job: women’s Speaking of family, spend as much time merchandiser. You just may be the luckiest with Grampy Poulin as you can this year. gal in the world! You buy shoes for a living.

Hug him a lot. You’ll be glad you did. Also, All. Day. Long. ask him lots of questions about his life.

The many friendships you form over the He’s got a lot of wisdom to share. Like you, years working at Lamey Wellehan is an even Grampy started working as a kid. Both of better perk. It’s where you meet your adult you did jobs that were way harder than BFF, Laura Miller. She works alongside they should’ve been for nine-year-olds. In you for years, making you laugh every day. your case, it’s picking potatoes in Aroostook She gets you. You’re like two peas in a pod.

County, Maine. It’s hard work but it teaches Even after she moves home to Washington, you that paying attention, being kind, and her beautiful family remains an extension stubborn as all get-out will move you along of yours. Another great work friend is your nicely in life. Spoiler alert: You end up being predecessor, Erica Dube. She’s a fountain a lot like Grampy, and that’s all good. of retailing expertise and humor. You’re Your wild streak and love of nature fuel grateful for the tremendous work she put adolescent dreams of becoming a forest in to help make you and the business sucranger. They take root at the University of cessful. She teaches you the importance of Maine at Machias, where you attend classes not missing the forest for the trees. That you in Orienteering, Map and Compass, and can’t please everybody, because you’ll only Canoeing I, II, and III. It’s a ton of fun. drive yourself crazy if you try. As Erica says: Those boys from Wales sure do like tipping Take it one day at a time but be prepared to your canoe! But another spoiler alert: You tackle whatever comes your way and always aren’t a forest ranger. You like the green keep an open mind. trucks rangers drive more than actual forThe camaraderie at Lamey Wellehan estry. In fact, you much rather play in the extends to customers. Many regulars greet great outdoors. Summers, especially, are you with hugs when they spot you on the reserved for evening paddleboard excursions Sara Caron in her happy place: paddleboarding in New England. sales floor. That fills your cup every day. after work. You soak in every minute of Indeed, you’re so happy that you continued down this career path. The icing New England’s warmth and fresh air, escaping into blissful solitude. on the cake: that baby of yours is going to graduate college this spring and Now about your career. There are a couple more detours before you set out on his own adventures. He’s going places! settle on a profession you love. The first comes at age 21, when you move Before I run, chin up kid. Twelve is a tough age, but you’ll get through it. to Portland for paralegal studies at the University of Southern Maine. You All the things that seem so important now won’t amount to a hill of beans. also work part-time as a preschool teacher. Another spoiler alert: neither of Stay kind, witty, and say what you think—even if it’s unpopular. Just be you. them are your career paths. But you do find love with the man who doesn’t Remember what your hero Lucille Ball said: “I believe that we’re as happy mind looking up to smile at you. You create a beautiful life together, one in life as we make up our minds to be.” You’ve got this and, hey, if the forest full of silly jokes, constantly singing the wrong lyrics to songs, and, best of service won’t take you on after retiring at age 65 from Lamey Wellehan, you all, becoming parents to one of the most gorgeous, precious, hilarious, bluecan just buy one of those nifty green trucks! eyed babies the world has ever seen! You mom the heck out of your greatest

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Zebra print bootie with side zipper and TPU outsole by 4CCCCEES.

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On model: snakeskin print kitten heel ankle boots by Chinese Laundry. From top: All Black croc print split toe Chelsea boot with pig skin lining; Dingo calf hair/suede western boot with cushioned insole.

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Leopard print rain boots with EVA midsoles by Melissa. Opposite page: Alegria cow print moc toe chukka; kitten heel leopard print bootie by NeroGiardini; snakeprint ankle boots with rounded heels and side zipper

by Gabor.

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Rieker vegan leather python print combat boots with side zipper. Opposite page: calf hair boots with leather linings and 2.5-inch slim heels by Amie Rafa.

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Ariat pony hair western ankle boots with stacked heels and leather soles.

Opposite page, from top: Mephisto reptile print ankle boot with removable footbed; vintage-inspired lace-up boot with snakeprint inlay by L’Artiste; croc print shoetie by Naot.

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Amalfi leopard print stiletto heel boots with EVA footbeds.

Opposite page: cheetah print wedge heel booties with side zipper by Miz Mooz.

Photography: Trevett McCandliss; styling: Mariah Walker/Art Department; fashion editor: Kiernan McCormick; model: Carla Lara/Fenton Model Mgmt.; hair and makeup: Nevio Ragazzini/ Next Artists; photo and styling assistant: Jamie Wtorkowski; photo assistant: Raymond Collette.

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W H AT’S SELLI N G

Comfort Specialty Sole survivor: Tracy Bennett presides over the Roaring Fork Valley’s last sit-and-fit store.

Midland Shoe Basalt,CO

I

N THE SUMMER of 1967, 11-year-old Tracy Bennett fell in love with Colorado mountains on a trip to visit relatives. The Minnesotan decided then that the Centennial State would one day be her home.

In 1980, Bennett moved to Snowmass Village. After working several restaurant jobs, she pivoted to the Stein Eriksen ski shop. Expecting her first child and ready for the next chapter of her career, Bennett teamed with a friend, in 1992, and open Midland Mercantile, a shoe and clothing shop in Basalt. Aware of the Roaring Fork Valley’s lack of shoe stores, they soon focused on footwear. In the mid-’90s, Bennett bought out her partner and became the owner of Midland Shoe.

The Midland Shoe mix spans Asportuguesas, Birkenstock, Dansko, Haflinger, Kizik, Merrell, Naot, Pikolinos, Remonte, Rieker, Spring Step, Taos, and Teva, among others. Winter sees boots from Icebug, Martino Canada, NexGrip Canada, and Sorel. As the Roaring Fork Valley’s last-standing sit-and-fit store, Bennett knows the importance of exceptional service. The staff takes the time to get to know each customer—primarily women mid-30s to 80s—and fit them properly. “We listen. We’re bound and determined to get each customer into a style that works best for them,” she says.

Top-selling brands? Birkenstock, Dansko, Haflinger, Blundstone, and Pikolinos. NexGrip and Icebug are popular in the winter.

Best new shoe brand added recently? NexGrip because their retractable heel claws grab onto ice.

They’re also super comfortable and warm. Gelato is another great one. They make really cute and comfortable fashion sneakers in lots of great colors.

Top-selling accessories? Hats by Wallaroo, Pistil, and Kooringal. Hats have become great-selling items, especially in the summer. We also sell a ton of socks from Ozone, Sockwell, Darn Tough, and Socksmith.

How does a brand make it into your mix? Is it shoe intuition? A lot of intuition. However, if I’m asked several times about a brand, I’ll consider it.

And sometimes brands come to me, like Wallaroo Hat Company. The founder popped in a few winters ago and asked, “How come you don’t have my hats?”

That was the beginning of a great partnership.

Any longtime staples? Birkenstock’s Arizona sandals and Boston clogs; Blundstone’s Chelsea boots; Sorel boots; and Dansko’s Professional clogs.

What do you attribute Midland Shoe’s staying power to most? My stubbornness and desire to have my own business. There have been several events that could’ve put me out of business. In 2002, as a result of the Hayman Fire, every tourist reservation in the Roaring Fork Valley was cancelled. In 2007, I was on track to have my best year ever and then the rug got pulled out with the Great Recession.

In 2018, there was the Lake Christine Fire. Now we have tariffs.

Anything unique about the Roaring Fork Valley customer? People think that we’re strictly into the browns and rough out leathers, which we are, but we’re not opposed to colorful shoes and boots.

Maybe that’s why we have a good following?

Does Midland Shoe get a ski season bounce? A bit. The busiest time of the year is usually the week before Christmas to the week after New Year’s. A lot of hotels and rentals in Aspen have minimum stay requirements then. Actually, one of my best Januarys was during a drought because people couldn’t ski, so they shopped.

What’s the most effective way to reach customers? I’m trying to focus on social media. I’m very old school, so I hired my daughter’s friend to help navigate the platforms. I’m taking it much more seriously this year. We’ve received a lot of comments on our posts. People say, “I saw your post.” I don’t often hear, “I saw your ad in a magazine.”

What are some of your leading community outreach efforts? We haven’t hosted events since Covid. However, We hold sales and donate part of the proceeds to Lucky Day Animal Rescue of Colorado.

Who is your fastest growing customer segment?

That’s a hard question because business is down.

People are being very cautious with their money.

We’ve also been battling a street project in front of our store for the last two years. They’ve switched from angle to parallel parking. Some people avoid coming here because that’s annoying.

Are you trying to attract younger consumers?

Yes, but it’s hard to know what they want. I learned a long time ago not to chase trends because by the time we catch on in this small town, it’s over. So the best I can do for attracting a younger crowd is to educate them about the importance of a good work shoe—one they can actually function in. Once you get into a truly comfortable shoe, it’s hard to go back to anything terribly uncomfortable.

What’s the smartest business decision you’ve made this past year? Tightening my belt and cutting back on inventory. Also, bringing in hats. Next, I want to introduce local merchandise—sweatshirts and T-shirts with “Basalt” printed on them.

Biggest challenge facing your business? Tariffs and customer caution. I can’t be as adventurous on buys, so we’re providing the best customer service we can.

What are you most proud of regarding your business? Being named “Best Shoe Store” by The Aspen Times five years in a row. It means people like what we do.

What does your staff mean to you? I can’t survive without good employees. You have to treat employees like gold, because they’re a reflection of you. If they’re not happy, you’re doomed.

Where do you envision Midland Shoe in three years? I hope we’re still here, but I’m looking toward retirement. I’d love for somebody to take over this cool, little shoe store.

What do you love most about your job? Freedom.

I buy what I want. Nobody tells me what to do, unless it’s my husband—in a very nice way!

44 footwearplusmagazine.com • january 2026

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12/19/25 12:08 PM

WHAT’ S SELLING

Roam Vermont

Outdoor Specialty

Bobbie Roehm has no fear of DTC brand sites.

Montpelier, VT

I

N DECEMBER OF 2017, Bobbie Roehm found herself unemployed. The former soft goods buyer for beloved Montpelier stores, the Shoe Horn and Onion River Sports, lost her job when the owners closed both businesses on short notice. But she quickly saw the opportunity to refill the gap with a townto-trail format. In May 2018, Roam (a play on the owner’s last name) opened.

Business has been good, minus a pandemic shutdown and a devastating flood in 2023 that required a complete rebuild. Thanks to Roehm’s perseverance and community support, though, the business endures.

Roam’s footwear mix spans boots from Blundstone, Bogs, and NexGrip Canada; sneakers by Gola, Kizik, and Remonte; and sandals from Kork-Ease, OluKai, and Teva. Additional options include slippers by Acorn and Haflinger, and clogs by Birkenstock and Dansko. On the clothing front, Carve Designs, Patagonia, Prana, and Vuori round out the selection.

Customers can expect attentive treatment and a welcoming atmosphere. “Our shopping experience feels personal, warm, and inviting—like you’re with your besties,” Roehm says. “We know our repeat customers and their families by name.”

Top-selling brands? Birkenstock sandals sell extremely well. We’ve carried Dankso from the beginning and host a spring and fall trunk show every year. Blundstone is a year-round Vermont staple. NexGrip is a must-have during winter.

Best new brands added to the mix? Kizik is showing a lot of promise! I’ve been on the hunt for fun sneaker brands lately, and tested styles by Coolway, which our customers loved! I’m also adding Gola this spring, which I’m really excited about.

How does a style make it into your mix? Is it shoe intuition? Intuition always plays an important part.

When shopping the market, we tune into the best quality while staying within a target price range.

We look for comfort and support without sacrificing style. We work with brands that stand behind their products, so our staff can confidently sell what we offer. We regularly analyze vendor performance reports and look at turns, profit dollars, and GMROI. We consider market trends but, most importantly,

we know what our core customer is looking for.

They appreciate versatility and technical features appropriate for outdoor adventures but work well as everyday apparel. Hence, “Roam Vermont.” Our tag line is “explore in style.” Lastly, I often picture top customers when considering selections.

Any female ownership advantage? Our core customers are middle-aged women, and being one myself means I understand them very well. At times it feels like a bunch of girlfriends shopping together. My staff loves “playing dress-up.” Their energy can be infectious.

Anything unique about Montpelier customers?

They’re practical and sensible. They look for good, quality pieces that will last more than one season.

They care deeply about the environment. They don’t like adding things to a landfill. They look for natural fibers and like to support companies that care about the environment. They appreciate companies that have a “give back” message. They’ll spend more when there’s perceived value, such as durability.

What’s the best way to reach customers? Bi-weekly print ads in the local community newspaper, which is a free and widely distributed. We also utilize Instagram and Facebook. Additionally, we host several trunk shows throughout the year. But our most effective marketing comes from happy customers spreading the word about us.

What’s the smartest business decision you’ve made this past year? Promoting from within. I needed a new manager, and Emma Gallo was a stand-out on our salesfloor. She had no prior managerial experience, but it turns out she’s an exceptionally skilled and talented right-hand person. She’s helped strengthen relationships with customers as well as unite our sales team. Thanks to Emma, our pro-

cesses are continually improving and the business is running more smoothly. She’s a true blessing!

What’s the biggest challenge facing your business?

Hiring has been my main challenge for many years now. We always seem to be short-staffed. Every time we get the perfect team in place, I soon find myself on the hunt again. It’s a never-ending quest.

Which is more difficult: tariffs or DTC? I never let DTC sites bother me. We provide so much value to the customer experience in a way that DTC can never compete. Customers appreciate our knowledge and expertise, and they don’t want the hassle of online returns. On the flip side, DTC can be helpful if we’re out of stock. I can point the customer to the vendor’s site. They should buy what they want, even if it’s not through us. At the end of the day, it’s all about customer satisfaction.

What are you most proud of regarding your business? Completely rebuilding my store after the flood. It took eight months to reopen. The process was daunting, but it was a worthwhile endeavor.

What’s the best way to retain employees? Let them know they’re appreciated and give positive feedback. They should feel valued! We conduct scheduled performance reviews and give them pathways to pay raises, which helps incentivize them.

Where do you envision Roam in three years?

I get asked often if we have other stores, and I dream of opening more. I think our model could be successful elsewhere.

What do you love most about your job? The flexibility to buy for my vision and go in any direction I want. Roam isn’t a cookie-cutter store, and that’s what makes it so fun and rewarding!

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12/19/25 12:09 PM

S

Born This Way

Jess Garcia, president of Grupo Elemento and industry lifer, on how the recent acquisition of Manas marks a return to its rich Italian design heritage. By Greg Dutter

OME PEOPLE JUST know what they were born to do. A few even realize it from a very early age.

Take Grupo Elemento President Jess Garcia, who first discovered her passion for the shoe business at age five. That’s when the future exec began tagging along with her father to their family factory in León, Mexico. It was love at first sight.

“I was fascinated by the materials, the silhouettes, and precision of the production line,” recalls Garcia, adding that one of her favorite childhood memories is of walking around her house in her mother’s burgundy patent leather pumps that she coveted. “I remember saying, Mom, when I grow up, I want to have shoes like these. And she replied, ‘Tell your dad to teach you how to make them, because he made Jess those especially for me.’ From that moment on, Garcia I wanted to make shoes!”

Garcia was not one to dilly-dally when it came to getting her shoe industry career started. By age nine, she had designed her first pair, and from then until high school, she spent holidays and summers working in the factory. At 16, Garcia launched her first business, selling extra shoe stock from area factories at a local trade fair. Over the ensuing three years, she multitasked by running that operation while earning a marketing degree. She followed that up with diplomas in Finance, Business Administration, Leadership, and Management. Learning never gets old for Garcia. She most recently completed the Management Program in Business Analytics and AI at the Cambridge Judge Business School, which blends traditional business experience with the tools shaping the future.

Since officially joining the family business in 2013, Garcia has worked in most facets as she rose the corporate ladder. Like her, the company has grown and evolved. Today, Grupo Elemento is a leading manufacturer with sourcing presences in Mexico, China, Vietnam, Brazil, Portugal, and India. “Since our founding 37 years ago, we’ve remained true to a clear mission: to create business opportunities across the world while making a positive impact on the lives of people and the communities where we operate,” she says. One project Garcia is especially proud of building, in a collaboration with Asulac Mexico, is Acompañando Vidas, the first care clinic in Mexico specializing in patients at risk of suicide. “One of the most important problems we must address is mental health,” Garcia says, adding, “We’ll continue supporting projects that raise awareness to important social issues in our society.”

Of course, to be able to do such good deeds requires manufacturing great shoes. Grupo Elemento’s latest efforts on that front is its recent acquisition of Manas, a 35-year-old Italian label regarded for its design and quality.

Specifically, Garcia cites Manas’s aged, waxed leather looks that once help define true Italian craftsmanship.

Owning an Italian brand is also a dream come true for the Garcia family. “My grandfather used to often tell me growing up that the best shoes in the world were Italian and, after traveling frequently on trend-forecasting trips to Europe and the U.S., I completely fell in love with many of those brands,” she says. During those trips she and her father would talk about acquiring one in order to bring back the beauty and authenticity of the country’s rich shoemaking heritage. “I’ve always admired Italian footwear design, quality, materials…everything feels unique,” Garcia says. “And Manas embodies the timeless Italian design and quality that I’ve admired since childhood—the essence of what makes Italian shoes truly exceptional.”

What will be improved upon under Groupo Elmento in terms of making, selling, and distributing Manas? Much of what made Manas truly special—its unmistakable Italian character—had been lost. Our goal is to honor and revive those unique qualities that once defined the brand: Italian design, a clear lifestyle, and effortless comfort.

What is the retail distribution strategy in the U.S.? The target distribution for Manas includes department stores, volume retail chains, multibrand groups, and curated ecommerce platforms.

Our retail prices will range from $49 to $150, positioning the brand as an accessible yet premium option that combines authentic Italian design with everyday wearability.

Who is the Manas woman? She loves to amuse but guards her lifestyle away from prying eyes. She sits at the intersection of designer lifestyle and premium comfort. Our overall design aesthetic is a blend of sophistication, comfort, and style.

Manas offers Italian design and quality, wearable silhouettes, and seasonally relevant materials. Each collection revives the distinctive aged- and waxedleather finish that once defined the true spirit of Italian shoemaking. Key silhouettes in our debut collection for Fall/Winter ’26 include moccasins, mid-boots, and moto boots.

What are your top goals this year for Manas? Our top goal focuses on revitalizing Manas through thoughtful partnerships with strategic distributors.

It’s not just about growing the brand; it’s about reigniting its story, allowing

46 footwearplusmagazine.com • january 2026

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12/19/25 11:57 AM

The Manas recipe: Italian design, a clear lifestyle, and effortless comfort.

customers everywhere to once again experience the authenticity, comfort, and design that have always been at the heart of Manas.

Where do you envision the brand in three years in the U.S.? In the most important stores, winning the hearts and loyalty of our consumers.

How was business overall in 2025 for Grupo Elemento? On the one hand, last year was the best for our Americas-based businesses, as a lot of production from Asia moved to our factories here. It’s been a year full of opportunities here, whereas it’s been challenging year for our Asia businesses due to tariffs and uncertainty in supply chains. Fortunately, over these past few years, we’ve learned that we must offer our clients the option to produce in various parts of the world.

We’ve created strategic alliances so that our production becomes increasingly flexible. Companies that adapt and offer this to customers will prevail.

Any signs this disruption and uncertainty eases in the foreseeable future?

I believe the uncertainty will continue. Everything can change from one day to the next. Thus, companies must be ready to adapt and try to protect the end consumer as much as possible, as they will be the most affected. As Darwin once said, “It’s not the strongest species that survives, nor the most intelligent, but the one that best adapts to change.” In addition, throughout my career, I’ve found that crises and uncertainty bring opportunities for those who are paying attention.

What’s the best business advice you’ve ever received? When you give your word, keep it. If you can’t due to some external circumstance, always face it head on. That generates value and trust in your word, and it opens doors anywhere in the world and whomever you meet.

What is a brand you admire? One of my favorites is Loro Piano. I love their exquisite materials, impeccable craftsmanship, and innovation that makes their goods timeless icons.

What shoe style must every woman have in her closet? Two: black and nude stilettos. Both are ideal for any important occasion.

JANUARY 2026 • VOL 36 • ISSUE 1 • $10

Skins Game

ANIMAL PRINTS ROAR TO THE FOREFRONT

FALL/WINTER ’26 BOOTS PREVIEW KEY SILOS, COLORS & MATERIALS BRAND FOCUS MEET DINGO’S DYNAMIC MARKETING DUO SOUND LOGIC RON KENIGSBERG ON MIZ MOOZ’S RETAIL-CENTRIC PHILOSOPHY WHITE NOISE CHASING CLOUD DANCER COOL

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12/19/25 2:42 PM

Enjoyed this issue of Footwear Plus?

Visit our website to subscribe and ensure you receive future issues for free!

When you hear the word “shoe,” what’s the first words that come to mind? A way to empower woman in every step she takes.

What do you love most about this industry? The creative side, where every season we have the opportunity to build something new and unique.

Moto boots are a key category of the Fall/Winter ’26 collection.

26_01_FW_SHOE_SALON_final.indd 47

Looking to reach the industry through advertising?

Contact Noelle Heffernan at noelle.heffernan@wainscotmedia.com.

12/19/25 5:42 PM

L A S T SHO T

Shall We Dance?

Black Star

Rieker

Valentina Rangoni

Sclarandis

Miz Mooz

All Black

Tecovas

The White Stuff

Cloud Dancer, a.k.a. white, is Pantone’s Color of the Year for 2026. Clean, crisp, and controversial, white is causing quite a stir.

48 footwearplusmagazine.com • january 2026

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12/19/25 11:52 AM

ARTISAN QUALITY

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