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Shrug It Off
GROWING UP, as the seasons turned, so did the sports the neighborhood gang played. Fall was soccer and football. Winter, street hockey, basketball, and ping-pong. Spring and summer, tennis and baseball (stick, whiffle, and ballfield). During my teen years, bike racing stretched from early March, with piles of snow still melting, deep into November. We played to win, and we took our lumps, physically and emotionally. A bad hop, a hard foul, a late hit, a tumble, pushing and shoving (things could get heated), a bloody lip…you were always told to get back up, get back in the game, and “Shrug it off.”
That tough love advice from the sports world applies equally well to the great game of life. We take our lumps in business, incurred at the hands of fierce competition, economic blows, and, of late, a trade war. The latter has many in our industry up against the ropes. The punches are coming fast and furious. It makes matters worse when you don’t know how to defend against an onslaught because the rules (tariff rates) seem to change with the mood swings of President Trump. What might the rates be when the temporary agreements are scheduled to end? How do you even set prices amid such volatil ity? What will the reaction be as consumers absorb the higher prices that have already been passed on, with more expected?
whatever they can. Their advice? Don’t let the chaos consume you. Have a plan and a back-up plan. Get off your heels. Offense can be your best defense.
You’ll find a similarly steady approach—and an ability to persevere—in Fred Satin, owner of Com-Fit Shoes, the subject of our retail profile (p. 12). For nearly 40 years, Satin has shrugged off the many punches directed at independent, sit-and-fit specialists. When a fire burned his White Plains, NY, store to the ground in 2010, he picked himself up off the mat and moved to nearby Scarsdale, an upscale oasis filled with consumers who appreciate Com-Fit’s team of fit experts and enjoy supporting a local business. His tale of grit and determination is inspiring. The fact that his son, Jason, store manager, is part of this story shows that the fighting spirit lives on in the next generation.
Whatever the answers to those pressing concerns, pulling a Roberto “no mas” Durán isn’t a viable option. You have to shrug it off as well as you can and press forward. That’s the strategy of many heading to The Atlanta Shoe Market next month. In our Special Report (p. 10), leading wholesalers and retailers lay out their fight plans. While they’ve taken some serious hits of late, they’re punching back with a combination of core strengths, quick-footed pivots, and proactively controlling
You’ll also see plenty of fighting spirit personified by Peter Sachs, longtime general manager of Lowa Boots and the latest participant in our “A Note to My Younger Self” series (p. 18). Sachs has a combined 50 years of retail and wholesale experience. He’s absorbed countless hits—and shrugged them off. After a 29-year run spent building Lowa into a pinnacle outdoor brand in the U.S., he’s segueing into a consultant role and getting more time to enjoy the great outdoors. He’ll be a valuable asset in any start-up’s corner, a seasoned veteran advising on the best moves to cover up and punch back.
Now, back to that neighborhood gang of rotating teammates and foes. Thanks for the near daily spirited competition. The bumps, bruises, and lessons learned from winning and losing over those years stuck with me and taught me the value of mental determination and physical toughness. Those games also taught me that you can’t win them all, but you must try ( hard ) if you expect to win at anything. And for the times when you feel like you might be down for the count, take to heart this timeless sports wisdom: “Shrug it off.”
Greg Dutter Editorial Director
Hustle & Flow
On-the-go New Yorkers sport sneakers to traverse the concrete jungle in comfort and style. Photography by Marcy Swingle
Green is Good
Soles4Souls founder Wayne Elsey launches latest shoe donation concept.
CALL IT AN eco-friendlier shoe donation mousetrap. Green Sneakers, like Soles4Souls founded in 2006, is driven largely by donations that take shoes out of landfills and generate funds for various charitable causes through resale. Only this start-up takes it a step further with a direct integration of sustainability and environmental restoration.
“Partners from gyms and retailers to community businesses and nonprofits can still earn money to support their mission, but they now have the option to plant a tree for every pair collected instead,” explains Wayne Elsey, founder. “It’s a choice-impact model that empowers communities to raise funds or contribute to global reforestation. Simply put: It’s give-back sneaker drives with a climate-first purpose. Green Sneakers reduces landfill waste, plants trees, funds local missions, and creates opportunity globally.”
Elsey is well-versed on this concept, having also introduced Funds2Orgs, Shoes With Heart, Cash4Shooz, and Sneakers4Good. “All keep shoes out of landfills and raise funds without resorting to candy bars or product sales,” he says. When partners sign up for a free Green Sneakers collection kit, it includes branded collection boxes, prepaid shipping labels, and ready-to-use marketing templates. At sign up, partners choose their impact: plant trees or earn money per pair to support an organization or a cause they love. “It’s a turnkey program where you get the boxes, fill up, and then call FedEx or UPS to pick up,” Elsey says.
Elsey encourages retailers and wholesalers to donate to Green Sneakers. First, it’s a unique opportunity to align with a cause that speaks directly to the industry’s large carbon footprint. “By supporting Green Sneakers, the industry isn’t only helping clean out closets, its planting trees, supporting local charities, and enhancing brand goodwill. It’s an impactful way to connect commerce with purpose,” he says. Second, the intersection of environmental urgency and consumer expectation has never been clearer. “People want to buy from brands doing good. Green Sneakers supports the reuse economy, reduces textile waste, and helps power community-led fundraising at a time when climate action and community resilience are essential.”
Elsey believes there’s plenty of room for another shoe donationbased concept—so long as each offer something unique. The fact is with more than 24 billion shoes produced annually and 300 million ending up in landfills, there’s an urgent need for scalable reuse solutions. “We reduce waste, support global micro-enterprises, and reforest ecosystems—all while empowering local organizations,” he says. “Our model slows the waste stream while creating economic opportunity globally.”
Elsey, a shoe dog lifer, loves the industry as much as when he first got bitten selling shoes as a teenager at GallenKamp Shoes in Fredericksburg, VA, and later became a Stride Rite manager at age 25. The love grew stronger during his crossover into wholesale, including stops at Nautalis, EJ Footwear, and Kodiak. But nothing compares to the joy he found in leading industry-based charities. The current portfolio is backed by a team of 35 employees. Funds2Orgs is the cornerstone, driving high-impact fundraising through shoe drives. Sneakers4Good has a strong presence in the running and athletic retail sectors, partnering with major events like the Boston Marathon, St. Jude, and the Marine Corps Marathon. Green Sneakers extends the mission into fitness spaces like gyms, retailers, YMCAs, and community centers.
“Our goal is to empower consumers with a simple, free way to do good—and make it stick,” Elsey says, citing a simple truth that people will always buy more shoes. “We can do good by giving the old shoes a new purpose while consumers can buy more from retailers!” Elsey adds, “It’s rare to find a single initiative that does so much good with something as simple as cleaning out your closet.”
Wayne Elsey, founder, Green Sneakers
Atlanta Bound
As the industry gears up for the national shoe show next month, it’s business as usual amid epic trade war disruption.
By Greg Dutter
LIKE MILLIONS OF Americans, Laura Conwell-O’Brien, long-time director of The Atlanta Shoe Market (TASM), has experienced the trade war’s negative impact on daily life. In her case, a terrifying car accident last month resulted in a two-month wait for a new car. Conwell-O’Brien was told by her dealer that the normal flow of new cars had slowed dramatically, and as a result, there were only six models of the car she wanted in the country—and they were all spoken for. Having survived a near-death experience (all 10 airbags went off simultaneously) when a car exiting a shopping center lot rammed into her passenger side, Conwell-O’Brien wanted the same exact Lexus RX 350—the one with the panoramic roof, the pearl/macadamia interior, and the “incredible” safety features that, for the second time, saved her life.
“I had a check in hand,” Conwell-O’Brien says. “I’ve been a customer of that dealer for 24 years, and I never thought there’d be an at least eight-week wait on getting a new car.”
Call it the trade war trickle. Supply chains across all industries are drying up. The product shortages, along with higher prices, are expected to increase as the war slogs on. With nearly 60 percent of all shoes imported into the U.S. coming from China, the footwear industry is primed for major disruption. While that is shifting elsewhere, it takes time to find and establish new sourcing partners—a process not made easier as nearly the entire world has been slapped with tariff hikes of various amounts. It’s a perfect storm of uncertainty involving swirling winds of where to source, gauging what prices might be, and whether goods will even be shipped, let alone on time. In fact, a big takeaway from the FFANY/FSNYE show in New York last month was the frequent shrug of the shoulders on how to best navigate all this turmoil. While understandable, it’s not a solution. Shoes wear out, kids grow, and seasons change. There are billions in U.S. sales up for grabs to those who can deliver the goods. TASM (Aug. 9-11) will be a stage for how retailers and wholesalers are going about just that. On that note, Conwell-O’Brien expects a full house. Other than a few international exhibitors who’ve pulled out, the halls and meeting rooms are sold out and the 5,000 blocked hotel rooms are booked. TASM looks to be business as usual, albeit amid quite unusual circumstances, she reports.
That’s how Mark Jubelirer, president of Reyers sees it. “Reyers is
approaching the Atlanta show just as we have the hundreds of other shows we’ve attended over the decades,” he says of the Niles, OH, family store. “We’ll be on the lookout for the product that has always made us successful: high quality, great fit and comfort, and a fair value.” That said, the current chaos is affecting Reyers’ strategy. “We may hold back a little, as we feel that quarters three and four of this year may yield less than favorable results in terms of sales,” he says. “Our initials won’t be noticeably lower; we may place more backups.”
Adam Beck, CEO of Beck’s Shoes, now a 25-store chain spread out over six western states, is approaching the Atlanta show with similar caution. “There’s a lot of uncertainty in the world, so we’re trying to be as pragmatic as best we can,” he says. “For example, we’re not sending the usual eight people. It’s me, our COO, our VP of merchandising, and one of our buyers who will divide and conquer the show.” A key focus, Beck says, will be searching for new brands and particular styles that add that extra spark to the overall selection. “It might be a certain silhouette or color that’s a big pull for that particular community, and we’ll go three to four sizes and back it up with 12 pairs on each, which doesn’t sound like a lot overall, but those niche add-ons can really add up,” he explains, adding that it’s also a way to get a customer to buy a second and third pair. That has become increasingly difficult of late. “It’s not as easy as three years ago, but you have to give customers walking into your store a reason to buy,” Beck says. “So we’re being very strategic—like with L’Artiste’s hand-painted styles. Those are very unique and niche-y. It might not move the needle in a big way, but something like that can be an extra 500 to 1,000 pairs at the end of a season.”
Marty Rose, distributor of All Black, is heading to Atlanta with conservative expectations. “We’re expecting fewer orders, or smaller orders, for Spring ’26 because customers will wait until they know more information about tariffs and pricing before ordering,” he says. “Thus, more follow-up will be needed to finalize orders as more news becomes available.” Rose, though, is prepared for increased interest in its Fall ’25 stock amid expected inventory shortages of other brands. “For available U.S. stock we aren’t increasing prices and for case packs the increase is no more than 10 percent, even if the tariff and freight warrant higher increases,” he says. “All Black is ready to pick up the available business because we can deliver.”
Stanley Eisenman
From an assortment viewpoint, Rose says All Black is again being
A full house is once again expected at The Atlanta Shoe Market next month where attendees will get down to business on the Spring/Summer ’26 buying season.
conservative. Think proven constructions with updates and less edgy, fast styles. “In times like this, retailers want newness but don’t want risk,” he says. “They’re looking for styles that have a track record.” All Black’s Spring ’26 collection will offer a balance of dressy and casual styles as well as fashion sneakers. “We’re continuing to develop the fisherman trend in fresh ways, and we believe the gladiator trend is returning in more fashionable, practical interpretations,” he says. “In dress, the kitten heel is still the focus along with dressed-up sandals.” The collection, Rose notes, is made in “more tariff-friendly” Taiwan and parent company, ACL Footwear, is also expanding relationships with associate factories in Spain, Turkey, Italy, and other countries to increase production and offer competitive price points.
James Rowley, CEO of Woolloomooloo, is focusing on flexibility in Atlanta. It’s about being easy to work with. “We stock key items, don’t demand heavy upfront minimums, and offer easy reorders through our B2B system,” he says, noting that the brand is sourced 100 percent in Vietnam. “And with a lot of uncertainty about the economy’s future, we’re offering pre-book discounts in an effort to share the risk of putting pen to paper for Spring ’26.” Rowley, a former retailer, understands that such a chaotic environment leans to more conservative buying. Thus, the expectation that “sure bets will reign supreme over the search for newness.”
Flexibility at the Atlanta show will also be a primary focus for Tradehome Shoes, according to Justin Kehrwald, president and CEO. The fact is at 130-plus stores and about 75 brands, it’s not possible to have an acrossthe-board strategy as companies are responding to the trade war in their own ways. A key focus will be finding regional pilot programs. “As we’ve expanded our geographical footprint, we’ve prioritized regional assortments,” he says. “Our goal at this show is to find two or three new brands or product initiatives that we’re excited to beta. What’s next!”
Kitty Bolinger, president of Dansko, will also focus on being flexible at the show. “We’ll provide newness that we know the consumer craves plus updates on core product in case she’s playing it safe,” she says, adding that
had the most impact is retailers’ and consumers’ fears and uncertainties,” Bolinger says. Those don’t seem to be abating any time soon.
Indeed, the trade war is taxing, and that’s beyond it being essentially a tax. “We’re exhausted from the run around and the extra work needed to adjust pricing, production, and shipping schedules,” All Black’s Rose says. “And reorders are very slow and behind a year ago—retailers are satisfied to sell out of a style rather than replace good sellers and possibly end up holding goods.” Kehrwald concurs on the added busy work and negative impact on overall buys. “If/when brands pivot their wholesale pricing, it directly affects the quantities we can bring in,” he says, noting that several key vendors have raised both wholesale and retail prices. “There have been some changes to initial margin numbers, which isn’t great.”
Often the best approach amid times of uncertainty is to focus on the controllables. For Beck’s Shoes that’s doubling down on making the shopping experience enjoyable and fruitful as possible. “You only get one chance to make a first impression in soft goods retailing, so we’re doing our best to elevate that in-store experience with a wow factor, which spans a warm greeting from our clerks to great merchandise,” Beck says. “Let’s create a memorable 30- to 60-minute experience that might also help customers forget for a bit all the craziness going on in the world. Why not enjoy a little retail therapy?”
That’s Conwell-O’Brien’s premise for TASM. “Our job is to create an upbeat ambiance and make the show as easy to navigate as possible,” she says Conwell-O’Brien believes that attending the show amid times uncertainty is even more important. “You need to meet face-to-face with current and potential new customers to establish plans on how best to move forward amid such turmoil. Even if it’s only for a day, you’ll see it all firsthand and understand better what’s going on in the industry.” Conwell-O’Brien adds, “Why not figure out together the best way to move forward.” •
When the Shoe Fits…
For nearly four decades, Com-Fit Shoes has built a loyal repeat customer base through selection, service, and staying true to its vision, naysayers be damned.
By Kathy Passero
ANUMBER OF YEARS AGO, a rep pulled Com-Fit Shoes owner Fred Satin aside to give him a dire warning. You guys are a dying breed, he told the founder of the Scarsdale, NY–based sit-and-fit retailer. If you don’t change the fashions in here, you won’t last. “He was a very good sales rep for one of my biggest vendors,” Satin recalls, so he gave the man’s advice some consideration.
Fortunately, in the end he decided to ignore it. And today, the independent retailer is still going strong as it gears up for its 40th birthday in 2026. “I realized you can’t be everything to everybody,” Satin explains. “Staying true to who we are and what we do well—comfort with a little style—has been our biggest reason for longevity.”
Fans praise Com-Fit Shoes in online reviews as the “real deal,” a local “gem,” and one of “the last of the mom and pop quality shoe stores.” Though it’s been through several locations and a name change over the years, Satin’s store is beloved by a loyal customer base for its extensive selection of sizes and widths from more than 50 brands—and for its knowledgeable, service-focused staff.
“Fred and his team care incredibly much for their consumer. That’s what makes Com-Fit Shoes unique and successful,” says John Conlon, who runs the East Coast region for Phoenix Footwear and has worked with Satin for a decade. “It’s very rare to get the full-service treatment that comes with proper shoe fitting and a professional environment like the one they provide.”
“The secret sauce is treating every customer as if they were your mother or father,” explains Fred’s son, Jason Satin, the store’s manager. “We treat every person who walks in the door with kindness and respect.”
Expertise is another point of difference at Com-Fit Shoes. “They completely understand the needs of the customer,” says Bill Bracken, sales rep for Rieker Footwear’s Mid-Atlantic region and a 10-year vendor partner of the store. “Problem feet are not a problem for them. They identify the issues a customer has and find the correct product and proper footwear for them. They’re problem solvers.”
STAYING CUSTOMER-CENTRIC
Com-Fit Shoes’ core customer is “mature,” according to Satin, and female (7580 percent of the shoes the store sells are women’s). She’s not a senior citizen, but she might have foot problems or wide feet. She’s also a fan of buying local and supporting independent retailers, he says. (It’s worth noting that she may have more means to do so than shoppers in some other enclaves: Scarsdale is recognized as one of the wealthiest suburbs in America by Kiplinger and Bloomberg.) She’s looking for comfort without sacrificing fashion. To meet her needs, the store carries everything from sandals to ballet flats, clogs to dressy evening shoes. Nowadays, though, there’s no question about what’s selling best.
Com-Fit Shoes founder Fred Satin with his son, Jason Satin, the store’s manager.
“Our athletic business has taken over. Everybody’s making athleisure looks, and that’s what customers want—to be comfortable without looking like they’re wearing an orthopedic shoe,” says Satin. “Most of my customers aren’t running a marathon, but they would rather have a sneaker than a walking shoe even though they’re using it for walking.” As a result, top sellers include New Balance, Brooks, and Vionic. Among shoppers who don’t want a sneaker look, products from Ara and Clarks are popular.
That’s a far cry from the era when the comfort category go-to was P.W. Minor. “Those shoes served their purpose back in the day, but they weren’t eye-pleasing,” says Satin. “If we hadn’t gone to a more athletic look, we wouldn’t be in business. You’ve got to see where your customers are going and be fluid enough to react” to keep pace with their evolving tastes.
Of course comfort styles aren’t the only changes Satin has seen during his long tenure in the shoe industry. He cut his teeth in footwear retail at Macy’s, then worked for his cousin’s shoe stores and later for a major chain before going into business for himself, opening County Shoes in the Cross County Shopping Center in Yonkers, NY, in 1986. “There were 20 shoe stores in that mall when we were there,” he recalls. “And there used to be two or three stores in every town.” In his early days as an independent, Satin stocked children’s footwear, but he narrowed his focus to adult styles in 2000, which has made the business steadier and less seasonal.
The mall location was a perpetual challenge, with property owners continually upping the rent. Finally, Satin moved to nearby White Plains in 2008 and renamed his business Com-Fit Shoes. Unfortunately, the new location was short-lived. In the summer of 2010, a fire broke out at the Indian restaurant next to Satin’s store, destroying the entire block and devastating six businesses, including his. Undaunted, he moved to his current location on Central Park Avenue in Scarsdale that fall.
“It’s been an interesting journey,” says Satin. He credits his store’s success to his repeat customers and to his staff, who play a pivotal role in building the loyal clientele that returns to Com-Fit Shoes season after season.
“My staff is everything,” says Satin. “One gentleman who works for me had his own 10-store chain. Another woman managed a store in the area for 27 years.
Our youngest employee worked at my first location in the mall, then came back to work for me. You can’t get that level of experience anymore. I trust them implicitly. There are times when customers don’t know that I’m the owner of the store, but I’m good with that. I don’t need titles. I need everybody doing business, and I need the store to do well. That’s the bottom line.”
TEAM EFFORT
Satin trusts his crew’s knowledge so much that buying is a collaborative effort. “I try not to buy at the shows. I go just to look around,” he says. “I have [vendors] come in and show us everything. Then I get feedback from my staff. When the salespeople are behind the shoe, it’s going to sell. Besides, they’re the ones talking to every customer who walks in, so they know what people need and want.”
The store has built so much trust over the years that customers have followed it from location to location. Area podiatrists, too, have enough confidence to recommend Com-Fit Shoes to their patients for footwear and orthotics.
In addition to referrals and repeat visitors, old-school sit-and-fit service wins the day, in Satin’s experience. “We like to create a family atmosphere. That’s something I learned from the get-go, and it’s as important now as ever,” he says. “We love talking to our customers. We genuinely love helping them. A lot of people respond to that.”
“We try to give customers a great experience that leaves a lasting impression so they’ll want to come back to the store again,” says Jason.
“I can’t tell you how many times a day someone comes into the store, we measure them and put shoes on them, and they say, You know, I haven’t had somebody put my shoes on since I was 10 years old,” Satin says. “That’s really the only thing we can do that Amazon and Zappos can’t—talk to people and fit them properly. It’s tough to get new customers and it’s not cheap, so we work hard to keep the ones we have.”
Vendor partners, by contrast, haven’t always been so loyal. Like his fellow independents, Satin has helped build brands only to be ghosted when the companies decided to focus on DTC sales and partnering with larger
From left: Longtime comfort footwear retailer Com-Fit Shoes, a popular shopping destination in the a uent suburb of Scarsdale, NY; the merchandise mix is a Who’s Who of leading brands.
“I can’t tell you how many times a day someone comes into the store, we measure them and put shoes on them, and they say, I haven’t had somebody put my shoes on since I was 10 years old .”
-Fred Satin, owner, Com-Fit Shoes
retailers. “That’s a sore subject,” he says. After getting the proverbial Dear John letter from a leading athletic company that Com-Fit Shoes had carried since its early days, “I called my representative, and he wouldn’t even talk to me,” Satin recalls. “Then I called the company. Nobody there would talk to me. I wrote them a couple of very hurt letters, but basically they just told us to go **** ourselves. It’s wrong, but we had to move on.”
Such breakups don’t always pan out for brands. “We’ve had incidences where companies decided to go DTC then realized they made a mistake and came back to us,” Satin says. In one case, a brand dropped the store’s account, so the sales team introduced shoppers to a similar brand with comparable features. “The [alternate] product was good, our customers trust our salespeople, and the strategy worked,” Satin reports. “Ironically, we ended up getting that brand back eventually.
“We try to work with companies that support us,” he explains. “They show us they want to be in an independent store by helping if there are fit or quality issues, not by opening a store to compete with us. Some of them offer extras like contests for the salespeople, which my staff enjoys.”
“Fred has tried every brand I represent,” says Phoenix Footwear’s Conlon, noting that Trotters has been particularly successful. “He shows his level of loyalty and partnership to both me and the consumer each and every season.”
FUTURE FOCUS
Looking ahead, one of Satin’s top goals is beefing up the store’s website. Though Com-Fit Shoes made a conscious decision to stop selling online in the past, “we’re trying to build up our internet presence so we can get the word out about where we are and what we do.”
He also plans to reduce inventory. “We tend to have a lot of inventory
because offering a huge selection of comfort shoes is an important part of our business, and we know that if we don’t have what the customer wants, they go online. There were times when I’d have 10 different items that looked the same just to give customers selection,” Satin explains. “But prices have made that tougher, so we’re really trying to limit duplications. You have to find a happy medium between inventory levels and paying your bills.”
Uncertainly over tariffs hasn’t made matters any easier. “Pretty much every vendor has raised prices 10 percent, and I’ve had some cancellations by companies saying they can’t afford to make the shoes they told us they would for fall,” says Satin. “I don’t think it’s hit consumers yet, but they’re going to be paying more for shoes. We’re not a low-end store, and at some point, customers are going to say, I’m not spending that much on a shoe or I can only buy one pair of shoes a year. Our business relies on multiple sales, so that worries me.”
But even today’s uncertain times pale in comparison to 2020, in his opinion. “Covid seemed like the end,” Satin recalls. “We closed for three months. It was very important to me that we keep all our people and pay them, so everybody had a three-month vacation. We used to take walks together. I found every trail in Westchester. My wife’s a teacher, so while she was at home teaching on her computer, I was walking around the woods with my staff. If I had lost them, I would have closed the store.”
“Coming back was challenging because people were still afraid to walk into stores,” Satin recalls. “But we survived. Five years later, there are still people who would rather shop in stores than push a button on their computer. There are people who would rather go to our store, get fitted, and try shoes on than order five pairs of shoes online and return four. I hope that continues to be the case.”
Going forward, “I see our store as a thriving hub, known not just for quality footwear but for the experience we offer,” says heir apparent Jason. “We’ll have expanded both in-store and online, continuing to build strong customer loyalty and a shop that people genuinely love and trust as a one-stop, go-to destination for comfort, fashion, and support.
“If I become even half the boss my dad is, that would be a win,” adds Jason. “His passion for this business is obvious to everyone who has worked with or for him. I love rainy and snowy days when it’s quiet enough that he shares classic stories of the past.”
In the mix is sure to be the tale of the salesman who told Satin he was a dinosaur for focusing on comfort styles for a more mature clientele. “The fact is, people are living longer and more of them need this type of footwear,” Satin says. “That’s not going to change, so I think there’s going to be a spot for our kind of store.” •
Com-Fit Shoes’ all-star sales team: Bill, Silvana, Jason, and Andy.
PEAK CONDITION
Peter Sachs, former general manager of Lowa Boots, reflects on 50 years in the outdoor industry.
DEAR PETER…I’m writing this note to you on the last day of the last trade show you’ll attend on behalf of Lowa Boots. Over the past 29 years, it’s been hundreds of shows—Grassroots, Outdoor Retailer, TRE, Ski Show, WSA, Super Show, and countless rep shows—representing the now 102-year-old German brand! Semi-retirement and a consulting role beckons. Who’d have thought that, in 1976, a part-time, high school job putting baskets on rental ski poles at The Ski & Sport Haus in Cleveland Heights, OH, would lead to a career in the outdoor sports industry spanning 50 years!
What an epic journey traversing retail to wholesale and ski to footwear. You’ve loved every step of the way. And while you often tell people you don’t feed the hungry nor cure disease, you provide great shoes for people to get out on Saturday afternoons for a nice walk in the woods. There are worse ways to earn a living.
Like your career, hiking boots have come a long way. The heavy, Norwegian-welted, Galibier leather monsters that you sell to Ski & Sport Haus customers for backpack trips are nothing like the no break-in models of today. No more “wear new boots an hour today, two hours tomorrow, and so on until they can be worn all day on a trail.” Above all, you love helping customers embrace the great outdoors.
But is this a career? Well, first you earn a bachelor’s degree in English literature while minoring in journalism from the University of Cincinnati. The aftermath of Watergate has you inspired to be the next Bob Woodward or Carl Bernstein. But, come 1980, the economy is a wreck. No jobs for writers at newspapers, PR agencies, or ad agencies! So it’s back on The Ski & Sport Haus floor and, soon after, on to assistant manager and then manager. The owner, Dick Bohr, is conservative in buying and patient in teaching. He suggests how much inventory is needed, how much should be left over at season’s end, and how to conduct business. Namely, in favor of customers. He isn’t swayed by how wealthy or not customers are. Treat them all the same and take care of them to the best of your ability.
wealth discrepancies and, 37 years later, Laney and you are still happily married with two amazing children and two wonderful grandchildren. Life also throws a few curveballs. After the stock market crash in 1987, Laney’s job takes her to New York. Time for you to find a new job. Your first is as a sales assistant for Easy Spirit. But it’s not your cup of tea. You wear a suit and talk about products you can’t relate to at all. You miss the outdoor industry. A search leads to a connection for a job with Raichle. The Swiss company needs someone to clinic store employees about its hiking boots. You travel nationwide doing just that. Along the way, you set up a solid distribution network. You also take your first overseas trip to Switzerland. It’s a time of many career firsts.
After a few years, the adage “it’s not what you know it’s who you know,” rings true. Raichle CEO Werner Riethmann leaves to become Lowa’s CEO. He wants to grow the brand, and the U.S. market is an obvious choice. He needs a point person. He picks you. In today’s world, it’d be called a start-up. The “office” consists of one room in Stamford, CT, equipped with a Compaq computer on a folding table. No reps. No dealers. Nothing. We had no idea how big Lowa could become here, but it had to be more than 125 pairs of plastic mountaineering boots sold that prior year. Trust your gut on this.
At the first Outdoor Retailer show, Lowa launches the Renegade GTX Mid and the Tempest Lo hiking styles—the first multifunction outdoor footwear made with injected PU midsoles. They’re far more expensive than boots made with EVA cemented construction in Asia. However, once customers try them on, they feel the difference. Big lesson learned: good fitting and supportive shoes always win over consumers.
You could work there forever. But, by your late twenties, it’s time for a change of scenery. Rep friends encourage you to apply for a job with Rudy Mayer at Erehwon Mountain Outfitters in Chicago. Rudy is opening a downtown location and needs a manager. You get the job! Rudy wants to sell the best gear and clothing, but he’s moderated by selling brands where he can get a higher volume and make more money. Columbia and Hi-Tec are on that list. The latter makes the first fabric/split leather hikers. We sell a ton of those. Reorders make that business work especially well. All the while, Chicago is exciting: restaurants, concerts, hole-in-the-wall bars, and a beautiful lakefront. Life is good.
But then life takes a funny turn. You start dating a woman who works at a brokerage firm. She earns a lot more money than you and has a Lake Shore Drive apartment—quite the opposite of your bird crap-covered Toyota Tercel with roll down windows and no AC! But love triumphs
Year one, Lowa’s U.S. sales hit $1 million. Year two, they double and steadily grow over the ensuing decades. It’s sustainable growth. It’s not about being the biggest outdoor footwear brand, just the best. You can proudly hang your hat on that mantra. You’re also a proud traveler of the world, including Lowa’s offices in Germany, Italy, and Slovakia at least 150 times. Heads up: Pay attention in high school French class instead of thinking, “What’s a kid from Ohio ever going to need a foreign language for?” It’ll come in handy. But see if they teach German.
As you step away from Lowa, you can happily look back on a wonderful career. Of course, there are some do-overs—like taking a few business classes in college. That knowledge will come in handy. Also, visit retailers more often. Many become dear friends. You realize that more than ever as many have stopped by the Lowa booth at this show to congratulate you for operating a great brand for so long. Accolades include contributing to the outdoor industry with positive ideas, paying reps on time and not firing them if they had a bad season, being honest with customers in good and tough times, being steady during the past five years of pandemic-induced chaos, and not always being on sale so retailers can make money. Take comfort in this: You worked every day trying to do your best.
Peter Sachs, mid bike ride, in Connecticut.
SNEAKER SAFARI
Walk on the wild side in animal print kicks.
Boys of Summer
From beach to boat to boardwalk to barbecue, deck shoes and snoafers are summer staples.
Lems
All Black sneaker with fabric blend upper and ribbon lacing.
Ninety Union metallic/suede sneakerina with extra padded counter and elastic back. Opposite page: Nylon/suede trainer with flexible sole by Candice Cooper
From top: Camper ballet sneaker with 20 percent recycled rubber outsole and removable EVA footbed; Seychelles sporty ballet flat with welt sole and ankle wrap lacing. Opposite page: Mary Jane sneaker with TPU outsole by 4CCCCEES
Retro suede trainers by Gola Opposite page: Alegria chunky Mary Jane sneakers with built-in arch support and slip-resistant outsoles.
Ash air mesh/Lycra/leather Mary Jane sneaker with Velcro closure. Opposite page, clockwise from top: Badgley Mischka satin sneakers with organza laces and pearl embellishments; knit Mary Jane with gold buckle and slip-resistant sole by Patrizia, leather Mary Jane sneaker with hook and loop strap and lightweight EVA foam midsole by Aetrex
Naot Mary Jane sneakers with padded heel cups and slip-resistant PU soles. Opposite page: APMA-approved slip-on sneakerina with flexible outsole by Jambu
Kristen Decker, founder/designer of Desert Bloom, cultivates sustainable western brand.
By Greg Dutter
KRISTEN DECKER GREW up close to Mother Nature. Specifically, on a small farm in Washington with horses, goats, cows…“the whole deal!” It was a place where she learned the value of hard work early, and where the land shaped everything about how one lived. Mornings meant feeding animals and cleaning stalls, and afternoons were spent riding and hanging out with friends.
“I wore my boots all day, every day, scuffed, worn-in, reliable,” Decker says. “I didn’t think twice about them, they were just a part of me. And that’s the energy I’ve brought into Desert Bloom: boots that become part of your life story.”
Desert Bloom’s story comes with a unique, eco-friendly hook. Namely, Bio Recos, a premium plant-based leather alternative that is plastic-free. The raw material, obtained from corn and wheat grains, is a certified safe practice for farmers in accordance with the standards of the Sustainable Development Goals (SDG) and Biodiversity Conservation of the United Nations. In addition, Desert Bloom outsoles are made from natural rubber featuring 20 percent recycled content, Jones & Vining removable and washable footbeds are made from undyed materials, and packaging is certified by the Forest Stewardship Council. “Our materials are all animal-free, and everything is made to last and age gracefully,” Decker says. “We’re an alternative that looks amazing, is plant-based, feels comfortable, stylish, and looks like leather.”
While sustainable design is still “incredibly rare” in the western space, Decker believes the time has come for such a brand platform. “We’re living in a moment where the Western lifestyle is resonating across music, fashion, and culture, but with a new voice and energy,” she explains. “It’s more inclusive, more expressive, and more conscious than ever.” Desert Bloom sits right at that intersection. “We’re here to show that you can love boots, love the Western lifestyle, and still care deeply about sustainability,” Decker says. “Today’s consumers, especially women, are looking for brands with values and vision. Desert Bloom is both.”
The initial response, during a soft launch pop-up at Stagecoach Country Music Festival this spring, proved promising. “The feedback was incredible—people loved the look, the story, the mission,” Decker reports. “It confirmed everything we believe. Country is at our core, and now is the perfect time to bloom.”
The debut collection includes tall cowgirl boots (Wild Agave) and a midboots (Prickly Pear). The names reflect a desert aesthetic and bold vision. “The silhouettes are clean, but not plain,” Decker says. “We’ve added subtle, intentional embroidery, underlays, and refined pull details, and outsoles feature a custom tread pattern inspired by the desert landscapes that shaped me.” Each boot is handcrafted in Leon, Mexico, by a team of artisans that Decker works with closely. “Every element has a purpose, and every detail is there for a reason,” she says, adding that sourcing materials and components (except footbeds) locally is part of its sustainable design premise. “We don’t ship in parts from all over the world. We keep it close to home while creating community and meaningful relationships with local suppliers.”
Plenty of thought and preparation has gone into Desert Bloom. Seven years worth, in fact. Decker, who spent most of her career in property management and real estate, always had an itch to build something of her own that would be meaningful, creative, and rooted in who she is. She started out using plantbased leathers to upholster chairs and make accessories. She fell in love with the material. About two years ago, she started working seriously on Desert Bloom. “I remember thinking, ‘Why aren’t we using this for boots?’ It just made sense—beautiful and kind to the planet,” Decker says. “That was the seed, and it stuck.”
Decker is thrilled with her new career trajectory. It’s overwhelming at times, especially being an industry newcomer. But her steadfast belief in Desert Bloom’s premise drives her forward. “I’ve always loved design and big, bold ideas, even if I didn’t know exactly where it would lead,” she says, admitting that property management and real estate are not traditional paths into the footwear industry. “But that experience taught me how to run a business, how to manage people and relationships, and how to think long-term.” Decker has
Kristen Decker
also split my time between Washington and Mexico, where she’s built strong ties with the creative community that is helping Desert Bloom to life. “I’ve learned a lot along the way and continue to learn every day,” she says. “It’s been an incredible journey. We’re small but mighty and deeply committed.”
What’s your initial take on life in the shoe industry: the good, the bad, the ugly? The good: creativity and becoming part of a community. I had no idea that everyone knows everyone. The bad: How hard it is to find truly sustainable solutions at scale. Hitting roadblocks when it comes to getting materials. The ugly: The waste and how much of the industry still relies on outdated practices. But that’s also what motivates us to do it differently.
What’s the hardest part to getting a new brand off the launch pad? Wearing every hat. I need to be creative, logistical-minded, financially focused, and keep the vision clear—all at once! It’s exhilarating and exhausting. But having a great team, even if it’s small, led by design expert Caroline de Baere (previous stops include Ariat, Keen, Birkenstock, and Red Wing, among others) makes all the difference. In addition, our factory is phenomenal, experienced, innovative, and genuinely excited about our materials and mission. They’ve been open-minded, patient, and creative, and it shows in every boot. It’s a true partnership. I’m so proud of what we’ve built together.
Amid many large, established western brands, how do you plan to get the word out on Desert Bloom? Through authentic storytelling and meaningful connection. We’re focusing on community, social content, festival presence, and strong and relevant collaborations. We’re not trying to be the loudest, but we want to be the most resonant. When people hear our story and see the boots, they get it. For example, Stagecoach was an incredible launch pad. We previewed the boots, took preorders, and had countless people walk up and say, “Finally, this is what I’ve been looking for.” The response gave us so much confidence. It’s proof that there’s a market for style-forward, sustainable western boots.
Who is the Desert Bloom woman? She’s confident, curious, and grounded. She’s not afraid to stand out or stand up for what she believes in. She has a rebel spirit. She wants boots that tell a story—her story and reflect her values. She’s stylish, but substance matters. She wants comfort, quality, and meaning in what she wears. Desert Bloom appeals to the homesteader, fashionista, and concert-goer of all ages.
On that note, why is musician Sophia Scott a good collab partner? Sophia is bold, soulful, and authentic—everything Desert Bloom stands for. Our collaboration blends her artistic vision with our sustainable ethos. It features a unique colorway, tonal detailing, and special touches inspired by her journey. It’s the first of what we hope will be many meaningful artist collaborations. We’re already talking about what comes next.
Where do you look for design inspiration? I look for a lot of my inspiration in desert landscapes and blooming flowers. I love the texture, silence, and power. The way the colors shift at golden hour. I’m also inspired by vintage western wear, and the women I see at rodeos and festivals, showing up as their full, fearless selves.
What’s your first shoe-related memory? Riding horses in my first real pair of boots. They weren’t fancy, but they made me feel strong, independent, and grown up. Yeehaw! That feeling stuck with me. Thus, Desert Bloom is designed for wild ones! Our boots are made for those who embrace adventure. Whether it is dancing under the stars or exploring new horizons, Desert Bloom is designed to keep up with your journey.
What is Desert Bloom’s retail distribution strategy? We’re DTC to start, so we can own the story and build a direct relationship with our customers. Down the road, we’re looking at curated retail partnerships—independent boutiques, eco-conscious concept stores, and select western retailers that align with our values.
Where do you envision Desert Bloom in three years? As a beloved name in alternative plant-based western fashion with a full range of boots and accessories. We already have T-shirts, hoodies, hats, decorative boot charms, and candles. We plan to create a lifestyle brand. That involves building a community with loyal customers and a growing presence at music festivals and eventually our own stores and beyond. We’ll always stay grounded in our values, but we’re dreaming big.
Who are designers you admire? Stella McCartney for leading with values. Ralph Lauren for world-building. And the many independent designers creating beautiful things with limited resources and big hearts.
What’s the business advice you ever received? About 17 years ago, I presented a business idea to Mark Miller, founder of First Aid Only. He said to always have an open mind with all your ideas. Never get so focused or stuck that something must be a certain way. Be open to suggestions and change. I use this advice every day with Desert Bloom.
What is your favorite western film? True Grit . I love the toughness and resilience of the female lead. It’s not about being perfect, it’s about showing up and fighting for what matters.
Who would you rather have dinner with: Taylor Swift or Willie Nelson? Willie Nelson. His soul, his stories, his spirit…I’d love to hear it all firsthand. But I wouldn’t turn down dinner with Taylor, either!
What do you love most about designing boots? Boots aren’t just shoes, they’re symbols. They ground you. They carry you through life’s grit and glory. Designing them feels like shaping a piece of someone’s identity, and that’s an incredible privilege.
Leave a mark with desert landscape tread details.
Wild Agave with denim boot charm (sold separately) and Prickly Pear styles.
A Runner’s Mind
Burlingame, CA
A
FTER THE CLOSING of Burlingame’s go-to specialty running store, a local family decided to fill the void by opening A Runner’s Mind (ARM) in 2010. In just three years, their vision was so successful that a second location opened in San Francisco’s Laurel Heights neighborhood. In 2015, ARM was named one of the best running stores in the country by The Running Event trade show. They have been recognized six more times since.
Footwear buyer Derek Wun attributes the notoriety largely to consistency. “We set the bar very high when it comes to our fit process and the guest experience,” he says. “We ingrain that process into our team. Guests can expect that from us.”
ARM carries Brooks, Altra, Asics, and Mizuno. The selection also spans carbon-plated sneakers by Adidas, Hoka, On, New Balance, and Saucony, along with Nike track and field spikes and cross-country flats. A thorough and innovative fit process involves measuring the foot in several places as well as video analysis to break down biomechanics through each plane of motion. It ensures that customers find the shoe best suited to their specific needs.
It’s all a labor of love, according to Wun. “We sell shoes to keep the lights on, but we love the community created by everyone from our loyal group runners to a new runner coming to us for their first 5K to older folks needing comfortable shoes for walking around the neighborhood. It’s all about the people that we’re fortunate enough to serve and work with.”
Top-selling brands? Asics and New Balance, which are in a resurgence after some down years. Daily trainers are the main drivers—like the 880 and 860 from New Balance and Asics’ Kayano and Nimbus. Asics’ Novablast is also steadily rising.
Is barefoot/natural motion dead? I don’t think so. While very high-cushioned shoes have expanded their presence over the past few years, principles of barefoot/natural motion are embedded in those styles. Altra, for example, is featuring minimalist ideas in all their shoes—like flexibility, wider and high-volume shoes, and lower heel-to-toe drops. In speaking with brands and shops around the country, we’re guessing that the stack heights of shoes will decrease in the future.
Rank price, brand, performance, and style for customers. Performance, style, brand, price.
Best-selling accessories? Currex insoles.
Core customer? Our Burlingame location is more suburban, so it attracts younger families. We also have a strong high school presence in terms of track and cross-country. Our San Francisco store leans more towards runners in the 25 to 40 age range.
What is your fastest-growing customer segment? That 25- to 40-year-old, young professional. They’re establishing the run club culture across America. They’re serious about training for races as well as seek social interaction. We reach them often through social media and events. Our strong presence in the high school running community also helps.
Best new brand added to your mix recently? Hylo, a UK brand focused on performance running shoes but built in a sustainable manner. Their Impact model has resonated with our community in terms of how it rides, and the sustainability aspect is something we believe in.
Anything unique about the Bay Area customer? They prefer neutral tones. We carry a lot of black and white styles. Since Covid, a lot of tech folks wear running shoes to work. They’re all about comfort. Having the cross-functional utilization in cleaner tones works best for them.
What are some of your best community outreach efforts? We work with a lot of running clubs. One of the biggest is Impala Racing, an elite women’s team.
We also work with local races, including our Gobble Wobble on Thanksgiving Day. In addition, each store holds a couple of group runs per week. Depending on the time of year, those events attract anywhere from 20 to 50 folks.
How’s business? Very good. Last year was one of our best years, and we’re maybe slightly ahead now. There are a lot of unknowns with tariffs and the economy, so we’re crossing our fingers that our good year continues.
What impact is the trade war having? Not a huge impact yet. Prices are increasing across the board, so it doesn’t help or hurt any particular brand. Also, being in the Bay Area, where price is not the driving factor as much, it hasn’t hit us in terms of sales yet. I’m guessing it’ll hurt brands before it hurts us with supply chain and inventory issues, but maybe that’s just wishful thinking.
What’s the smartest business decision you’ve made this year? Focusing on social media. Specifically, hiring a full-time employee to run it. It’s done wonders for getting our name and products out there. It makes us look even more premium than before.
What’s your biggest challenge? The internet. Everything from people offering all sorts of sales to brands offering a crazy number of colors has been a challenge. The way to overcome that is to continue to do our best to show our guests the value of our knowledge, fit process, group runs, and events versus saving a dollar or two online.
Where do you envision ARM in five years? Still here. We want to be the running stores in the Bay Area. We want to promote and uplift runners and clubs to make our presence known. We also want to help pillar brands address sustainability, a big part of our mission statement. We’ll also be doing what we can to make a positive impact in the Bay Area’s general health movement.
ARM footwear buyer Derek Wun and the Burlingame storefront.
Hometeam Seattle
Seattle, WA
“
FOR THE TOWN, By the Town.” Hometeam Seattle’s motto reflects its owners’ commitment to embracing their community. In 2023, former Nike Jordan designer Ben Kirschner and sock company Arvin Goods’ co-owners Marcus Lalario and Dustin Winegardner opened Hometeam in response to the city’s lack of locally founded sneaker boutiques centered on its sports scene and community. But there’s more than just curated kicks. The Pioneer Square location, spearheaded by restaurateur and entrepreneur Lalario, includes the cafe and bar, Darkalinos.
Visitors walk into Darkalinos and discover a sneaker store on the south wall. Bleachers from a local high school and a basketball scoreboard complement the selection of handpicked styles from Clarks, Jordan, Asics, New Balance, Nike, Puma, Saucony, and Vans. On display behind the bar, Hometeam’s apparel celebrates the Emerald City through “I Heart Home” hats and T-shirts, and tees repping the mascots of local high school teams. Rooted in inclusivity, the multi-concept space allows customers to hang out and browse without the pressure of purchasing.
“We want Hometeam to be the place where people spend time, whether they buy shoes or not,” Winegardner affirms. “The more that we create a community, the more the store, restaurant, and energy will rise.”
Top-selling brands? The Nike-Jordan combo is number one in terms of interest, requests, and volume. Asics and New Balance also do well.
Best new brand added to your mix? Saucony. They’re an old brand, but in terms of this scene, they’re the most interesting “newbie” on the block. Their Jae Tips and upcoming Westside Gun collabs are entering a marketplace that’s still expanding.
What have been some of your best collabs? We’ve done a bunch with headwear brands Ebbets Field and New Era. Our Filson collab also did really well. This month, our second collab with Dickies, Grunge City, is dropping. We reimagined some basic items with artful decoration.
What’s Hometeam’s best in-store event to date? Last fall, in honor of our Filson drop, we hosted a
lowrider car show. It drew a huge crowd. Events are our bread and butter going forward. Anybody can sell ecommerce. As one of the guys at Jordan told me: “We don’t need you to sell the limited-edition Travis Scott shoe. That sells itself.” He’s right. I could show up in a park with 100 pairs in the back of a truck, and they’d be gone. People have to want to spend time in our store, whether we’re selling a limited edition or general release shoe. And if local demand is high, we won’t put that shoe online because there are too many bots and resellers who ruin it for our local community that wants them.
How’s business this year? We’re growing, but we’re still pretty new. There’s nowhere to go but up. At the same time, we’re feeling the same pains as everybody else. Inventory management, purchasing, timing, and marketing are critical, no matter how big a business you are. And the trade war is making everything really complicated. Shoe companies, thankfully, have all been pretty reasonable. I think they’re stuck between a rock and a hard place, and Marcus and I can relate as owners of Arvin Goods. We import from South Korea, China, Europe, etc. and are well-versed in supply chain. The hardest part is the lack of consistency. There’s no way to understand what’s next and how to plan for it.
Any surprises—good or bad? We’ve all been involved in or around shoes, retail, and apparel, but none of us had actually run a sneaker store to this scale. The planning side is really challenging. There’s a lot more to it in terms of timing, planning, and marketing. But that also makes it exciting.
What’s the smartest business decision you’ve made recently? Even though it seemed crazy at the time, creating a space with multiple functions and revenue streams. We aren’t just dependent on what shoe works. It gives us flexibility. And while it makes things more challenging and requires more costs with staff, having the ability to draw revenue from multiple channels is a lifesaver right now.
Who is your core customer? It skewed older at first before we sold shoes. Now it skews younger. But it depends on the shoe. The crowd for the Lil Yachty x Nike Air Force 1 ‘Concrete Boys’ was significantly younger than folks seeking a retro Jordan 12. The 18- to 25-year-old range is our fastest growing segment. Meeting their needs, though, is tough. A lot is influencer-driven. The kid buying that Lil Yachty isn’t buying New Balance 1906 unless a name is attached. But they’ll rock a general release Asics 1130 and our Saucony Matrix Color Plus collab. That silhouette is a bit out of the norm, yet they love it. It’s all about figuring out which shoe resonates.
Anything unique about the Seattle sneakerhead? The Seattle consumer is very different because of our weather. Even the most fashion-forward shoppers of any age keep performance and function in mind. And even though we’re 30 years past Grunge, Filson and Pendleton-esque flannels and constructions are still prominent in the Northwest.
What do you love most about being a sneaker boutique retailer? Serving a spectrum of old, young, knuckleheads, and well-educated. They all want something specific. For example, a lot of software engineers now want the Nigel Sylvester x Air Jordan 4 ‘Brick by Brick.’ Sneaker culture is funny. There’s never a dull moment.
What are you most proud of regarding Hometeam? That we made it happen. It’s only beginning. Members of the Jordan design team had drinks here recently, and we talked shoes. We take pride in our vibe.
Greatest sneaker of all time? Nike Air Force 1. They were rocked in the ’80s and now my 15-yearold daughter wears them!
Eat, drink, and shop sneakers in Hometeam Seattle.
Walk This Way
CallagHan leads the way with adaptive fit technology.
BASILIO GARCIA, CEO of CallagHan shoes, claims it’s an industry first. Namely, the Spanish brand’s Adaptaction technology that adapts to the foot by increasing in width between five and eight centimeters when walking.
“When pressure is applied to the metatarsals while walking, the foot widens so the entire structure of the shoe replicates the movement of the foot,” Garcia explains. “Adaptaction provides an unparalleled level of comfort that our customers are looking for.”
Garcia believes the technology is a gamechanger. The shoes are also ergonomically designed, feature extensive lightweight cushioning to protect joints, and breathable leather uppers. The benefits are felt instantly, plus there’s the European styling. “You notice the difference right away: the elegant yet accessible design, the careful manufacturing, the obsession with lightness, the Adaptaction technology, and of course our durability,” he says. “All these factors create very strong customer loyalty to our brand.”
Market (Aug. 9-11). “We’re in an initial phase introducing CallagHan to customers and adapting to the American market,” Garcia says. “We’re confident that our combination of technology, design, and high-quality materials will be appreciated and succeed in this most dynamic market.”
CallagHan offers a range of primarily athleisure styles in men’s women’s, and kids’ with some boat and casual styles mixed into the assortment. In fact, the brand has come a long way from its ’80s-era cowboy and rocker boots roots. “Our target audiences today are very broad and transversal,” Garcia says. “Generally, they’re people over 30 years old with a passion for technology and design, and who value brands with solid products.”
Speaking of technology, Garcia say the latest innovation is Algoritmo, a development process of more than two years in the making, that recovers four percent of energy facilitated by walking. The effort to introduce new technologies is relentless at CallagHan. “It’s the purest form of business,” the exec offers. “Our entire team passionately lives by our motto: helping people walk.” Garcia adds, “CallagHan is different from other brands based on our deep knowledge of how the foot works to our obsession to constantly innovate in design, materials, manufacturing techniques, and marketing to win consumers over day by day.”
A primary focus now is on winning over U.S. consumers. CallagHan will be at The IR Show (July 22-24) in Las Vegas and at The Atlanta Shoe
An industry veteran of nearly 60 years, Garcia has learned a thing or two about shoe design and brand building. The most impor tant lesson to longevity? Keeping the brand DNA alive. Other key survival tenets include evolving alongside changing cus tomer needs and industry trends, keeping up with the latest materials, and, above all, remaining loyal to customers through the many ups and downs by not sacrificing one bit of CallagHan’s value. It’s all a labor of love for Garcia. But what does Garcia love most about this industry? “That you can turn your dreams into real ity,” he says, noting that now is an especially exciting time in footwear. “Traditionally, it’s been a very conservative industry. Now, everything is moving at a breakneck speed. This is an era that will define the coming decades.” —Greg Dutter
CallagHan CEO Basilio Garcia at work; the Spanish brand blends style with hidden adapable fit features.
Rossignol on a Roll
The legendary winter brand swooshes into its off-season with a trail running collection.
ROSSIGNOL IS SYNONYMOUS with winter sports. And while the 117-year-old French brand has dabbled in non-winter hiking boots and retro sneakers, the debut this spring of its first performance trail running collection marks an important extension.
“We’ve admittedly lacked a real performancedriven product in our spring/summer collection,” says Evan Pengelly, Trail Run category manager for Rossignol North America. “As a performance-driven brand with race DNA pumping through our veins, this was an obvious place we needed to level-up to extend the brand beyond the winter months.”
The flagship Vezor style hits that benchmark. The shoe is built for “superb precision” in rugged terrain. Features include a unique Diapazon tuning fork-shaped carbon insert sandwiched between a two-part EVA midsole, which provides protection from rock strikes and an energetic feel. It also has a precise, out-of-the-box fit with a two-part insole system that makes it easy to adjust via a removable two millimeter layer. “The Vezor has already earned a number of accolades from athletes and media testers since it launched,” Pengelly says. Meanwhile, the Venosk trail runner is built for daily use and training. “It’s the more versatile, door-to-trail shoe in terms of fit and performance,” he adds.
With a lot of strong and established players, the Rossignol team knew it needed to come to market with something thoughtfully designed to make an impression and inspire retailers to carve out some space on the wall. The brand was methodical in its design process. “We’re able to take our extensive expertise in ski boots and liner engineering and apply similar methodology to developing exceptional trail footwear from our Design Lab in Montebelluna, Italy, the global hub for not only ski boot development but also sports footwear in general,” Pengelly says. “Over decades, we’ve developed extensive expertise in how the human foot functions based on thousands of foot scans, ongoing materials R&D, and extensive field testing. This coupled with a passionate and dedicated team of trail run designers and athletes all focused on this next era of the brand is allowing us to move quickly and with confidence.”
So far, so good from retailers and consumers since the shoes hit the market in March. “The feedback has been overwhelmingly positive. We’ve seen good sell-through, and the reorder business is coming in,” Pengelly reports. “In some EU countries where Rossignol’s notoriety is stronger, we were sold out shortly after launch.”
While Rossignol’s rich history and trust built up over a century plays a significant role in getting trail running off the launch pad, Pengelly says that only goes so far. Try-ons seal the deal. “Just getting the shoes on someone’s
UPCLOSE OUTDOOR
foot often results in a conversion,” he reports, noting that over 70 percent of people who did at a recent weekly race series near its North America headquarters in Utah decided to race in them.
Pengelly says Rossignol is doing its best to be seen and worn at various trail races around the world. That includes a return to the Ultra Trail du Mont Blanc in Chamonix, France, this August. “Some of our Trail Run team will be wearing the Vezor, and we’ll have a larger presence in the vendor village as well as events at our brand store this summer highlighting the new Vercor trail runner from our 2026 collection,” he says. The Vercor features more cushioning for longer distances, and a more relaxed fit with a rounder toe box. It also has the brand’s E+ foam, a high-rebound material designed for energy
absorption, and a Diapazon Shield X-LT midsole insert to protects the midfoot from sharp impacts and helps provide a natural rolling feel.
North American events include the Wasatch Trail Series, Birkie Trail Run, and Panorama Mountain Resort’s first Trail Run event in June dubbed, The WILDness presented by Rossignol. “We’re also partnering with the Bad Beard Race series in the southeast, a trail run epicenter, but an area Rossignol may be lesser known,” Pengelly says, adding that sponsoring fun runs with specialty shops is another potential avenue. “We’re in this for the long run and looking to steadily build on this momentum. Building a deep level of expertise in warm weather categories is critical to our next 100-plus years.” —By Greg
Dutter
The Vezor by Rossignol is hot on the trails this season.
All Black
Jewel
ARCH SUPPORT
For improved stability
Featuring Aetrex orthotic support and memory foam cushioning for superior comfort
