QUIKSILVER - VP STRATEGY

After two years with DC Shoes, I moved to the Quik Inc. corporate team to head up Strategy and Business Development. I continued to partner with DC's Brand President on strategic brand planning and began working with all of Quik Inc.'s other brand & functional Presidents. 

As the head of Strategy and Business Development, I partnered with the Quiksilver brand leadership team to define their 3-year brand plan. Where did the Quiksilver brand need to go with product, marketing and distribution to meet its business objectives?

Quiksilver already had a strong snowboarding business (apparel & accessories). As outdoor performance brands started extending their presence beyond the mountain and into the cities (think North Face outerwear), Quiksilver needed a plan to expand their assortment and marketing to meet the broader market, while staying true to its roots in snowboarding.

RESPONSIBILITY Working with the newly appointed GM of Quiksilver's Mtn Division, we built the business plan for a new product range and supporting marketing.

RESULT Within nine months of drafting the Mtn Division business plan, product was brought to market at the Winter Outdoor Retailer show.  

The above three brands were start-up concepts incubated within Quiksilver, Inc. Responsible for 'business development', I worked with these athletes concepts to develop business/brand plans.  Kelly Slater had VSTR, Dane Reynolds had Summer Teeth and Micky Picon had Moskova. VSTR was inspired by Kelly's year round surf travels all over the world. Each VSTR collection focused on the essentials you needed to take with you on your travels - pack a bag and go. With Dane Reynolds unique style of art and photography, Summer Teeth was to be a branded product range of beach accessories (towels, bags, graphic t-shirts, umbrellas, etc.).  Moskova was a premium underwear brand with proof of concept in Europe. Quiksilver wanted to expand the brand into the US.  I took the lead on building the business and launch plans for each of these concepts. 

Like many wholesale brands, running a full-price retail store business is not easy, and typically not a core competency.  Vertical retailers are better equipped to beat the wholesaler to market with shorter lead times and product cycles.  And they don't struggle with channel conflict.  

RESPONSIBILITY Following the most recent decline in Quiksilver's retail performance, I started working with the President of Retail to build a new strategy. There were three pillars of change to the new retail plan, (1) design, merchandising, and marketing, (2) people & operations and (3) real estate.

RESULT The board approved and funded the plan, leading to faster retail-only collections, exiting unprofitable leases, and investing in an associate selling culture.  

Retail's downturn in 2009, required Quiksilver to reduce redundancy between brands and create more efficiency with shared services. These moves reduced some of the brands' independence.  Even though all the brand's played in the action sports sand box, each brand had a unique culture and positioning in the market.  Although necessary, the transition to a more shared services / matrixed model was challenging.

RESPONSIBILITY I worked extensively with the leadership on the new operating model. The new operating model included an expression of the brand's shared values, while acknowledging each brand's unique culture.   

RESULT  Each of the brand teams embraced the company's shared values - many brands, many cultures, one company.