Footwear Plus | September 2022 by Wainscot Media

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2 footwearplusmagazine.com • september 2022 PAGE 32 4 Editor’s Note 6 This Just In: Paris 8 Scene & Heard 16 A Note to My Younger Self 18 Trend Spotting 31 Trend Spotting 44 Shoe Salon 45 Upclose Outdoor 46 Upclose Athletic 48 Last Shot 12 Good Times With a fifth brand just added to the portfolio and business humming along, Kevin Bosco, president of Bos. & Co., is feeling good about the family-owned business and the industry overall.

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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, P.O. Box 8548, Lowell, MA 01853-8548. 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. ©2008 by Wainscot Media. Printed in the United States.

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At least, I thought we had avoided it. But then platforms started switching to weekly episode formats. And while some offer a binge plan (again, for more money), there’s a growing consensus that the weekly format should be the only option. Rumor has it this generates more water cooler discussion, which increases viewership, which ups revenue. So here I am, back in ’70s-era TV, eagerly awaiting next week’s episodes.

EDITOR’S NOTE Favorite Reruns

Might there be other ways that life as we once lived it was better? Take fashion, for example. Turns out the fast fashion model is clogging landfills worldwide, which costs enough environmentally to offset any upfront savings. The model is also negatively impacting the thrift store channel because there are fewer garments that last, and even fewer that thrifters want. Maybe there’s something to be said for quality over (crappy) quantity—in both the near and long term.

The way consumers shop today is another point to consider. In the early throes of Covid, buying goods online became a necessity for safety. But is it the best option for all goods? As a Manhattan resident, the convenience

of a regular Fresh Direct order beats lugging a 25-pound box of cat litter several blocks. But when it comes to shopping for items like clothing, is online really the most efficient method? Environmentally speaking, definitely not. Ordering multiple versions of items to determine which fit/ look best and returning anything unwanted is creating a massive carbon footprint. Then there’s the packaging waste. My daughter recently ordered a bottle of nail polish that zoomed across the country in a day—in a box that could have fit a mini fridge. How is that better than walking a few blocks to a store to make the same purchase?

Fortunately there are plenty of consumers who still prefer shopping for shoes the old-fashioned way. Family channel leaders Famous Footwear, Shoe Carnival and Rack Room Shoes ( see p. 19 for the latter’s 100th anniversary section) are all reporting stellar numbers, driven largely by in-store sales. Kevin Bosco, president of Bos. & Co. and the subject of this month’s Q&A ( p. 12 ), recently toured accounts in the eastern third of the country and saw stores bustling with shoppers. In fact, Bosco remains bullish on the company’s primary distribution focus: better-grade independent dealers, where he believes his target affluent customer base prefers to shop. Bos. & Co. is introducing a fifth brand (Ambitious) to its portfolio, firmly convinced that plenty of growth opportunities remain.

Channel Surfing

We need to see the forest for the trees—before we reach the point where there’s no forest left to see. Not only might shopping the old-fashioned way be easier on Mother Nature, but it fosters interaction with fellow human beings. Historically, shopping centers served as not just a place for commerce but one for conversation. Remote life has its perks, but being a hermit isn’t healthy. Besides, shopping locally creates jobs, which helps improve communities.

Meanwhile, Foot Locker’s push to diversify its mix in the wake of Nike’s consolidation of distribution continues full steam ahead. I eagerly await future episodes of How the Shoe World Turns (in other words, new issues of Footwear Plus ). I can’t wait to see how this story, and many other captivating ones, play out. Stay tuned.

Another sign that the old-school format remains valid lies in the recent woes of DTC darlings like Allbirds and Warby Parker. Turns out the initial pitch to entice consumers—that traditional retailers were unnecessary middlemen who raised pricing—appears way off base. First, consumers are realizing there is no 50-percent retail markup savings being passed on by DTC dealers. Second, DTC brands desperately need the exposure and in-person interaction stores provide. They benefit from retailers’ third-party validation. Acquiring customers online and building a fleet of flagships is also expensive. Trying to go it alone—like a hermit—doesn’t look to be sustainable.

4 footwearplusmagazine.com • september 2022

Greg Dutter Editorial Director

Is this really so bad? Might the streaming execs be on to something beyond their primary motivation? Binging entertainment—like bing ing an entire box of cookies—can leave one empty emotionally. Does devouring nine years/180 episodes of Seinfeld in nine days leave one with any real appreciation for how well the series encapsuled ’90sera America and still holds up? Savoring a series slowly, much like a good book or meal, can be much more satisfying. Besides, what’s the hurry—with everything?

RECENTLY, MY FAMILY and I were enjoying an episode of Reservation Dogs on Hulu when a commercial jolted me like a Crazy Eddie ad from my pre-cable days. Did we just fall through a time warp into the days of rabbit ears and rooftop antennas?We’vecome a long way from Tiger King in terms of stream-worthy entertainment. There’s Stranger Things (Netflix), Ted Lasso (Apple TV), The Marvelous Mrs. Maisel (Amazon Prime), The Offer (Paramount+), Only Murders in the Building (Hulu), The Sex Lives of College Girls (HBO Max) and Kevin Can F*** Himself (AMC+), to cite a few faves. I can’t even tell you what’s new on regular TV these days. And while subscribing to all these platforms isn’t cheap, it’s a safe, enjoyable approach to a scary world. But commercials? That wasn’t part of the deal. To watch Hulu without ads, our monthly subscription jumped from $6.99 to $12.99—a charge we absorbed to avoid returning to The Flintstones age of TV viewing.

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When it comes to great style, we’ll always have Paris.

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THIS JUST IN

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Even better, Conwell-O’Brien reports, was the positive mood perco lating throughout the show. “There was not one negative word from the set-up day to the last day of the show,” she says. “People have been excited to be back in-person since Covid, and while this was our fourth show since then, the enthusiasm and excitement this time was unbelievable. The show has definitely reached national show hype, as there really isn’t another one that you can attend in the U.S. on this scale.”

Avre, a new athleisure brand with a sus tainability and social responsibility platform ( see p. 46 ), also reported a strong show, according to Julie Kuo, cofounder of East Lion Corp. division. “This was our first time exhibiting in Atlanta, so this was a learning experience for many buyers, but Avre was received very well,” she says. “Buyers loved our neutral color palette and overall styling.”

Destination Atlanta

SHOEPEOPLE SHOWED UP in force at The Atlanta Shoe Market (TASM) held last month at the Cobb Galleria Centre. If there is such a thing as “national shoe show” status, TASM currently holds it.

Kuo adds that buyers were all business at TASM. “Atlanta is focused on footwear, and buyers came to write orders,” she says. “They were optimistic, looking ahead and ready to get things back on course, which we love and support.”

8 footwearplusmagazine.com • september 2022 SCENE & HEARD

Tate of Two Sole Sisters says TASM is easy to work due to its user-friendly layout. She adds that the overall vibe is incredibly positive, which she attributes to it being a show focused on writing orders.

Rich Rask, president of Rieker, Remonte and R-Evolution, reports buyer traffic and quality were both excellent. “We saw buy ers from regions we haven’t seen before in Atlanta,” he says, citing appointments from stores based in Nevada, Oregon, Washington and California, as well as more than usual from the Midwest. “The energy was at a high level, as well.” Rask notes that sandals were a hit across its Spring/ Summer ’23 collections. “Fashion sandals with dressier accents,” he says. Popular colors included rose, metallics, beige and pistachio. Adjustability aspects—in the heel, vamp and forefoot—were another popular draw. “Basically, it’s about security for the customer so she can adjust all areas to fit her precious feet,” Rask says.

Laurel Tate, co-owner of Two Sole Sisters in Boulder, CO, says TASM

is now the store’s most important buying trip of the year. “Almost all of my vendors, European companies as well, attend this show,” she says. “We had appointments scheduled on-the-hour the first two days and the morning of the third day. It’s absolutely crucial for our buying season, and we continue to be impressed with the Atlanta show’s offerings.” As for trend highlights, Tate reports “loving” lavender on suedes and leathers, the continued strength in sneakers, and the “thrill” of seeing actual shoes making a strong comeback. “We discovered a ‘new to us’ brand from Brazil, Carrano, that has buttery soft leathers and bright pops of color at a fantastic price point,” Tate adds. “We’re looking for ward to sharing them with our customers next spring.”

’90s rewind: Chunky sandals by Rieker and NeroGiardini stood tall in Atlanta.

PJ Propes, vice president of sales for NeroGiardini, reports a similar level of quality in regard to traffic. “The Atlanta show keeps getting better, in both foot traffic and quality of buyers,” she says. “It was our best show yet, with steady traffic all three days.” Of particular interest to buyers, Propes says, was the Italian label’s casual-chic wedge sandals and sneakers. “Buyers also reacted favorably to our Spring/Summer ’23 ‘glamour’ collection of dress and day-to-evening shoes, as well as the U.S. launch of our men’s capsule and handbags,” she says. “These are proven NeroGiardini categories in Europe, and we are excited about the reaction we’re getting here.”

“Retailers are here to do business; you don’t get looky-looky and waste vendors’ time,” she says.

Laura Conwell-O’Brien, the show’s executive director, reports buyer and exhibitor attendance were both up 20 percent from the previous edition and, square footage-wise, this ranked as the biggest in TASM’s decadeslong history. “We were 100 percent sold out,” she reports. “We had retailers attend from 42 states and 16 countries, including first timers such as T.J. Maxx, Burlington and Zappos.”

Conwell-O’Brien doesn’t plan to tweak the TASM recipe much. Why mess with success? She’ll continue to find ways to work in as many exhibi tors as possible within the existing location while keeping costs down. “Countries want to build pavilions and we’re increasingly getting interest from the apparel and handbags sectors,” she notes. “We’ll find the space as needed, like always. Our goal remains the same: to be a writing show, first and foremost. What matters is what goes in the bank—writing orders.”

It appears a lot of retailers will be shar ing All Black styles next spring, as well. Marty Rose, agent and distributor for the division of ACL Footwear Co., says the brand shattered its orders goal set for TASM. “We set a goal to reach at least $100,000 in writ ten orders, which we exceeded, and we still have several large customers to follow up with,” he reports, adding that buyers were very upbeat. “I expected conversations about recession, but that didn’t come up.”

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San Diego is ideal for this type of networking in general. “Everything you need is close by and easy to get to,” he explains. “It gives you that Zen feeling: walking in the gorgeous weather from your hotel to the convention center is relaxing as there are no taxi or valet lines to have to wait in. Then, once you get to the convention center, it’s easy to check in, vendors are easy to find (the floor plan features an easy-to-use QR code) and announcements are made during the day informing attendees of upcoming events along with email reminders.”

IR Show Rounding into Form

Shara McIntyre, owner of Hedi’s Shoes based in Carmel, CA, seconds San Diego as a highly workable city for a trade show. “San Diego is very easy to get into and around town,” she says. “The weather is ideal, and it’s just a fun and relaxing city.” What’s more, McIntyre says the vibe of IR mirrors the city. “I found the energy at the show to be positive,” she says.

Booths were buzzing with buyers at The IR Show in San Diego.

Adam Beck, CEO of Beck’s Shoes, now a 22-store chain across six western states, gives the recent show an A+. “The timing was great, as was the setting, layout and overall vibe,” he says. “We feel this will be the ‘Atlanta of the West.’ Beck’s will be able to get everything that we need done here and, if we decide to attend Atlanta, it would be for relationship building and not so much buying.”Speaking of buying, Matt Schwartz, chief revenue officer of Aetrex, reports IR was a strong writing show for the company. “Our booth was consistently busy, and our team booked a lot of busi ness over the three days,” he says. Notable highlights included new patterns introduced in the SkyTech collection, which Schwartz notes sold incredibly well this season and offers excellent margins. “Our new flatforms and cork wedges are driving a lot of bookings growth, as well,” he adds. “And, of course, our Jillian quarter strap sandal collection continues to be a huge success.” Schwartz adds that the IR Show goes beyond writing orders. “IR is about seeing friends and continuing to build long-term partnerships,” he says. “We love to work, but we also love the social time. The footwear retail community is filled with so many wonderful people. We see them as part of the Aetrex family.”

“Our vendor partners put out great collections, and buyers were invigorated and focused on the future of our McIntyre’sindustry.”focus was on putting together an exciting, colorful and emotionally compelling assortment for its four locations. “We want to always be reminding our guests why they love shop ping brick-and-mortar,” she says. “And we’re excited by the vibrancy of Spring/ Summer ’23 color palette. We’re also loving the resur gence of ’90s styling and materials.”Schwartz concurs on the good vibes emanating on the show floor, and that’s despite the strong economic headwinds. “The retailers I spoke with are coming off a strong spring season,” he says. “Although, their overall optimism was tempered with caution on account of rising inflation and negative GDPPerhapsgrowth.”the ample amounts of free food helped brighten the mood of attendees. Goodies included coffee, warm chocolate chip cookies, popcorn and ice cream. In addition, donuts, courtesy of the USRA, were offered on the morning of day one. “We also added a great hot lunch option,” Hauss says. “The wok station featured options to create a delicious bowl with either chicken, beef or tofu along with veggies, rice, crunchy wontons and all kinds of sauces. It was definitely a hit!”

EVENT NUMBER TWO is now in the books, and all signs point to The Innovative Retail (IR) Show in San Diego being on a solid growth trajectory to, at minimum, a major West Coast regional show. Gary Hauss, show director, reports an increase in overall attendance of more than 30 percent with leasable space up 41 percent and exhibitor and retailer attendance up 20.5 percent and 35 percent, respectively.

The ability to network in a relaxed setting, Hauss notes, is a key component of the show. The goal is to create a community where the entire industry comes together twice a year. “We added more network ing opportunities where vendors and retailers were able to just hang out and enjoy each other’s company,” he says, noting a highlight was the San Diego Padres game outing. “We had 300 shoepeople sitting together watching the Padres beat the Colorado Rockies. It was a great night!” On day two, IR Show hosted a Mix ‘N’ Mingle cocktail party on the floor. “We wanted it to be convenient enough so as many attend ees as possible would join us—and they did,” Hauss says, adding that

“The overall feeling of the show was excitement,” Hauss reports. “Excitement about being in beautiful San Diego with its ease of travel and perfect weather; the convenience and affordability of being under one roof; the growth in attendance from both retailers and vendors; the ease of working the show; the opportunity to educate and network; and the perfect timing.”

10 footwearplusmagazine.com • september 2022 SCENE & HEARD

The next edition of The IR Show is scheduled for Jan. 17-19, 2023. “After a lot of feedback, we’ve moved the January dates up a bit,” Hauss says, adding that the show will move to another area in the San Diego Convention Center. “We want to keep evolving and improving the attendee experience. We’ll keep finding new ways to have a good time together, making it easier for vendors and retailers to meet new partners and to catch up with old ones.”

WEEV AG, A digital platform that enables brands to connect with their customers to make the product creation process faster, more transparent and more sustainable, is partnering with Polo Sourcing based in Sao Joao de Maderia, Portugal, one of the largest shoe produc tion cities in Europe.

“As a long-standing linchpin between the creativity of global brands, world-class footwear manufacturers, tanneries and component suppliers, Polo is ideally placed to introduce Weev’s services to the footwear and leather goods industry at the highest levels,” says Andrew Gay, cofounder and developments director for Polo Sourcing. “Weev’s platform will allow Polo to introduce its clients and suppliers to a means of stream lining their development and production processes, simplifying and shortening the supply chain whilst enhancing transparency, promoting sustainability, and embracing Industry 4.0.” Gay adds that Weev will enable Polo to adhere to its mission statement to effectively manage the environmental impacts of its activities, including protection, pollution prevention and legal compliance. Weev’s platform will also allow for increased flexibility, quicker production times, higher efficiency and speed to market. The user experience between the designers, material managers and production team will be in real-time, 24/7.

Weev AG Teams with Polo Sourcing

Polo Sourcing HQ in Portugal is based in one of Europe’s largest shoe production cities.

Weev’s platform doesn’t require a heavy capital investment and is user-friendly, built by industry experts from the footwear and manufacturing industries, according to Jeff Dougherty, the Swissbased company’s vice president of global sales. “We have been in our customers’ shoes,” he states, noting the team collectively possesses more than 250 years of footwear industry experience. “We know our customers’ technological challenges.” Dougherty adds that Weev’s platform is an intrinsic solution to the industry challenges, and its mission is to digitize with humanity by making the complex simple.

“Weev and Polo Sourcing is the perfect combination of highlighting talents of both companies, each with the same end goal of reduc ing their carbon footprint, implementing digital innovation and streamlining the footwear creation process from the cradle to the grave,” Dougherty says.

12 footwearplusmagazine.com • september 2022

With a fifth brand just added to the portfolio and business humming along, Kevin Bosco, president of Bos. & Co., is feeling good about the family-owned business and the industry overall.

Bosco attributes a lot of the positivity to Bos. & Co.’s approach to busi ness. “Our retailers were happy to see us because I think we’re doing a couple of things right,” he says. “We’ve managed to deliver our goods on time and we’ve held our pricing. We didn’t do any mid-season increases due to shipping costs or materials. We also have a strong in-stock program to support our retailers.”

KEVIN BOSCO SAW it with his own eyes. Despite daily doom-and-gloom reports (record inﬂation, an ongoing pandemic, fears of recession, war in Ukraine, the threat of war looming in Taiwan, consumers tapped out and stressed out), he saw a much brighter picture during a recent driving tour of retail customers on his way to The Atlanta Shoe Market last month. Leaving from Bos. & Co.’s home base of Burlington, Ontario, Bosco visited stores in Michigan, Indiana, Kentucky, West Virginia, Pennsylvania, the Carolinas and Georgia. And what he saw, by and large, was bustling stores in lively downtowns and shopping districts. People were going about their daily lives, getting ready to go back to school and back to ofﬁces.

The brands are performing well, Bosco reports, and strong-selling brands bring smiles to retailers’ faces. “Our retailers are very happy with us and our brands,” he says. “Our business is doing well.”

Then there’s Bos. & Co.’s distribution: mid-level market brands sold primarily through independent retailers. It’s a healthy and reliable chan nel, according to Bosco. “Everybody wants to say that life and shopping habits have forever changed as a result of the pandemic—and maybe they have for certain businesses and commodities—but our business remains solid,” he says. “I see it in the shops: Customers who buy our products want quality, value, style, service and interaction with a retailer. While the pandemic has certainly had an impact, I don’t believe life has forever changed. At our level, the customer still wants to have that interaction in stores.”

BY GREG DUTTER GOOD TIMES

“It being the middle of August, most had sales going as they were trying to make room for their fall goods,” Bosco reports. “But the retailers we met with were pretty positive about the way things are overall.”

Q&A

A third positivity factor lies in Bos. & Co.’s brand portfolio of Fly London, Bos. & Co., Softinos and Asportuguesas. (Ambitious, a European casual brand, has just joined, beginning with the Spring/Summer ’23 season.)

Asportuguesas is doing particularly well. The lifestyle changes brought on by the pandemic are right in step with the brand’s platform. Sustainable design: check. Outdoor lifestyle aesthetic: check. Can be worn as slippers: check. Comfortable: check. Ugly chic a la Crocs: check. A Euro comfort brand that doesn’t begin with

While Bos. & Co. is content with its current portfolio, the team always has an eye out for new brands and styles because you never know what you might come across, Bosco says. However, “It has to ﬁt inside our portfolio and customer base, and the

Our Spring and Fall ’22 programs have shown good growth compared to the previous two pandemicimpacted years. Even better, in comparison to our pre-pandemic business, we’re very close to achieving that same level of volume.

It has, no doubt. Inﬂation has been a concern, but we’ve been working with our factories and supply chain very closely. Transport is a big part of that story, and to combat this we’re attempting to maximize our shipping and distribution costs through consolidation of product. We’ve also reduced margins from our side and the sourcing side to soften the impact of this. We’re trying to provide additional time for the supply chain slow-down to advance our product presentations as best possible and in a way that the fashion busi ness will allow. The focus is on essentials while, at the same time, attempting to introduce new, fresh and exciting silhouettes.

How’s business?

Hence, the addition of Ambitious. Bosco is con ﬁdent the brand possesses all the key ingredients to become another success story. First, it’s made in northern Portugal, a region Bos. & Co. has been doing business in for more than 30 years. Bos. & Co. and the brand’s owners had been slow dancing toward a partnership over the past few years. Bosco admired Ambitious’ styling, attention to detail and how it was performing in Europe. Meanwhile, Ambitious’ owners were well aware of Bos. & Co.’s track record for growing Portuguese brands in North America. Ambitious also addressed Bos. & Co.’s need to beef up its men’s offering. Plus, Bosco believes there’s a void in the market for this type of brand. “There’s a real absence of men’s European fashion sneakers and casual shoes—something new and fresh,” he says. “It’s not a traditional sneaker, rather a sneaker with a fashion twist, or a casual shoe with a sneaker inﬂuence. Basically, it’s a European dress shoe.”

There sure is a lot of uncertainty. But a year-anda-half ago, when we were introducing our Fall/ Winter ’22 collections, we found retailers a little apprehensive and that they didn’t want to place all their orders. They held their cards pretty close to their vests. But we decided to take an optimistic position on our stock with the belief that there would be retailers looking for business. And that strategy paid off. We found a great quality of buyers

product must be right. Reliable sourcing is another big factor. You can go to bed with a lot of people, but are they going to deliver at the end of the day? And the brand must have long-term potential as opposed to being a ﬂash in the pan.”

Fly London represents a similar success story, albeit one that began more than 25 years ago when Bosco’s team ﬁrst spotted the Portuguese brand. Since then, Fly London has carved out a niche as a comfort brand with a touch of ’tude. Case in point: its collection of wedges, which keep selling season after season, year after year. “You think that a silhouette has a lifespan and that a brand will eventually move on to the next silhouette and then the next,” Bosco says. “But our Fly London wedges are just something that can’t be killed.” Rather than mess with success, Bosco says the team and the brand’s parent company, Kyaia, keep going back to wedges, introducing new uppers, patterns and materials to “keep that old silhouette still looking fresh.” Bosco adds, “Our core Fly London business continues to be extremely successful. It’s unique, casual lifestyle product, and we’ve always been successful selling that.”

What is your favorite word? It’s a phrase. So begins another wonderful day in the shoe business.

And what about this year? We took a similar approach. Unfortunately, this year hasn’t been as strong as we would have liked. Our business is weather-driven, and it seems like most of the country sort of went from winter to summer this year. That killed some of the repeat business we expected. There was ﬁll-in business on the items we have been successful with, just not as much as we had anticipated. Also, I think retailers are still a little apprehensive, and some of that may be attributable to that uncertainty in the air that you referred to. There’s been a lot of negative talk.

What is inspiring you right now? The return to life as the new normal.

looking for immediate delivery. There were dollars there that weren’t spent.

What is your least favorite word? It’s a sentence, actually: Sorry, that can’t be done.

Despite not what you expected, Bos. & Co. expects to top last year, correct? Certainly, we’re ahead. When we look at our

What is the best piece of business advice you’ve ever received? Don’t put o ’til tomorrow what you can do today.

If you could hire anybody, who would it be? Fortunato Frederico, CEO of Kyaia, owner of Fly London and Softinos.

What are you reading? Golf magazine.

2022 september • footwearplusmagazine.com 13

Making those decisions—and determining what assortments make it into the brand offerings each season—is an experienced group of Boscos that now spans three generations. “My father, despite being 83, is at work every day. He’s got a lot of experience, having started when he was 18 years old as a stockboy at Bata Shoes,” Bosco says. “And I’ve been in the industry now over 40 years and my brother, Dean, is my longtime business partner, and my nephew, James, has been working very closely with me over the last six years in sourcing and sales. So, it’s a team effort visiting new factories and shopping the market. Hopefully, we pick the right pieces of coal to turn into diamonds.”

What might people be surprised to know about you? I’m not sure there’s anything that would surprise anyone.

the letter B: check. “While each of our brands have their own ﬂavor, market and potential for growth, certainly Asportuguesas has contributed a lot to our overall growth in 2022 and, in terms of our Spring ’23 bookings, it’s doing quite well,” Bosco says.

Where do you ﬁnd moments of Zen? Time with family and a nice walk on a golf course.

Back in 2017, when Bos. & Co. began distributing Asportuguesas, Bosco never envisioned its alignment with so many macro trends. He has no crystal ball, but he and his team do have trained eyes for spotting unique brands with strong growth potential. “What we saw then was a unique product with a sustain ability story,” he says. “Certainly, the sustainability story has been growing in popularity since then and that, combined with the unique-looking styles, was the driver at the start. But the factors brought on by the pandemic have created a perfect storm—the good kind—for Asportuguesas.”

Record inﬂation has to be a factor in being a little short of expectations this year. Paying double to fill a gas tank takes a bite out of clothing budgets.

With all the uncertainty in the air, were you confident Bos. & Co. could get back to prepandemic levels this year?

OFF THE CUFF

What was the last movie you saw? Actually, I’ve been trying to convince my wife to see Top Gun: Maverick for the last month and a half, but I can’t. She has absolutely no interest in going.

Can this sourcing base meet Bos. & Co.’s growing demand?

supply base as well. We approach our supply chain sourcing the same way we approach our manu facturing sourcing, and that’s all about building long-term relationships. We don’t jump from one to another. We try to maintain relationships over the long term for the obvious beneﬁts. You know, one day I scratch your back and the next day you scratch mine. Again, it’s all very much a team effort.

year-to-date versus pre-pandemic numbers, we’re currently about six percent short, which is fantastic, as far as I’m concerned. Over the course of our 35 years in business, each year has been better than the previous one, except for 2020 and 2021, obviously. Now, we’re ahead of those years and we expect to come very close to our 2019 total sales.

The biggest challenge is the change brought on by the pandemic regarding how we present product to retailers. It’s certainly pushed us, and a lot of our compatriots, to have a sophisticated B2B platform where product can be viewed virtually. Over the last year-and-a-half, many retailers were forced to view product only that way. And while many are excited to come back to shows and touch and smell our latest styles, the pandemic showed us that perhaps there’s an opportunity to blend the two presentation formats together. So, this season we are offering tactile and virtual presentations. We’ve focused on sampling the top two colors and the other three colors are shown on the sales team’s laptops. We believe this combination of tactile and virtual

Yes, no doubt about it. Another great aspect about sourcing in Europe is the turnaround and transit times are shorter. We can get into product much quicker in terms of quantities, so when there’s new items to be built or new innovations to be introduced, they are a little bit more manageable in Europe than they are in Asia. The production runs can be smaller, and while the costs for tooling in Europe in terms of molds can be higher, the sourcing for new leathers, materials and technologies can come a little bit faster than it does in Asia. The positives for us sourcing 100 percent in Europe right now deﬁnitely outweigh any negatives.

What is the biggest challenge currently facing Bos. & Co.?

It helps, though, to have a big head start in this region. Bos. & Co. has long-standing partner ships there. Absolutely. Not only do we have long-term relation ships with our manufacturing base, we do with the

How has Bos. & Co.’s complete shift of sourc ing to Portugal and Italy helped the company adapt to the supply chain and shipping shocks brought on by the pandemic? Costs in Asia had been escalating before the pan demic, and the differences now with Europe are no longer as great as in the past. Then, when the additional duties came on board, this pushed it even closer. And while shipping costs have risen in Europe, too, it’s not to the extent they have in Asia. Above all, though, sourcing in Europe provides us with the most recent materials and sourcing innovations in the fashion industry. We’re able to work with our European partners and have key materials on the factory floors, enabling us to provide quick turnaround times and deliveries. Then there’s the “made in Europe” stature. The quality and value for the dollar

Is the secret out? Is there a rush of companies trying to move back into Portugal and Italy? That’s a good question, and I think it all depends on the type of products that you are building and what your price points are. Sourcing in Europe is not for everyone.

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Q&A

see all the shoes, in all the colors. Because, let’s face it, it’s a lot easier for a salesperson to lug two bags and a laptop into a store than six bags, which can’t be done. That’s been a big endeavor this year, and we’re anxious to see how our blended presentation approach turns out.

How has Ambitious been received thus far? We’ve had very positive feedback at shows in Michigan, Chicago, Kansas City, San Diego, Atlanta and Toronto. The are several indicators pointing to success for this brand, including a wide target audience, Ambitious being a fresh name and the fact that retailers can rely on souring product through our company. Ambitious

Might the fact that a few big-name athletic brands are culling their retail distribution help? That’s certainly part of our story. We have no interest in culling our retail partners. Ambitious could be a backup brand, in case that happens. While those brands are more performance-oriented, they’re still everyday sneaker wear. Beyond that, Ambitious (SRP range: $150-$220) is an opportunity to show an alternative brand to give customers a choice as well as something a little different. I believe part of the key to success today is offering consumers something different.

will be delivered on-time and in-full, and we’ll offer a strong in-stock program.

shop local movement is a big part of that shift, as well. That’s a big part of our belief system: There’s a desire for people to still interact on a personal basis at retail, especially for the quality and value level our product is at.

The Ambitious guy isn’t the typical sneakerhead. No, this guy is probably age 35 and up. Ambitious is the same demographic as the rest of our brands, which is a mid-level, afﬂuent customer who wants quality for value and wants to be fashionable yet comfortable. Ambitious also helps us diversify our customer base. Not every retailer sells women’s shoes, for example. It gives an opportunity for our sales team to either build additional business with their existing customer base, or look to expand their customer base by having a different product to offer to somebody who may not have been >47

Q&A

The pandemic certainly upended life as we know, yet I see consumers shopping in stores offering an assortment of brands, as opposed to struggling DTC brands who tried to write off those retailers as greedy middlemen. I think that was a very shortsighted approach, as well as a little bit greedy. They were wrong. The

Like Ambitious, for example. What’s to like about this brand?

Founded in 2008, Ambitious is a lifestyle brand born out of a family business based on the values of quality, tradition and manufacturing excel lence. The brand’s focus on street casual wear is perfect for the times we live in. Ambitious isn’t just sneakers, though. It’s European-styled casual shoes with a sneaker inﬂuence. Ambitious also has a solid sustainability platform—recycled, recyclable, vegan and leather alternatives, which has become a sourcing “must” and should be a priority for any brand today. While it’s focus is on men’s, the design concepts extend into women’s.

Do you sense any broader return to the way business was conducted before the pandemic? I don’t see us fully going back to the way we used to do things. But I do see a need for in-person presentations. Now, will there be a national show like there used to be in Vegas that pretty much the entire industry attends? That’s a good question. The IR Show is trying to get off the ground as a West Coast regional show and Atlanta is already the East Coast show and deﬁnitely the closest thing we have to a national show right now. Maybe two big regional shows is the way it’s going to be moving forward? We’ll see.

Invest in Yourself! Take time now to educate yourself and learn more about finance. Start creating metrics of success, so you can see how far Beck’s Shoes has come and can still go! But always remember that work is just one aspect of life. And money is just one measure of success. That “house on the hill” won’t bring ultimate happiness. Keep the house in

Lean on Your People! Listen hard here. Your dad and uncle may have decided to operate singularly but—spoiler alert—you will forge an incredible working relationship with your cousin, Julia Beck Gomez, president/COO. I implore you to lean in and invest in this partnership sooner! Unite the operations, buying, financial and retail sides of the business and work together to continue the Beck family retail legacy.

Ben Lomond, though, and continue spending free time as a volunteer firefighter, stay close to family and invest time into your relationships with your nieces and nephews. Above all, invest in your happiness!

Dare to Lead! Start listening to audiobooks and attending leadership conferences. An effective leader does not use fear and discipline to coerce. One day you’ll attend a USRA May Event and be changed by the voices of Bob Infantino and Gary Champion, then leaders of Drydock Footwear Group and Clarks Companies, N.A., respectively. They’ll inspire you to build a team of people and get to know them authentically. It would serve you and your business well if you learned these lessons sooner. You have also coined a phrase that has helped you gain commitment over compliance from your team. The four-pronged approach asks team members: Where were you (past)? Where are you (present)? Where do you want to be (future)? How do you plan to get there?

Dream Big! Last, but not least, dream big! Dream bigger than you’ve ever thought before! Once you find your balance, pour yourself into your passion! Because dreams do come true. I mean, could you ever imagine that, one day, you’d catapult Beck’s Shoes to $100 million in annual sales! Let your dreams lead the way! MY SELF STRONG THEORY

Make Time for Loved Ones! Pick up grandpa’s calls—every time. He may frustrate you and seem hypercritical at times, but he loves you more than you know. You will be one of the few people he calls in his last months of his life. Others will often remind you how much you’re like him. You’ll miss him more than you can imagine. On that note, remember to thank mom for the countless drives to and from work when you were a teenager starting out in the family business. Someday you’ll take her to Europe and fulfill her dream of seeing the Vatican, but it’ll never feel like enough. Because, when it comes to time, there’s never enough. So, spend it wisely, and make the time for what really counts—loved ones!

YOUNGER

Find Balance! At this point, you and Julia operate 22 stores in six states! Your diligence and hard work is paying off. Your dreams for Beck’s Shoes are coming true! But remember to cultivate balance. Don’t push yourself too hard. Rest and rejuvenation reap productivity and joy. The friend ships you’ve built in the shoe industry are amazing. Learn from them and appreciate them. Find the time to go to lunch when these important people visit you. You have nothing to prove to anyone as everyone deserves the occasional break. So, when the opportunity arises, take that 30-day backpacking trip to Europe that you’ve always wanted to do!

A NOTE TO

DEAR ADAM, You’re young and there are some things you just can’t know yet. But I don’t want to give it all away—surprise keeps life exciting! There are some things, however, that I wish my younger self to know. So, listen, absorb and take heed.

Brace for Impact! I know this isn’t part of your plan, but you will endure divorce after only four years of marriage. Do your best to focus on the lessons you’ll take from this most difficult experience, and rejoice in the fact that you are blessed with a daughter, Olivia Grace, who is your daily inspiration. Keep focus on your love of family, but maybe take the road to marriage a little slower.

16 footwearplusmagazine.com • september 2022

Mistakes will be made, but have courage. Triumph will be known, but stay humble. Life will be a brilliant blend of beauty and heartache, but you’ll forge an honorable path. In addition to these broad strokes of wisdom, here is some targeted advice that will make your road ahead smoother, a little saner and a whole lot more fulfilling. Dig in.

The Becks stop here: Adam, Olivia Grace and Hank.

Be Vulnerable! Your dad’s retirement will leave you in a position to take on his responsibilities, but don’t feel as though you must fill his shoes immediately. Have the humility and courage to lean on your uncle for mentorship and guidance. Put down your guard. This skill of vulnerability will serve you well and play a key role in your future success. Open up and be your true self with team members and peers; they’ll respect you more for it. Vulnerability is not weakness.

You are Enough! You’re young, driven and ambitious—that’s great! But don’t lose your youth in the chase for respect. It will come with time, intention and hard work. Be diligent and humble, but hold your ground. You don’t need to comply if it’s in opposition to your authenticity in order to prove your commitment.

Adam Beck, CEO of Beck’s Shoes, the fifth-generation-run, 22-store chain, offers guidance for the road ahead.

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pride in their stores. Often, I think we are not a chain of more than 500 locations but a confederation of 500 individual owners. They know their stores and their customers, and work tirelessly to tune each experience to surprise and delight our guests.

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Mr. Levinson probably wouldn’t recognize Rack Room Shoes today, or even his community of Salisbury, NC, that we still serve. What he would recognize and value, though, is our relentless focus on the customer, providing our families with the shoes they want from the best brands, at a price they can a ord. This guiding principle, to “serve the people” will keep Rack Room Shoes moving forward for the next 100 years.

Families shop us for our great assortments and tremendous value, but they come back because of our people. Our sales team is experienced and takes great

Mr. Phil Levinson, our founder, could never have dreamed what life would be like in 2022, much less that his little shoe store would evolve into a 500-plus chain of dynamic family footwear stores located in 36 states. The digital age and speed and availability of information has created all sorts of changes at Rack Room Shoes and O Broadway Shoe Warehouse locations. The millions of data points we know about our stores, our inventory, our associates and, most importantly, our customers, could never have been imagined in 1922. Today, that data drives intelligent decision-making around assortments, store design and experiences that make Rack Room Shoes the destination for family footwear shopping.

Retail is a relentless profession. Each morning, our stores must reopen and be ready to “serve the people”. That company mission statement has been in place from the very beginning. It has grown in meaning from our customers and associates to include our partners who help our company shine. It also refers to the people in the communities we serve. Rack Room Shoes, through our Rack Room Shoes Gives program, helps funnel more than $1 million in free shoes back to the communities we serve through our partnership with Shoes that Fit. This connection to our local communities helps remind us of our responsibility to act locally even as we serve much of the nation.

t is certainly rare to celebrate the 100th anniversary of anything, much less a retail brand. This year, however, marks Rack Room Shoe’s 100th year of continuous business.

It has been the honor of my career to have helped steer this mighty brand over the last decade. I have been fortunate to work with a passionate and committed group of senior executives. They challenge and demand a complete e ort by all who steward Rack Room Shoes. They feel in a deep way that they are a part of our rich history and who we are today. More importantly, their commitment is what prepares Rack Room Shoes for tomorrow.

The only way a brand can survive decades, much less a century, is to move forward, evolve and stay current. Rack Room Shoes spends millions of dollars annually to ensure we keep pace with the latest retail technologies, as it enhances our ability to service our business partners and customers. Our stores are continually in a rotation to update, expand and improve. We are always working on the next store design and how it can provide a better experience for everyone.

At Your Service

Speaking for all 6,000 Rack Room Shoes associates, I couldn’t be prouder, not only in celebrating this rare milestone, but marking the event while on track to deliver our biggest sales year ever.

Shoes debuts the Athletic Shop, a shop-in-shop concept that highlights active lifestyle brands.

Phil Levinson opens Phil’s Shoes in Salisbury,1956NC.

Deichmann Group acquires Lerner Shoes and Rack Room Shoes.1986

The 100th location opens.1994

Shoes2007 That Fit charitable partnership begins. To date, 450,000-plus pairs of free shoes donated to students in need.

Launch2011 of Rack Room Shoes Gives, the philanthropic arm of the The2013company.brandsintroduce ecommerce sites and Rewards Programs for Rack Room Shoes and O Broadway Shoe Warehouse Rack2016customers.Room

Rack2002 Room Shoes acquires

O Broadway Shoe Warehouse.

The2022company celebrates 100year milestone anniversary. “Our guiding principle to ‘serve the people’ will keep Rack Room Shoes moving forward for the next 100 years.” -CEO Mark Lardie 1922

Years to Remember

Kids2018 Club, one-stop shop in store and online o ering a huge selection of children’s shoes, is debuted.

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The company relocates its headquarters from Salisbury to Charlotte,2000NC. 300th store opens.

The2004brand begins using real people in all of its advertising through its Models Wanted campaign.

Phil’s son-in-law, Mort Lerner, begins working at the store and eventually opens Lerner Shoes and Rack Room Shoes.1984

Rack Room Shoes opens the doors its 200th location and expands to Indiana and Ohio.1995

Expansion beyond the Carolinas begins in Georgia followed by Florida and Pennsylvania soon 1990after.

This is one part of the Rack Room Shoes recipe that is tweaked

1 23

Here, Chef/CEO Lardie breaks down the key ingredients to Rack Room Shoes’ recipe for success. It’s steeped in authenticity and genuineness—real ingredients for real people.

Rack Room Shoes’ mission state ment is, “The company must serve the people.” That all starts by making sure customers have access to great footwear from leading brands at a ordable prices. Whether they shop in-store, online or both, customers can be assured that their wants and needs will be met by a helpful and friendly sta Shopping for shoes is a necessity, but that doesn’t mean it has to be a drudgery.“There’s always a need for feel-good moments in a family, and shopping for shoes can be a relatively a ordable, feel-good moment,” says Lardie. “Rack Room Shoes is a place where customers enjoy shopping.”

SERVE OUR PARTNERS: A retailer is only as good as its selection. The key to ensuring that it remains topnotch starts with making sure brand partners are treated with respect and consistency so that they want to be merchandised on those shelves and sites. Presenta tion and pricing (namely maintain ing it) are key.

SERVE OUR CUSTOMERS:

CEO Mark Lardie has presided over this recipe for the past 10 years. Like all good cooks, he doesn’t mettle much and, equally important, lets his sous-chefs (management team) do what they do best. It a collaborative kitchen that’s ﬁring on all cylinders of late, both in-store and online—a stateof-the-art omnichannel operation.

SERVE OUR ASSOCIATES: Em ployees matter. In the case of Rack Room Shoes, that’s thousands of people who work in 500-plus loca tions in 36 states. O ering a com petitive wage and beneﬁts; poten tial for advancement; and career opportunities are starting points. The company is also committed to making it a place where employees want to work, and that includes

embracing and supporting causes that are important to its people.

While special gimmicks or over the top promotions might add an element of intrigue to some companies, Rack Room Shoes has attracted loyal shoppers for 100 years run ning with proven ingredients for anyone to see. That said, how those elements are seamlessly blended, continually monitored and tweaked (when necessary) is what makes the chain’s recipe a one-of-a-kind success.

Recipe for Success

“We are concerned about all our associates but especially the people who are thinking of us as a career,” Lardie says. “It’s impor tant for us to communicate that, if you have the will and desire, this could be a forever job for you. You can live comfortably and support a family.”Ahappy employee also makes for a good one. “Our store manag ers and associates are what makes us successful,” Lardie says. “Creat ing a work environment where they can spend time with the customer and fulﬁll their needs is a key to our success.”

here are no hidden ingredients to the Rack Room Shoes recipe.

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“Our philanthropic initiatives trace back to our parent company,

It also involves making sure Rack Room Shoes employees are as up to speed as the customers walking into its stores. “We need to make sure our associates have at least as much information as our customers,” Lardie says. “Cus tomers today are aware of all the latest fashion trends happen ing around the world, and our employees need to be aware of those in real time.”

That requires talent, skill and determination—traits that Lardie says the Rack Room Shoes team possesses in droves, top to bot tom. “We are only as good as our employees,” Lardie says. “Thankful ly, we are blessed with the best.” •

marketing solutions. (See “Seamless Shopping” to learn more.)

Rack Room Shoes is a destination for the entire family.

A PINCH OF PERSEVERANCE: Retail is relentless. Every morn ing, all 500-plus Rack Room Shoes stores (includes 34 O Broadway Shoe Warehouse locations) open their doors and must meet the demands of its customers; e.g. to “serve the people.”

often—like the addition of the Athletic Shop, a shop-in-shop concept in-store and online that highlights active lifestyle brands. The destination shop feature’s a Who’s Who of leading brands, including Asics, Converse, Nike, Vans and Skechers. Online, the shop is merchandised by catego ries such as running, trail running, training and walking.

The Deichmann Group. Dr. HeinzHorst Deichmann created the nonproﬁt, Word and Deed, to provide aid to Christian organizations in the developing world in areas such as education, orphan care and disaster relief,” says Lardie. “It is a privilege to carry out his spirit of generosity today. We are constant ly encouraged to ﬁnd new ways to support the community in which we live and serve.”

(To learn more about Rack Room Shoes’ commitment to philanthro py see “We Care a Lot” feature.)

EMBRACE THE DATA: Information is gold. But it’s only of value if the reams of data now available can be interpreted in a timely matter and acted upon. This is one aspect of the Rack Room Shoes recipe that is constantly being updated—mak ing sure the company is gathering, deciphering and capitalizing on all the data it is collecting. That e ort includes partnering with Tinuiti, a company that specializes in con necting brands to their audiences with performance driven digital

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“The Athletic Shop has allowed us to demonstrate that Rack Room Shoes is an athletic authority,” Lardie says. “Our omnichannel ap proach to the business has allowed us to take that connection and authority position with our cus tomer in athletics and expand it. So, however the customer touches our brand and whenever they want to shop for or think about athletic shoes, we can direct them to our authority position.”

SERVE OUR COMMUNITIES: Rack Room Shoes’ mission statement that “the company must serve the people,” includes giving back to the communities where those cus tomers reside as well as support ing the less fortunate nationwide. The company’s Rack Room Gives division is focused on supporting women, children and families in need through community fundrais ing to schools and civic organi zations; donations in support of scholarships, military, disaster relief and Diversity Equity & Inclusion e orts; and an employee grant pro gram that supports charities team members are passionate about.

Rack Room Shoes employees pitch in at a Shoes That Fit event providing new shoes to Houston-area children in need and pack disaster relief Comfort Kits for the American Red Cross.

card donations to schools and civic organizations. 2. Corporate donations that o er community support in scholarships, military, disaster relief and Diversity Equity & Inclusion (DEI) e orts. 3. An employee grant program that supports charities team members are passionate about. Christmon reports that all have grown sub stantially over the past decade, especially corporate and local communityHighlightsdonations.includeRack Room Shoes’ longstanding partnership with Shoes That Fit, the non-proﬁt organization that provides new shoes to low-income children. Dur ing every back-to-school season, customers are encouraged to make donations to the charity at check out. To date, the partnership has raised more than $11.6 million (in cludes a $300,000 company match each year) and provided more than 450,000 pairs of shoes to children in need. “Our partnership tackles one of the most visible signs of poverty in America by providing students in need with new shoes so they can attend school in dig

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iving back is entwined in Rack Room Shoes’ DNA. Ever since founder Phil Levinson opened store number one in Salisbury, NC, 100 years ago, the family footwear chain—which now spans 500-plus communities in 36 states—has given back. In fact, giving back is part of Rack Room Shoes’ mission statement, which states: “The company must serve the“Itpeople.”isour guiding principle,” says Brenda Christmon, senior director of brand communications and creator of the Rack Room Shoes Gives program. “Our com pany maintains a special commit ment to those in need and has made it a ﬁxture through our sus tainability e orts, trade practices and social responsibility.”

Rack Room Shoes’ Teacher of the Year contest. Each year, customers can nominate teachers who have made a positive impact in their children’s lives. Five winners each receive a $10,000 grant for technol ogy upgrades at their schools plus a $500 Rack Room Shoes gift card. “We love our teachers” Christmon says. “Through Teacher of the Year,

nity and be prepared to play, learn and thrive,” Christmon says. “It’s one of our most heartwarming pro grams—our store managers and as sociates embrace the program and are the reason it is so successful. And seeing the smiles on children’s faces when they receive a new pair of shoes is Anotherpriceless.”philanthropic highlight:

Rack Room Shoes Gives has become a division in and of it self—one that Christmon launched 10 years ago. “We made social responsibility a priority because our team members are passionate about our company’s purpose,” she says. “It’s part of our corporate culture and one of our distinguish ing values that make team mem bers proud to be a part of the Rack Room Shoes family.”

The overriding mission of Rack Room Shoes Gives is to support women, children and families in need with three initiatives: 1. Com munity fundraising through gift

We Care a Lot

Social responsibility is part of our corporate culture and one of the distinguishing values that make team members proud to be a part of the Rack Room Shoes family.”

renewable for up to three Managingyears.somany

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ing programs and non-proﬁt orga nizations that provide them with a strong foundation for the future,” Christmon says. “Our e orts also ensure that our associates under stand what our real purpose is, which is ‘the company must serve

‘‘

we’ve been able to assist schools that are in dire need of new technol ogy labs, up graded laptops and helped to equip an scholarshipsRoomScholarshipsubmitforployeesintroducedthebeneﬁtthropictheployeesShoes,”choosingfortsstatedmanyinclusionabout.supportwantChristmonbynatetheywhogainingisyoungandandWenewclassroomable-challengeentirewithmodulardesks.seeenhancingschoolssupportingschoolprogramsinitiativesasaninvestmentinminds.”TheEmployeeMatchprogramanotherphilanthropichighlightpopularity.Anyemployeewantstogivetoacharitythatarepassionateaboutcandoupto$500,whichismatchedRackRoomShoesupto$500.saysemployeestodaytoworkforcompaniesthatcausestheycaredeeply“OurinternaldiversityandsurveyrevealedthatnewlyhiredteammembersoursocialresponsibilityefwereanimportantfactorintoworkatRackRoomshesays.“Dedicatedemwanttofeelengagedwithcompany’spurpose.”Anotherphilaninitiativetoemployeesisscholarshipprogramthisyear.EmwhohaveworkedatleastoneyearcananessaythroughAmerica.RackShoesawardedﬁveof$2,000,

good deeds is a big job but a labor of love for Christmon. She has help—her “Team of Purpose” now includes a graphic designer, a social responsibility manager, a public re lations manager, a DEI manager and an assistant project manager. She also has the full support of corpo rate to get all the good deeds done. “Rack Room Shoes is dedicated to making the world a better place for women, children and families by creating, developing and support

Rack Room Shoes supports local communities via its Teacher of the Year contest, Shoes That Fit partnership and numerous employee volunteer events— like ﬁlling backpacks with donated school supplies for Charlotte, NC, kids in need with Classroom Central.

-Brenda Christmon

Purchasing Manager 35 years KRISTINA

MULLINS Training Manager 33 years

CHERI DANIELS

Senior Logistics Analyst 32 years ERIC SNIDER Logistics and Compliance Manager 35 years LISA SWEENEY Senior Merchandise Analyst 35 years

RICHARD ARMIJO

Rack Room Shoes salutes its long-tenured employees.

BRENDA DIXON

WILKES IT Director Systems and Networking35years

KIMBERLY HILL

Accounts Payable Manager 32 years Team Spirit SPONSORED CONTENT

RALPH

Sourcing Administrator – Logistics 34 years

MARTINA CORPENINGSHIRLEY

BILL

Sales Audit and Banking Manager 35 years WHIT MCCONNELL Vice President, Store Operations 35 years

KERI MORGAN

District Manager 25 years

Merchandise Administrator Manager 32 years

GARY LEWIS 31

SANDRA PARR 27

CATHERINE CONQUEST 26

ADRIA RUEB 32

ANGIE MOLLOHAN 32

ED LAUB 32

JOEL TALBERT 28

LISA WEAR 25

STEPHEN JOHNSTON 36

KEITH ROBINSON 25

DORIAN DODD 30

CARLA BRACKETT 29

ENTHUSIASTICpassionate

JOHNNY FRETWELL 27

CALLIE HOLLSTEIN 28

MARK SEAFORD 27

MONIKA WILLIAMS 36

ANGELA KEARNS 25

ERNIE SHORE 29

JONATHAN HERREN 26

ERIC STEPNOSKI 34

TIMOTHY LOCKHART 33

BRIAN EBERWEIN 31

BRIAN SAFRIT 31

TONI FORT 35

GARY SMITH 30

MALIA MITCHELL 28

T CLARK 42

KENNETH GLASS 27

CHARLES MCGOWEN 26

ETTA MCNEILL 36

JAIME MINOR 32

DANIELA GARNER 26

LAMONTE HENDRICKS 35

ERIC SUAREZ 26

ADAM BUTCHER 31

TRACY HOOPER 31

MARY REVISH 29

SAUNDRA HOLLAND 36

RYAN BASS 32

MARVIN PLASTER 33

CHESTER SIERADZKI 25

STIMSON Director of Store Operations and36Trainingyears

ALLEN GOSNELL 29

LAURA MILLER 26

BOB CORCORAN 35

ALYCE HAGAN 28

CAROL COSTNER 36

MIKE YOUNG Director of Merchandising 37 years

EMMANUEL HAYFORD 30

DIANA PUGH 26

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reliable LOYAL Resourceful

ANTONIO VILAR 28

FREDERICK BERNSTEIN 33

PEGGY JACKSON 31

MIKE TRACEY 31

DARRELL FISHER 30

ROBERT MAGGARD 28

THAI WINNINGHAM 26

ALEXIS HOFFMAN 27

CRISTI SHORE 26

DENA BOURASSA 26

ROGER SHAFFER 27

CHERYL MONK 26

GREGORY BIDWELL 25

MARQUESSA COOK 28

KEVIN

Numbers denote years of service.

EMORY PITTMAN 27

JESSE KING 26

SABRINA REID 35

MIKE HARRISON 29

DOUGLAS ELLER 39

RANDALL HODGE 26

JON COBB 32

ROOSEVELT GRISSETT Store Manager 38 years

LEONARD CARTER 35

KATHY PRICE 30

DEBBIE BRYANT 36

RICK BROWN 36

MARK MOWERY 36

KEN HELM 28

KIMBERLY FARLEY 27

DARYA BROWN 25

KATIE LEWIS 35

SHANNON WILKES 26

LISA CORPENING 28

Chelsey Codrington, Tinuiti’s senior director, client strategy for Rack Room Shoes, says it starts by anticipating needs based on data collection, messaging across multiple touchpoints and incorpo rating more personalization using a diversiﬁed media mix to push products the customer is inter ested in during key time periods, such as back-to-school. The e ort

In addition to a head start, one of the other smart decisions Rack Room Shoes management made was to increase their pool of experts. Enter Tinuiti, a com pany that specializes in connect ing brands to their audiences with performance driven digital mar keting solutions. Tinuiti lives and breathes the digital space or, as the company says, knows how to “guide brands across the triopoly of Google, Amazon and Face book.” Tinuiti specializes in mul tichannel strategies that connect brands with their customers at the “most critical moments in their digital journey.” That’s a techy way of saying Tinuiti knows how to get in front of Rack Room Shoes’ customers at the right times, with the right messages and with the rightHowshoes.does

Tinuiti do that?

Seamless Shopping

opened, people were looking to buy online and pick up in stores in a more convenient way. The pan demic forced us to rethink media and how consumers are using digital to shop in stores.”

few years ago, Rack Room Shoes decided to take its digital marketing outreach e orts and online shop ping experience to next level status. It was a decision actu ally made before the pandemic and subsequent massive shift to online shopping.

Oftentimes, communica tions are sent before consumers may have even begun shopping. For example, recently the team recognized an uptick in search trends for casual women’s shoes, which was discovered about four weeks in advance of competi tors. Tinuiti/Rack Room Shoes pounced. “We adjusted media to that specific segmentation and were able to capitalize on that revenue,” Codrington explains.

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Another example is when, ear lier this year, Crocs again gained momentum. Rack Room Shoes and Tinuiti increased communica tion to that customer. “When we recognized that trend, we capital ized on revenue opportunities by

also involves engaging with future customers by combining internal connectivity of data and exper tise to continue planning real time activities in the market; providing a seamless experience by analyz ing how the shopper is behaving, what they are buying and who they are buying for; and, above all, creating an experience that adds value to a customer’s life while in creasing the overall customer base andRackloyalty.Room Shoes partnered with Tinuiti because both compa nies strongly believe in creating a seamless shopping experience with a customer first approach. To be sure, this partnership is not an online shopping conversion or bust effort. That’s because consumers don’t shop only one channel. For example, when Tinuiti promotes local inven tory on Google, it often pushes revenue towards stores. These customers prefer to hop in their car and buy shoes that day. They may also have kids who need to be fitted properly by Rack Room Shoes experts. “Ecommerce helps the in-store experience and viceversa,” Codrington says. “They are not in Thatcompetition.”facthasmore than veri ﬁed during the pandemic. Shop pers’ desires for convenience has soared, combining digital and brick-and-mortar activities—like buying online and picking up in stores. “Shoppers got used to being at home and viewing items on mobile platforms,” Codrington explains. “And when stores re

increasing the mass media spend to get in front of the audience,” Codrington says. “Increasing investments in specific brands or product segments optimizes real timeTinuiti’sperformance.”toolsare also very intuitive. “Sometimes before we even know what a customer likes, we can guide them into thinking what they might like by highlight ing items based on trends we’re seeing,” Codrington says. “Letting customers know they then can ﬁnd those items at Rack Room

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nership. “The Rack Room Shoes team is results-driven, dynamic, open to new media growth and helps Tinuiti by prioritizing data integration and market research,” Codrington says. “They allow us to diversify their media mix, personalizing media in terms of audience segmentation and setting them up for success go ing forward.” She adds that it all starts at the top with Rack Room Shoes CEO Mark Lardie. “A sign of a successful CEO is one who hires people who know what

Tinuiti data market research enables Rack Room Shoes to merchandise inventories in advance of key trends.

The Rack Room Shoes team is resultsdriven, dynamic, open to new media growth and helps Tinuiti by prioritizing data integration and market research.” -Chelsey Codrington

they’re doing and then lets them do it. Mark’s leadership makes us all look Codringtonbetter.”believes the future

of the Rack Room Shoes-Tinuiti partnership is bright. While the digital space is ever-evolving, she believes that with Rack Room Shoes’ retail acumen and Tinuiti’s digital expertise, the partnership will continue to flourish—so long as both entities keep their eyes on the ultimate prize: meeting the needs of shoppers. “We have to meet customers wherever they are and influence where they are going to go, and that message must be personalized,” Codrington says. “The keys to success are anticipating trends and audience behavior.”

•

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Shoes is an e ective way of en ticement.” This approach also ap plies to speciﬁc customer groups, like teachers. “If they’re getting ready to go back to school, there’s an increased interest in those work-appropriate shoes,” she says. “We then increase visibility of these products across online platforms to let those customers know they are available at Rack RoomSuccessShoes.”is made possible thanks to the great teamwork between Rack Room Shoes and Tinuiti. Each brings expertise and experience that blends seam lessly into this successful part

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2022 september • footwearplusmagazine.com 31 TREND SPOTTING SPRINGSTONDANBYPHOTOGRAPHY CITY SLICKERS 1. Juicy Couture 2. Alz ú arr 3. BC 4. Bisou Bisou 5. Easy Street 3 4 5 2 1 Slinky, strappy sandals are Carrie Bradshaw-approved.

Leather slides by Seychelles

Top: pump by Marc Fisher. Bottom: Azura embellished sandal. Opposite: Cougar platform pool slides.

Pu ed thong sandal by Vionic

From top: Wedge espadrille by Bella-Vita; Dingo stacked heel bootie; OTBT platform sport sandal. Opposite: sandals with velcro closure and molded cork and latex footbed by Naot

Top: Floafers water-friendly driving loafers. Bottom: leather ballet ﬂat by Daisy Fuentes

Top: Soft Comfort knit slip-on sneaker. Bottom: knit sneaker by Rieker Opposite: Victoria canvas tennies with elastic gore uppers.

Fashion editor: Ann Loynd Burton; stylist: Alexandra Carr; model: Zaira Gonzalez/Supreme Management; makeup: Maya Ling Feero; production/ photo assistant: Eileen Viglietta.

Special thanks to Músed for their one-of-a-kind, punk couture pieces.

when sourcing our materials.

What is the overall theme of your Spring/Summer ’23 collection? We’re featuring lots of animal prints and small pattern designs on classic spring colors, such as red and blue, as well as mustard and nude.

For Oszerowicz, this isn’t just a job, it’s a way of life.

“We are the most comfortable ballet flat ever built, and this is because of our posture-support insole and full leather lining— something that’s very unusual in these kinds of shoes,” Oszerowicz says. “We get lots of comments like, ‘Finally, I can wear flats’ or ‘Oh my God, I didn’t have to break them in at all.’”

44 footwearplusmagazine.com • september 2022

Oszerowicz believes Amada’s consistently strong sales proves that the company has hit on the right formula. “We have a very high reorder ratio—customers can’t wait to buy the latest colors and patterns each season,” he says, noting that the key objective now is alerting Americans about Amada. “Our main goal is to partner with quality shoe stores and boutiques in America to show the Amada range to their customers, because once these shoes are worn, people fall in love with them.” Oszerowicz adds, “Anyone can have pretty pictures, but these are the most comfortable ballet flats in the world—and wearing them affirms that.” —Greg Dutter

DESIGNER CHAT AMADA

Indeed, Amada flats are designed for women on the go—to and from the office, the gym, running errands, traveling, etc. “Women can’t wait to take their boots off after a day at the office, or their heels after a night on the town, and switch into our ballet flats,” Oszerowicz explains. “It’s all about comfort and style. It’s finally a flat that gets lots of compliments—it’s not just a boring shoe.” It helps, he says, to have a women’s perspective on such matters, and Ana Ormsby, serves as his business partner.

Might Amada introduce another sil houette to the collection? We’ve tried several other silhouettes, but have decided to focus on our ballet flats for now. Why mess with success? It’s been perfected for almost every foot shape, which is one of our major design secrets.

ILAN OSZEROWICZ

Slices of lemon and lime add freshness to sweet kicks.

Ilan Oszerowicz and partner Ana Ormsby manage Amada.

Where do you envision Amada in three years? As an admired brand around the world that has made possible for all woman to wear a type of shoe that hasn’t been made properly before.

Victoria

OTBT

What do you love most about design ing shoes? I love seeing the new leathers from our suppliers and our tannery. The colors, the feel, the smell…I can’t wait to see them all on our finished flats! I also love that our success enables us to support the Corporación Educativa Popular Liceo de la Amistad, located in one of Cali’s slums. For more than five years now, our orders have helped us fund education and provide food for impoverished kids.

Who is the Amada woman and what is she looking for in her shoe purchases? The Amada women is looking for comfort and style. She appreciates high-quality craftsmanship over lower-priced items. She can be over 50 years old and as young as around 30.

Jambu

PULP FASHION

CAMPBELLNANCYBYPHOTOGRAPHYPICKSEDITOR’S EDITOR’S PICKS

CEO of Amada, maker exclusively of ballet flats, is a third-generation shoe maker and retailer. He began making his industry bones working in his family’s shoe shops in Cali, Colombia, at the tender age of 9. In fact, his first shoe-related memory is of that age and running to the local bank to deposit Christmas sales.

What’s the secret? For starters, Amada flats (SRP: $167-$189) are technically not flat. Oszerowicz notes that they are almost an inch high, which he adds is great for posture support. In addition, he says the full leather lining keeps feet dry and comfortable, and the rubber soles are 100-percent anti-slip. An added perk: every handmade pair comes packaged in a leather Amada GoBag that even includes a pouch for cell phones.

Where do you look for design inspira tion? We look to Italy as our main source of inspiration. We import some of the finest Italian leathers, and the rest we make at our own tannery in Colombia.

What is the best piece of design advice you’ve ever received? When one design works well, don’t stop selling it! My parents also taught me that quality and attention to detail must always be top priorities. We never take shortcuts or try to save money

Lamo

An example of this collaboration was the deci sion to use quick-dry materials on the MTL Long Sky 2. Those materials are more commonly used in Merrell’s hydro/water shoes. “Our athletes explained that they often run through streams and rivers during races and don’t have time to take

IT’S ALIVE! IT’S ALIVE! Dr. Frankenstein would surely approve of the Merrell Test Lab (MTL), the product incubator that conceives the brand’s most category-disruptive innovations. The latest shoes to make it out of the lab, the MTL Long Sky 2 and MTL MQM, are part of a new elite trail running collection that are lab verified and athlete validated to guarantee agility, versatility and trail-specific protection in the roughest off-road conditions. The MTL, says Shaun Bohnsack, vice president of product development, made it all possible.

to create new ways to standardized testing in the lab, taking some of the human element out so that we can repeatedly test specific areas of the shoes to determine if we are improving key areas, like traction and cushioning.”

UPCLOSE OUTDOOR

“MTL is a great vehicle to validate new materi als, constructions and ideas, and we’re excited to continually develop amazing products that push the envelope in this space with our athletes,” Bohnsack says, adding that lab advancements made in cushioning, traction, quick dry and other areas will permeate the entire brand. “Working closely with elite athletes gives us the opportunity to learn about the multitude of other benefits as we create product launches going forward. We’re excited to continue learning and make all Merrell products better through this experience.”

The collaborative nature of MTL is a boon to the overall design process, Bohnsack adds. “Working directly with our athletes creates an openness in our process and dialogue that allows the experts to explain their needs and be fully connected with the testing and validation processes,” he says. “Through this back and forth, we’ve been able to challenge our preconceived notions of what has to go into different types of products.”

2022 september • footwearplusmagazine.com 45

Merrell Test Lab Breaks New Ground

tion, Merrell launched the integrated marketing campaign, “Same is Boring,” a rallying cry celebrat ing the ever-changing nature of the trail and a call to get runners to choose the brand. Running on roads and treadmills is functional, monotonous and different than trails, so Merrell set out to provide a solution to give runners confidence in new terrain, explains Nathan Buelow, senior brand marketing manager. “We hope ‘Same is Boring’ inspires the next generation of runners to think about the trail as the next level of their competitive pursuits and educates them about how our product innovations can propel their performance,” he says.

The MTL Long Sky 2 (SRP: $140) combines the lightweight performance of track shoes infused with the durability of hiking boots. The shoe features a Vibram Megagrip outsole with five-millimeter lugs to keep feet firmly planted in loose terrain; a FloatPro Foam midsole to reduce fatigue; and a fabric upper designed for optimal water evacuation that’s MTL-proven to dry faster so runners can stay outside longer. The uppers are also abrasion resistant, antibacterial and breathable. The MTL MQM (stands for Moving Quickly over Mountains) is like three shoes in one: climber in front, hiker in the back and agile enough for trail running. Featuring 100 percent recycled laces, tongue webbing and PU insole, the MTL MQM ($150) features two Vibram compounds: Idrogrip for grip in the toe area in wet environments and MegaGrip, which offers a combination of grip and durability in the heel and midfoot for wet and dry surfaces.

their shoes off, and shoes that don’t drain or dry quickly are a real issue,” Bohnsack says. “Fueled by this insight, we utilized specific materials to man age the amount of water the shoes would pick up and accelerate drying time. This was tested both in the field and the lab. The result is a shoe that dries out significantly faster than our past models and the Abovecompetition.”all,Bohnsack says MTL allows the product team to really geek out. That includes freedom to experiment and not be tied to seasonal schedules. The innovations come organically with the over riding goal to keep pushing the envelope. “Our team works in a more unrestricted way to test new designs, materials and innovations,” he says. “No idea is off the table at the beginning.”

MTL first started taking shape in 2017, a time when Bohnsack says Merrell was working with athletes to validate products primarily through external testing groups. That provided great feed back, but the team identified an opportunity to utilize the athletes at the beginning of the ideation process to create more freedom in exploring design solutions. A lab, however, is a challenging concept for outdoor brands. “Our product has to work in nature, where the environment is always changing, and this creates a difficult scenario to solve in a fixed lab setting alone,” Bohnsack explains. “That’s why we created a method to test and validate in the field first with an expert base of athletes. The ‘trail is our lab’ was a rallying cry when we kicked off MTL and, as it evolved, we’ve found great partners

Incubator develops latest category-disruptor designs. By Greg Dutter

To celebrate this initial wave of category innova

Trail category disruptors, the MTL MQM and MTL Long Sky 2 (top left).

Avre’s near-term goal is to grow its wholesale customer base, particularly with brick-and-mortar dealers. “People still want the personal experience and to touch and try on the shoes,” Kuo says. “We want to establish partnerships with select retailers who are closely connected to their consumers and their communities.” Looking further out, Avre’s goal is to become much more than a women’s footwear brand, which includes expansion into men’s and kids’ styles as well as clothing and accessories. That expansion also goes beyond product. “We want our cornerstones of sustainability, empowerment and community to be encompassed by everyone,” Kuo says. “Avre is not just a sneaker brand, it’s a way of life. Our aim is to make a positive and sustainable change that we all carry with us.”

Living the Dream

So far, so good, Kuo reports—and that’s despite introducing the brand right before the pandemic hit. It hasn’t been easy. Avre had to pivot to keep going in those early months, which included adding a DTC chan nel. “We felt it was important to tell our story of who, what and why Avre was created,” she says. “But not being able to do social events was challenging.” So the sisters shifted to word-of-mouth efforts and working strategically with people they met on social media who share similar passions and goals and could introduce the brand to their friends and families. The efforts have paid strong dividends. “Avre is being met with great enthusiasm, and our sales are growing,” Kuo reports. “We’re receiving posi tive feedback from buyers, celebrities, editors and, most importantly, customers.”

UPCLOSE ATHLETIC

Avre combines style, comfort and purpose. By Greg Dutter

It also helps to have strong industry ties to get a new brand off the launch pad. A family with 40-plus

“We saw our parents build their company with their own hands,” Julie Kuo says. “Some of the world’s best products and brands come from collaborations between two individuals.”ButAvreisn’t just another women’s athleisure brand. It’s unique in terms of construction, style and purpose—a brand recipe, Kuo says, that involves a commitment to a broader conversa tion beyond footwear. “We want to connect with and support talented women, as well as our planet,” she explains. “We’re committed to making life easier for future generations by supporting two charities, Equality Now and Oceana, which examine pivotal issues around sustainability, restoration, protection, inclusivity and equality.” Kuo adds, “Avre is focused on celebrating women from all walks of life, regardless of race, religion, age or Sustainability-wise,size.” Avre walks the walk. The brand’s 3D Knit-to-Shape technology drasti cally reduces waste by creating precise sizes and eliminating scraps. In addition, upper fabrics are made of recycled plastic bottles by Repreve. “We partnered with Repreve because we want to show transparency regarding our process of achieving sustainability,” Kuo says, adding that outsoles are made by Bloom, a company that harvests algae from waterways. “Bloom harvests harmful algae that, in turn, improve our ecosystems. Ultimately, we protect our planet, reduce waste, improve air quality and provide clean water as a result of our sustainable design features.”

The Inﬁnity Glide by Avre.

46 footwearplusmagazine.com • september 2022

Who is the Avre woman? Kuo says she’s looking for fashion, comfort and sustainability. It’s a broad demographic. “Our customer is any women,” she notes. “Avre is a go-to shoe for ‘it’ girls, moms onthe-go and everyone in between.” That includes celebrities, such as Jessica Alba, Nina Dobrev, Eva Longoria, Olivia Munn and Jamie Chung, who have been seen sporting the brand. It helps, Kuo believes, that two women are in charge of Avre and know what women want. “Avre connects with women because we share the same experiences, have similar thoughts and feelings, and have the same passions,” she says. “Our brand speaks to women, because it’s two strong, independent women behind the name.”

AVRE IS A DREAM come true— literally. Sisters and creators Connie and Julie Kuo dreamed of launching their own brand ever since they were kids. But it wasn’t a pipe dream in as much their parents have operated East Lion Corp., makers of Qupid, for more than 40 years. The shoe business is entwined in the sisters’ DNA, plus they have some really good industry connections.

For Spring/Summer ’23, that approach is layered onto the aftereffects of the pandemic where the world is still on the road to adjustment and recovery. “We want to represent wellness and peace in our latest

years of industry experience can avoid beginners’ mistakes. East Lion Corp. possesses extensive resources and strong factory connections. The parent company also has a track record of delivering quality goods, on-time and in-full, to key retailers nationwide. “They trust our ability to deliver product that is what we say it is,” Kuo says. “Many brands, for example, have very loosely used the word sustainable and are mislead ing their customers, whereas we’re partnering with proven sustainable material companies.”

collection with lightweight materials and neutral, earthy colorways,” Kuo says. “We’re also gravitat ing toward details that have natural elements of comfort.” That includes the brand’s first expansion beyond sneakers into slides. “We are dipping into other categories while still representing the DNA of the brand,” she says.

To date, BOA’s Performance Fit Lab has scanned more than 300 athletes with the Albert 2 Pro and conducted performance tests in golf, court, trail running, hiking, work, ski, snowboard and cycling categories. BOA found that configurations featuring a wrap structure powered by its fit system improved athletic performance (agility and speed) by up to nine percent, according to a study by Footwear Science.

“BOA was interested to see how they could use our scan ner, specifically 3D foot measurements, to help them further understand and identify the subtle variations in foot shapes,” Schwartz says. “We have the only scanner that collects 16 dif ferent 3D measurements, so it’s incredibly useful for developing footwear. The Albert 2 Pro can also collect both static (standing) and dynamic (walking) pressure data.”

2022 september • footwearplusmagazine.com 47

continued from page 15

The more brand connections the Albert 2 Pro makes the merrier, says Schwartz. “Over the past 20 years, we’ve used learnings from our foot scanners to develop Aetrex footwear and orthotics lines, so we knew 3D data would be the next step for brands besides ours to develop their footwear and performance products,” he says. “We just didn’t know how much interest we would get so quickly.” That interest includes recent inquiries for complete access to anonymous global 3D foot data across Aetrex’s database to help brands develop highly informed lasts. “We’re excited to share that we have a new 3D data portal launching soon on our Foot.com website,” Schwartz says. “More to come on this soon.” —G.D.

Boa Fit System is using Aetrex’s Albert 2 Pro scanner to help achieve optimum ﬁts.

We’ve been extremely thankful and fortunate to have a loyal customer base, who has supported our family of brands through these challenging times. In addition, our professional sales team and staff have been the strength and backbone for our success through the pandemic. They’ve faced and overcome every challenge thrown their way.

Is it still the tip of the iceberg in terms of Asportuguesas’ potential?

Might another brand join the Bos. & Co. portfolio?

Aetrex 3D Scanner Making Friends Fast

Burton has also recently made friends with the Albert 2 Pro. The snowboard company is currently testing the scanner at its Vermont headquarters store as a part of its efforts to find a real-world data source to help understand foot shapes better, says Eric Carlson, senior product line merchandiser. The goal is to help customers find the right-fitting boots and orthotics based on foot type.

BOA has been utilizing the Albert 2 Pro to scan athletes’ unique feet, collecting key 3D foot measurements along with biomechanical data through motion capture, force plates and more to better understand the way subtle variations in foot shape, the construction of footwear uppers and material choices impact athletic performance. In addition to using scan data to select and recruit testers with a well-matched foot shape into the lab, BOA analyzes the data to optimize how its BOA Fit System integrates onto footwear to securely wrap the foot, yielding the maximum performance benefits.

We believe so. The introduction was very well received, and now the brand is well-timed with the changes that have occurred in our lifestyle over the past two years. The unique silhouettes and sustainability story remain the drivers, but as the importance of the sustainability story grows, we must remain true to that story. There’s a lot of people who talk about sustainability but don’t have the product or proper sourcing guidelines to support that story. You have to talk the talk and walk the walk. You can’t just claim you’re sustainable without the product sourcing and materials to support it. Consumers will ﬁnd out who the fakes are. Sustainability has always been a strong emphasis of Asportuguesas, and it will continue to be. We are always trying to ﬁnd new materials and innovations to make sure that the technology sup ports that story behind the brand.

Have the past two years or so been the most chal lenging in your 40-plus years career, or is this more a case of what doesn’t kill you only makes you stronger?

The Albert 2 Pro is state-of-the-art and user-friendly with increasingly broad applications.

Never say never, but right now our focus is on con tinuing to build the four brands that we have and adding Ambitious. Let’s see where that leads us.

What do you love most about your job?

Going to work every day with my family. My father (Jim) is 83 and in the ofﬁce daily. We all appreciate his passion and guidance. My brother, Dean, with his creative and marketing skills, is a fantastic partner. And my nephew, James, is now actively involved in both sourcing and sales. He’ll ensure the future growth of our company. The best thing that can be said is that we rely and can count on each other. •

interested before. Asportuguesas, for example, has deﬁnitely helped us expand in the outdoor specialty channel.

Where do you envision Bos. & Co. in three years? Doing well and stronger than we are today. We will continue to build our market share primarily with the independent retail customer base. While we’re on board with chains like Nordstrom, the lion’s share of our customers is still independent accounts across Canada and the U.S. Meanwhile, we’ll continue to further develop with our Portugalbased team to use the newest materials and lat est manufacturing techniques to make the most compelling collections.

AETREX CEO LARRY SCHWARTZ was confident the latest version of its 3D foot scanning technology, the Albert 2 Pro, would be a hit in stores with customers being able to discover what shoes and orthotics fit best. And that’s exactly what’s happened since the scanners rolled out nationwide, beginning in October 2020. Soon after, though, wholesalers began reaching out to Aetrex about utilizing the services of the Albert 2 Pro—BOA Fit System being the first.

Albert 2 Pro scanner

“If we understand where along the length of the shoe the average instep is highest, we can design our panels to lock that area in,” says Dan Feeney, Ph.D., director of the Biomechanics Research & Performance Fit Lab. “Similarly, we use the length from the heel to the metatarsophalangeal joints to determine where our last panel should end. Thus, we ensure footwear from industry-leading brand partners garner the maximum performance benefits of the BOA Fit System.”

Enjoiya

48 footwearplusmagazine.com • september 2022 SPRINGSTONDANBYPHOTOGRAPHY LAST SHOT Cool Shades Blue Clues Look for powder, baby and slate as light and cool alternatives to bright and warm summer hue staples.

Vionic

Sperry

NeroGiardiniLamo

Daisy Fuentes

All Black

Sugar

800-925-7463SALES@WASHINGTONSHOE.COM|WESTERNCHIEF.COMWomen’sSophieCross

Featuring Aetrex orthotic support and memory foam cushioning for superior comfort

Footwear Plus | September 2022

Articles inside

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Shoe Salon

Editor’s Note

Good Times

A Note to My Younger Self