The Potential of Collaborative Effort in Sustainability – in conversation with Julian Lings, Senior Manager, Brand Sustainability at VF Corporation

Wouldn’t it be nice if outdoor brands shared concrete strategies on doing good for the environment? Sharing insights into new technologies of producing materials more eco-friendly? Together, ensuring that carbon emissions decrease a lot faster, and product development becomes more and more sustainable to combat climate change.

It’s a mission already realized across nations, with The Paris Agreement bringing them together for a common cause. So why not integrate shared goals into businesses as well?

Of course, the logical (or economical) answer seems to be that companies won’t share their business advantages. In 2021, it’s more important than ever for brands to behave environmentally-friendly to strengthen their customer relationships, with consumers favoring products which meet their own requirements of sustainability. A shared-value approach that is uniting businesses with sustainable and community-building progress.
Having a thorough sustainability strategy set up is creating a competitive advantage - giving that away doesn’t appear to be in line with capitalism. Nevertheless, it might be a great chance to achieve a bigger impact in bettering the world. But is it merely a fantasy?

Who better to ask than the outdoor industry itself - or at least, key players in roles having the power to make change happen. One of these people is Julian Lings, Senior Manager, Brand Sustainability at VF Corporation. He makes it clear that the necessity of partnerships has long since reached the outdoor industry. Be it under one roof at enterprises who are uniting brands for common sustainability goals, or industry wide, with brands coming together for the good cause of bettering the world in the European Outdoor Group. So, what is happening in the world of the outdoor industry? Giving us an insight into the walls of his own work, we asked Julian to shed some light on the change happening in the industry.

Building sustainable businesses across brands in an enterprise

In the last years, we’ve seen companies putting sustainability on the top of their agendas, publishing ambitious goals in reducing their carbon footprints, choosing responsible manufacturers, focusing on recycled and reusable materials, and designing with circularity principles in mind. Of course, so does VF Corporation.

VF is one of the largest apparel retailers in the world, leading the way in cross-brand sustainability strategy in the outdoor industry. In total, they unite 13 brands under one roof, outdoor being one of their main sections with brands like The North Face, Icebreaker, Smartwool and Timberland. Under the motto “We are made for change”, VF is looking for a way to improve people’s lives and make the world better, with the necessary power and influence only a company of this size and (wo)manpower can have. Uniting brands and respectively their consumers for the same goals, creating shared values. Their shared sustainable practice makes it possible that those brands enable each other while staying true to their own identity, reach bigger successes in acting sustainable - or with purpose - together instead of alone - and at the same time, generate a better revenue.

https://www.youtube.com/embed/KgsunZKvLqc

In 2017, they decided to transform from linear to circular production. Realizing this for 13 brands simultaneously, that's a change happening on a grand scale.

To ensure that their goals are met according to their plan, VF is acting on two levels: Brand and Global. Each respective brand sustainability teams take care of improving the environmental impact for its brand, focusing directly on the aspects that concern each specific brand. The global sustainability team supports each brand team and keeps track of the overall process across all brands and corporate-wide. A must if change is supposed to happen: “The goal of shaping a sustainable future for people and the planet is going to require radical changes, from government policy, private and public finance, to the way that we do business every day. For business, those changes won’t happen by individual functions acting in isolation. The systemic changes that are needed will require a business wide response that brings together the skills and expertise of all functions to shape the sustainable future that we must strive to create.” (Julian Lings)

When actual change happens: Reducing the carbon footprint

A concrete example of what they have achieved in the last years is their collaborative effort of reducing the carbon footprint. According to Julian, “60-80% of our carbon emissions are produced in material processing and product manufacturing. How material is made into products. Consequently, one of our main goals is shifting to materials with a low carbon impact. For The North Face, it is polyester and nylon, where we prioritize recycled materials. For Smartwool, it is about transitioning to recycled or regenerative wool. Each brand has its unique targets.“ 

One of the most important materials to focus on for most brands is cotton. Around 50% of all textiles world-wide are made from its fiber. Unfortunately, conventional cotton farming processes are a significant contributor to biodiversity loss, soil erosion, and carbon emissions. With 1.5 million units of apparel and footwear produced by VF’s brands, this is one of the biggest chances to deliver results by collaborating to meet their targets until 2030. That's why they are changing their course from conventional farm methods to innovative ones.

Soil acts as a vital carbon sink by sequestering carbon into the ground. Normally, conventional farming and agriculture is responsible for a significant amount of greenhouse gas emissions. However, regenerative farming solutions allow us to turn it around by enhancing soil carbon sequestration, for example, by no-till farming technique, or enriching the soil with compost.“, says Julian.

A development of new cultivation, especially with exchanging synthetic fertilizers with organic compost, results not only in better soil health and biodiversity, but also offers the tantalizing prospect of having a net carbon positive impact. Obviously, this isn’t done by VF alone, but in cooperation with responsible manufacturers and companies that focus on developing innovative ways to act more sustainably.

When companies come together, change happens

Or how the popular saying goes: "Alone we are a drop, together we are an ocean".

What we can learn from the example above is that the moment that brands are focusing on partnerships outside of their own walls is where the collaborative effect is becoming clearer.

Using our scale for good is intrinsically linked to a recognition that despite our size, only by working in partnership with others can we truly leverage our scale to address the biggest challenges the world faces. Breaking new ground on sustainable innovations such as regenerative agriculture can only be done by cultivating partnerships with NGOs, companies, and external experts.“ (Julian Lings)

A great example would be the development of The North Face Cali Wool Beanie project. This project was the brand’s first foray into regenerative agriculture and was only made possible through their partnership with Fibershed – a non-profit that develops regional and regenerative fiber systems on behalf of independent working producers. The growing and sewing took place regionally in California, bringing it back to their North American home. As a so-called “bioregional garment Project", regional fibers are integrated into the existing global textile supply chains, which are normally dominated by foreign manufacturers.

The partnerships from brands with NGOs allow for embodying an all-encompassing approach of environmental values and social responsibility. Adding an important step to the ladder of product design & manufacturing, which starts way before recycling and reducing, or creating awareness for environmental products. It’s a necessity to truly turn the outdoor industry around, not only on the outside, but inside its core.

From competition to collaboration - for a sustainable future across brands in the outdoor industry

Now that we have seen what is possible for one company and its partners alone, the question is: Will there ever come a day where competitive outdoor brands act together to make a change? A question that we want to direct to Julian: "Definitely. Collaboration between brands has been well-established in the outdoor sector for many years. We’ve been collaborating on a range of subjects, and the output of that work has been very important on specific topics. For example, the outdoor brands in Europe came together on the issue of microfibres, and helped to establish The Microfibre Consortium which has since become one of the leading organizations on textile microfibres. Similarly, these same brands have come together more recently to establish the Single Use Plastics Project to accelerate the work being done to address this critically important challenge."

The collaborative approach cross-industry and on a global level of The Microfibre Consortium and Single Use Plastics Project accelerated the progress of research and development, which couldn’t be done on this scale as stand-alone companies. A positive outlook for a near future where sustainability becomes at least as important as creating revenue. It’s a way of changing the industry as a whole, with VF being a strong pioneer pointing in the right direction.


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The Power of Identity and Purpose at The North Face – an Interview with their Brand Experience Manager Marco Mombelli

05th July 2020

“No small steps, but a big, bold transformation” – Chris Delahunty on the Digital Transformation at Eastpak

Chris Delahunty on the Digital Transformation at Eastpak: "We're going to put a jetpack on this business by making it digital"

Digital Transformation can be found on almost every company’s agenda that wants to stay relevant with technology advancing further and further each year. Transforming doesn’t only require new technologies, updated and innovative business strategies, but an overall change of a company’s mindset and culture. Successful digital transformation relies on a top-down approach with backing from above and collaboration of all departments. 

One company showing how it’s done is Eastpak, a brand of VF Corporation. The international bag & fashion company set their strategy to be a digital-first brand at the beginning of 2019 to keep up with their customer’s expectations and has been following through ever since. 

One of the people responsible for making this work is their Digital Marketing Director Chris Delahunty who we had the pleasure to interview. We asked him about the details of Eastpak’s progress, the highlights, and the challenges of the digital transformation. While he gave us a detailed insight, he has also shown how it’s not only a chance to grow your business but to actually become worthwhile as a brand. 

Chris, you’ve been at Eastpak for 5 years now. How has your career evolved?

I started in Digital 20 years ago. I got into digital marketing and kind of build a career around wanting to try new things, be innovative, and learn what’s going on in a market that was at that time very new. I set up my own creative agency which was working with big UK-based companies around how to take physical retail and make it work in the digital world and how to make the digital world work in physical. These two worlds were always very separate and I helped to bring them together. A lot of companies are still struggling there. 

Then I moved to Eastpak five years ago and the reason I was brought in is, because VF as a Corporation and Eastpak in particular, were looking at how to do digital. Eastpak has launched E-Commerce in, I think, 2010, so it’s relatively new. And they had no internal digital marketing skills. I came in to look at how do we produce content, how do we advertise online, how do we attract consumers in this world. And we’ve done that pretty successfully. 

So I came in as Marketing Manager, got promoted to Senior Marketing Manager, and now am Digital Marketing Director. My job is gone from just doing eastpak.com to looking after amazon, zalando, looking at new territories. It has become this big all-encompassing global role around how digital works and how to grow the business.

That’s quite a successful evolution in 5 years. 

Yeah, yeah, I think so! The thing is: Although I’ve worked in the industry for that long, it’s still very exciting! And there are still so many exciting and new things that we can do. It never feels like we’ve run out of ideas, out of things that we want to investigate, or new things to try. There are always new interesting people to meet as well. So I really enjoy working in this area, it’s great.

At the beginning of 2019, Eastpak decided to become a digital-first brand. Why was this decision made?

There are a few reasons. VF Corporation is looking at how do we get closer to our consumers. And how do we become more effective as a business? What we as a company have seen in the past few years is that our consumers use more and more digital media, whether this is social media, whether it’s streaming videos, whether it’s research online for advice. Even if they’re in the store, they will use their phone. So it makes sense to go where the consumer is if you want to grow the business. 

In 2018, we did a review of the business and looked at how do we make the most of this untapped potential. And decided that rather than to make small steps, we should make this big, bold transformation. And say we’re going to put a jetpack on this business by making it digital.  And that requires a fundamental change in the way you’re thinking. You don’t build a business anymore by just putting posters outside and hope that people see them. There’s a lot more that we can do around digital marketing, advertising, and sales.


"We decided that rather than to make small steps, we should make this big, bold transformation. And say we’re going to put a jetpack on this business by making it digital.  And that requires a fundamental change in the way you’re thinking."

Chris Delahunty

Is there a specific expert team taking care of the digital transformation at Eastpak?

The way we approach digital transformation is that digital needs to be in every area of the business. We as a digital team specialise in our area, but work with the more traditional areas as well as to help them understand what influence digital has in their world. So if your work is wholesale or sales what does digital help you with, what are the tools you need, what are your consumers doing, and actually what’s happening in the digital world that you can then use to influence your customers. It’s everyone's responsibility to make sure digital transformation happens. 

So, each department has its own projects and tasks regarding their digital transformation and are working together.

Yeah exactly. Normally, if something involves digital, we get involved, because we have the expertise. But that doesn’t mean things don’t happen if we say they shouldn’t happen. 

The different departments use digital, our product team investigates new digital techniques for designing, they use digital technologies to research the market, our brand marketing team will get involved with digital as well. Everyone is involved in their own way.

Which part of the digital transformation strategy of Eastpak has impressed you the most?

Bringing together the departments into one big digital department. That was a total mindset change for people! There were three teams in very different areas and they all came together into one area under one leader. 

What happened is we came together and said: we now have a collective aim which is to drive this business forward using digital. 

Because of that, we have been able to look at how does our business work, how are we able to grow, and what are new options to make this work. That change of mindset and that we have the backing of management to do it - this was the most impressive part.

That’s quite a positive example of how digital transformation should be processed in a company.  But surely you also had to face some challenges?

There are always challenges. But my mindset is that you can sit there and complain that you don’t have it or you can go and do the best job that you can. I tend to look on the positive side. Anything where you’re missing something, take it as a challenge and don’t waste that challenge.

Could you elaborate on what projects, especially in regards to digital-first, you’ve been working on in the last year?

Yeah, the transformation is just one half of what VF is doing. One of the big campaigns we did last year was about Pride in June. It was a purpose-led message, it was content that started in digital, that went live in digital. And it wasn’t „please come and buy this product“. It was ten stories of people in the LGBTQ+ community. Letting them tell their story. We used to expand this to advertising as well, to create a story that people would see and share and engage with online. So, I think the reason why I bring this up is a digital-first execution that allowed us to build and drive the brand online. We will do something similar this year. 

We don’t only want to do business, but something that’s worthwhile as well. About one and a half years ago to now, VF has become a purpose-led business. It’s not only about driving revenue, but also about powering movements to have a positive impact on people and communities as well as on the planet where we all live. Sustainability is a very big thing for us. Also, we are committed to creating an inclusive and diverse work environment for our people. That is the kind of project that says more about us as a brand than a product can. 


"It’s not only about driving revenue, but also about powering movements to have a positive impact on people and communities as well as on the planet where we all live."

Chris delahunty

If you talk about purpose-led projects like that, is there really a priority in doing good while neglecting the return of investment?

At Eastpak, we measure effectiveness differently. What we do is, we don’t look at each campaign and the ROI of each campaign. We look at how we as a business are doing in total. Of course, this doesn’t only rely on purpose, but performance and purpose. Our main goal is that the business grows. And the business grows by being effective in channels where you strive for revenue, it grows by making sure that the consumer can find you, it grows by good brand awareness, and by being a brand that people want to be associated with. Within digital, we have to do all of these tasks which is a lot, but it’s also exciting. We’re doing well as a business, so I guess we’re doing something right.

Coming to the end. Since we are a career platform, we are finishing off with some advice for possible candidates. What would your advice be for someone who wants to start a career in digital or switch their career to digital?

For people switching their career: One bit of advice I give to people - which is horrible for you as a job board - is sometimes it’s best to stay where you are. Because sometimes people think they have to switch jobs every 18 months to two years to stay fresh. Actually, there’s somewhat to be said about staying a bit longer, because it enhances your skills. So when you do jump, you’ll jump to a better job than where you would have jumped to after 18 months. Sometimes it’s good to stay where you are. 

In terms of starting that role. Everyone can do digital marketing. Most CVs kind of look the same when you get them. So what I look for is something that makes a candidate stand out. Whether it’s something interesting they do outside of work. Or their cover letter is just crazy. Personality attracts me. It does come down to the personality of a person quite a lot more than the skills. Because you can teach skills. Especially in marketing.

I will give you an example. We were looking for a copywriter a couple of months ago. We had a lot of experienced copywriters come to us with a full portfolio and they had experience up to 10 years. And we hired someone who had no experience as a copywriter and had no university degree as well which all jobs ask for. The reason we hired her was that we found articles that she created online and they were really good. And her attitude is really good. And she’s really nice. So we thought: We will hire you because you fit the brand. 

I think it is an important point to research the brand before you apply for the role and understand what their culture is. Because then it is more likely you will get an interview. Then when people do interview you, you are more likely to be accepted into the role. 

I still think that digital people tend to be more forgiving than people in traditional roles. We are quite relaxed around professionalism. That’s a horrible way of putting it. We like people to be professional, but at the same time, we want there to be something else as well. We want them to make our jobs fun and interesting. So that’s the advice that I would give to people trying to get into digital. It’s be bold in what you’re trying to do. 


Eastpak tagline ‘Built to Resist’ is carried through in the culture at Eastpak. Our values of Empowerment, Freedom, Creativity, Collaboration, and Positive Resistance colour everything that we do and who we are as a team.

Eastpak is a subsidiary of VF, the world’s largest apparel and footwear company comprised of over 30 brands.


The Power of Identity and Purpose at The North Face – an Interview with their Brand Experience Manager Marco Mombelli

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The Power of Identity and Purpose at The North Face – an Interview with their Brand Experience Manager Marco Mombelli

The North Face is the largest outdoor brand in the world, not only in regards to their gear and products, but especially in terms of a strong identity. They are not plainly selling products, but have managed to create a voice that communicates their values of Authenticity, Empowerment, Perseverance and Environmental Responsibility. The North Face has been creating a brand experience which is involving their customers directly and invites them to live their slogan "Never stop exploring" instead of just reading or hearing about it.

One of the people making this possible is Marco Mombelli who is the Brand Experience Manager of The North Face. In his role, he develops and manages the brand experience strategy, especially by optimising their physical touchpoints to create a community and enable them to go outdoors. Furthermore, Marco is a great interlocutor and thus, has been up to an extended interview about his role and the very big topics of brand experience and brand purpose.

In this interview, we got insights into:

  • how The North Face's brand experience inspires, connects and enables their customers to explore and protect the Outdoors
  • why every lifestyle & outdoor brand essentially has to develop a strong identity and voice
  • how purpose affects VF Corporation and its brand The North Face and why to strive for doing good and doing well

As we talked to Marco back in the beginning of May 2020, we also took the opportunity to address the Covid-19 crisis and how The North Face managed to still enable people to explore in times of a lockdown.

When looking at your career, you’ve been working in the sports business since 2002 for different brands before you became part of The North Face in 2015. What has drawn you to work at TNF?

MM: I actually started working at VF in 2008 and recently celebrated my 12th anniversary which is amazing. How did I end up working at The North Face? Wow, where do I start? I mean, everything in my life has led me to my current role. My family used to run a small business selling building materials, and after studying accounting in high school I felt it was my destiny to do something entrepreneurial.  But I realized I had more to learn so, I decided to continue my education and  go to university, where I studied Communication and Public Relations. 

I started working in 2002 for Red Bull as a Student Brand Manager and after a year I was promoted to Assistant Brand Manager. At the time, I was still studying and I was in a punk rock band that was becoming popular - we had a video on TV and a second album due, which obviously took up a lot of my energy! I knew I was taking on too much, but I knew if I quit school, my parents would kill me! So, it was a decision between Brand Management and Rock’n’Roll.  I decided Brand Management could wait – and I chose school and rock’n’roll

And then?

MM: I kept studying and kept working hard with the band.  Being part of a band was a great experience, but I soon realized that Rockstardom wasn’t for me, so I got back on track.  I found a great job at Connexia, one of the biggest PR companies in Milan. After a few years there I was contacted by the Country Manager of Vans Italy and I started to work for Vans in 2008. I was the Marketing Manager in charge of pretty much everything - from athletes to PR to events. 

I was based in Milan for the role and although I loved the city experience I missed the mountains, the lake and my family. 

I was eager to move to the VF EMEA HQ in Stabio, Switzerland  which was closer to the mountains and closer to my hometown. Unfortunately, there were no positions at Vans, but there was a good opportunity at the Reef brand instead. At the time, my manager said, “It’s a small brand, but it could be a good platform for you to have a more European role”. Not a big team to manage, but I was in charge of the whole brand at the European level, which again was a great learning experience for me. After some time with Reef I realised I wanted to join a bigger brand, with more structure and when an opportunity to join The North Face came along I took it. 

The role was maternity cover, stepping in as Wholesale Marketing Manager in charge of Spain, Italy, the Nordics and the Netherlands. It felt very natural. Even though my previous experience was with action sports brands, I have a real love for the mountains and have snowboarded since 1991. I felt an immediate connection to the TNF culture and people and I knew it was the right step.

And how did you end up becoming The North Face’s Brand Experience Manager?

MM: Once the maternity cover position ended, I swapped roles again, moving to the Retail Team and working on retail transformation - shaping the way for stores to move from shopping spaces to brand experience platforms and finding new ways to interact with and to engage consumers.

Your responsibility is optimizing the brand’s physical touchpoints. How do you actually  improve the experience at a retail level?

MM: I was challenged to create the first TNF Community Program in 2016. We created the first one in London, using our physical stores as a Hub for the Community to meet up before going outside to explore, to meet for workshops and to listen to talks from our athletes. 

We now have 9 Communities across Europe and we engage with more than 20,000 Community Members on a yearly basis. The Community Groups take up most of my focus and I’m very proud of this. You really get the chance to have a positive impact on people’s lives. On a weekly basis, we offer sessions with personal trainers specializing in outdoor activities who lead either outdoor workouts or activities such as indoor climbing.   After London, we developed Communities in Munich, Berlin, Paris, Milan, Stockholm, Chamonix, Manchester, Bolzano – focusing on key cities and awesome outdoor destinations.

The North Face Shop in Soho, New York: An area to get inspired and hang out in the community
Photo Credit: The North Face/Sasha Turrentine

So, you’re saying that a shop is not a shop, but a place for a community to meet. Where they can exchange their minds, their opinion, just watch a movie together, connect.

MM: Yes! I could tell you a thousand stories of people making new friends through our Community Program!  In our Community Groups, you are sure to find likeminded people with whom you share the same passion for the Outdoors.

In the end, we are successful because of the passion of our Community Managers and Community Members. If you talk to someone who is a snowboard enthusiast, a skateboarder or an Outdoor person in general, they love (and will talk forever) about their passion, whether its hiking, climbing, skateboarding or snowboarding. This passion is behind every product we sell. Behind every jacket and backpack and shoe. It’s a culture, you know. It’s something that brings people together.

In you could put it as simply as possible, what does the term ‘brand experience’ mean?

MM: Our team of Community Managers and I take our inspiring campaigns and stories and bring them to life by providing a platform for people to participate. Without this approach, our consumers would be spectators, looking at pages in a magazine or films online. We want to enable people to actually experience our brand stories, The North Face brand, and in turn become a part of it.  I believe this is truly important. 


My generation were educated to be spectators. You watch a movie, and the actor is the star, right? The young people of today are different – they want to be the protagonist - the hero of their own story. They don’t want to only be inspired. They want to be enabled. I like that!

Marco Mombelli, Brand Experience Manager @ The North Face

And how does this affect the role of the customer and the brand?

MM: Brand experience is about enabling. In the early 2000s and in the late 90s, brands focused on inspiring consumers. You showed them an advert, they got excited and eventually they went and bought something. My generation, I’m from 77, were educated to be spectators. You watch a movie, and the actor is the star, right? The young people of today are different – they want to be the protagonist - the hero of their own story. They don’t want to only be inspired. They want to be enabled. I like that!

So how can we do that? How can I do that? I think the role of a brand is becoming more and more about enabling people to experience something. Especially, with an audience like today’s generation that have such a wide choice of options. 

How are you solving experiential marketing during the current COVID-19 crisis?

MM: Of course, in this moment, being in charge of events is not ideal in any industry! But we’re focusing on how we can make training accessible for as many people as possible, as responsibly and safely as possible. 

You have to be flexible and agile in these situations, so we moved our physical touchpoints to a digital channel where people who were locked down could have an opportunity to work out with our trainers. We are using our athletes, influencers and members to help keep our community engaged and inspired. Because as you know, in this situation, staying fit and staying connected is very beneficial. We are using technology to motivate them to be prepared for their next adventure, as soon as we can all start exploring again.

In your opinion, how does Covid-19 affect the outdoor industry in general? 

MM: Right now in Italy, we are in phase two*, where people are allowed to do sports outside the home. So I think for us, for the outdoor industry, it presents a good opportunity. Pre-Covid-19, a lot of people used to go to the gym for fitness.  Now, in my opinion, the trails are the preferable place to train, to re-energize, to experience nature, and all the while maintaining social distance. 

At the moment, we want to support people, driven by our purpose of powering movements and active lifestyles. So how can we enable people to escape the city by themselves? We have the platform and the knowledge. My goal is really to use the network that we have to inspire and enable people to leave the city. 

*Note from Editor: The interview was held at the beginning of May when Italy had just entered phase 2 of the corona lockdown restrictions.

The North Face is also communicating „We will weather this storm together“ through your online channels right now. What’s behind this?

MM: This is part of our Explore Fund campaign. We’ve launched a ‘first of its kind’ fund, with 1million euros available to charities and organisations in the UK, Germany, Italy and France to ensure they are able to support exploration when it’s possible again. 

Do you think that the desire to explore and to go outside does help to create an environmental consciousness in society?

MM: Yes. I see that, in general, the current generation is more environmentally conscious, compared with past generations. The younger generation values sustainability. They value having the least negative impact on the planet as possible. 

What is important to highlight here is that although I believe everyone has the desire to explore, not everyone has easy access or exposure to the Outdoors – especially people living in big cities.   I think it’s important that we make the effort to show people what the Outdoors has to offer and to enjoy the Outdoors responsibly.   

For example, what we do quite successfully in our community in Stockholm, is plogging. It’s a combination of jogging and picking up trash.  Maja Tesch, who is one of our Community Managers there, is a leader in the plogging movement in Sweden. I see this as an important trend. It’s an activity that matches physical performance and doing your part. 

The result is impressive after one day of plogging / trail running with garbage collecting by The North Face Trail Academy

If we talk about sustainability, we should also take a look at purpose since brand management strategies in the 21st century often revolve around those two topics. What does brand purpose actually imply?

MM: That’s a very good question. One of the things that excites me the most about purpose is the chance of doing good and doing well - at VF we call it the power of „AND“. As a Purpose Led company, our focus is running a healthy business with a return for its investors, and at the same time, working for the betterment of people and planet, having a positive impact on our society. With a company on the scale of VF, with thousands of employees and touch points all around the globe, we can really enable people to do better. 

Nowadays, being a brand is more than a logo on a T-Shirt. Being a brand is a representation of a culture with rituals and with values. It is about having a strong identity. When you walk around with a The North Face T-Shirt, you are communicating what kind of person you are. If you take a look at VF’s brands, at Vans, The North Face, Timberland, you’ll immediately understand the lifestyle associated with them.

I don’t want to imply that brand management is becoming more and more important to guide society. But for sure, it’s one important factor. Brands have quite some influence, but also a lot of responsibility. We better find the right spot in between doing good and doing well.

How do you define The North Face’s brand purpose?

MM: Our brand ID is: „We dare to lead the world forward through exploration“. So, when you see our logo, you will immediately think of exploration. It’s not limited to physical and outdoor activities, but actually includes a state of mind. 

For me, exploration is the sum of curiosity and courage. Curious people daring to ask „Hey, what’s next?“. Explorers strike out in new directions, with curiosity, but also courage, pushing them further. Exploration has always been essential for human progress.

So, to simplify you could say that The North Face’s purpose is to completely embody exploration. We want to improve the world around us and find new ways to do so. But again, you need curiosity and courage to get to know what’s behind what we know already. It means embracing the culture of failure. How many times do you need to fail before you succeed? 


Take a look at the relevance of sustainability. Today, brands need to be sustainable or else you’re out of the market. Being purpose-led is probably the next determining factor. You need to have a voice, an identity. You need to generate disruptive change. I think the consumer is asking for that from a brand.

Marco Mombelli, BRand Experience Manager @ The North Face

Why do you think purpose is becoming such a big topic today among so many brands? 

MM: Take a look at the relevance of sustainability. Today, brands need to be sustainable or else you’re out of the market. Being purpose-led is probably the next determining factor. You need to have a voice, an identity. You need to generate disruptive change. I think the consumer is asking for that from a brand.

What role do you feel brand experience and purpose play in the internal culture of the North Face? 

MM: We have five internal guiding principles.  I have listed them below and explained what they mean to me personally and in my role.   The guiding principles are not part of a marketing campaign, but rather part of our brand purpose.  Whether you work in Finance, in Customer Service, in Sales, the principles are same for everyone. 

The internal guiding principles of The North Face:

  1. Love wild places.  Of course, we have to explore and protect our playground. If there’s no outdoor, there’s no outdoor industry. 
  2. Spark curiosity. It’s important to be curious. It’s an attitude, a state of mind, which is instrumental for exploration.
  3. Dare to disrupt. The North Face has always been bold. You can’t be a brand that pleases everyone. If you want to be authentic and true to yourself, you sometimes need to be disruptive. People sometimes need to be shocked about what you do.
  4. Create Community. And this is particularly meaningful for me. The power of being together.  In this time of social media, especially in big cities, people don’t talk to each other as much anymore – especially new people.  Instead we spy on each other through a screen. Through the TNF Communities, we have the chance to connect likeminded people on a regular basis, to actually spend time with them and to make new friends, to go outside, socialize and just connect. That’s something strong. That’s what I am really proud of. It actually gives me goose bumps to talk about it.
  5. Integrity. Very important. It’s self explanatory. 

Should employees or candidates thinking about applying at The North Face have an affinity for outdoor sports, for purpose, sustainability?

MM: To be honest, I think that if you work for a lifestyle or outdoor brand you should have passion for what the brand does and represents. In my opinion, only then, will you be able to fully contribute. If you’re not passionate about the outdoors, action sports, or whatever each brand embodies or represents, it’s not going to work. Either way it is a cool job, you work for VF, it’s a great company, it treats you well. But if it’s just a job for you, you can work for any other company, for example a bank. I mean, maybe you have a passion for banking and that’s the way to go. But if you want to work for the leading outdoor brand, you need to have passion for the Outdoors.


The North Face® is part of VF Corporation one of the world’s largest apparel, footwear and accessories companies connecting people to the lifestyles, activities and experiences they cherish most through a family of iconic outdoor, active and workwear brands including Vans®, Timberland® Eastpak®, Kipling®  and Dickies®

Our purpose is to power movements of sustainable and active lifestyles for the betterment of people and our planet. We connect this purpose with a relentless drive to succeed to create value for all stakeholders and use our company as a force for good. For more information, please visit vfc.com.

How products come to life: An interview with Hermin Uzer from Napapijri

You might ask yourself: How exactly does a sketch from a Designer turn into a real product? As we just have a very general answer to this question ourselves, we passed it on to an expert in this field.
Hermin Uzer, Head of Product Development of Napapijri since 2011, translates design ideas and transforms them into three-dimensional products on a daily base, through all of the stages involved in developing outdoor apparel from concept to final product.

We were lucky to have her give us passionate insights into her work at Napapijri, shed some light on what exactly product development is (and what it is not) and after all, how it brings the brand to life.

Sportyjob: Let's jump right in. I have to admit I always found it difficult to really explain what Product Development actually is. Maybe you can help me and the readers get a better understanding of it. What exactly is it that you do at Napapijri?

Hermin Uzer: In a nutshell, product development is making the garments three-dimensional. You know, we make the garments real. There’s a lot that needs to be done, so where we start is basically when we get the briefing and the target from our merchandising team where they note the retail prices, the line architecture, what kind of innovations or carry-over-styles we need to consider. What the general direction is. It’s the same briefing that the designers get.
Based on that, we deliberate who the right vendor would be. And after that, we would get the initial sketches and ideation from the designers and we would work with the raw materials team to arrange all the components that are needed to make the product real.

SJ: So it’s basically the entire journey from the product. And if you would break it down how your department develops new products from scratch to market, how would you describe it?

We would start with the sketch from the designers and create a technical description for it. We then send the technical sketches to the vendor.
So, we make detail sheets, we scan sketches for construction and design features that we have to specify. This might be a very specific sleeve-construction, a specific fit or functionality that we need to take into consideration. It's really about every single detail. The color, the applications, prints, specific stitches. Maybe other features or handcrafts. Completely sketch out every single thing and component so that it's absolutely clear what the vendor needs to produce.

SJ: And after that?

HU: For the second step, we actually visit the vendor and together with them look at how the construction came out. Is it nice? Are there limitations? Do we have to make some adjustments? And directly in the factory, we work together with those vendors, making sure that the design is something that we can realize in the garment.

SJ: What's the biggest challenge about it?

HU: Our most intensive work is maintaining the design integrity within the possibilities that exist. So, coming back to what I said back earlier, the target that the merchandiser's define is a very important factor in product development, but keeping the design integrity is even more important. Because that, you know, that gives the wa-woomm and the life and the DNA to the brand!


The target that the merchandiser's define is a very important factor in product development, but keeping the design integrity is even more important. Because that, you know, that gives the wa-woom and the life and the DNA to the brand!

Hermin Uzer

HU: Anyway, that’s usually the part where we spend 80% work time on, going back and forth to the vendors, working on the washes, applications, the sizing, the construction, the workmanship, the pricing, the fabrics and everything. It’s a lot. It’s basically everything.
That’s why I said in a nutshell it’s making a design three dimensional. It’s not just going to the vendor and a sample comes out. It’s really working in translating the inspiration from the designer, but maintaining the KPI from the merchandiser in order for them to place it on the market.
After that, we would get a first product, we would have a review meeting with both merchandisers and the designers to get their feedback on the execution, on the color, on the intensity, on the price, etc. And usually, we construct a garment further until we get to a second prototype. And so on until the final product comes out.

SJ: A very extensive process.

HU: We also have to take into consideration the testing part on quality: this requires testing of the fabric and the components, but also full testing of the garment - do all features and benefits work in construction, such as seam-taping, or wash details, colour migration? Does the fabric work in combination with the excecution – pilling, snagging, and so on. To make sure we deliver an up to standard product to the consumer, we have to look at each and every aspect while developing.


https://www.youtube.com/watch?v=GZwQ7uOoWik
Hermin Uzer goes into further detail on how she develops products for Napapijri


SJ: It seems like Product Development and the Design process are very entwined. You studied Design yourself at the AMFI. Does it come in handy for your position?

HU: I would say yes and no. It’s very difficult. I mean I started out as a Designer indeed. However, at the time that I started, Design, Development, Coloring, being responsible for graphics and production, was all-in-one.
In that period of time, you know, as a Designer, we were obliged to go to the factories and take care of the realisation ourselves.
And I clearly remember the moment it had changed when some bigger corporations came to Holland - that is in my case, as I work in Amsterdam - there was a moment when I had a talk with a large international company and they asked me „Ok, you have to make a choice. It’s either design or either development.“ And I was like „What do you mean? Design and Development is one and the same." But in this company, Designer's were in charge of setting up and designing the collection, but the developers were responsible for the realization of the product. That’s when I decided, I'd rather go into the product development side, because realization for me is more important. Because you can have a beautiful sketch, but then the outcome might not be like you imagined.
So I wanted to be as close as possible to the design. However, when I look at some of people that I worked with in the past who have been in my team of developers, you know, most of them they are younger and they didn’t have any design experience, but they’re extremely good developers. I think if you have a combination of understanding creativity, even though it’s not your own design, and understanding the DNA of the company and the creativity of the Designer, being able to translate it into a construction so that you don’t change the styles too much - that’s the most important asset you can have as a developer.


If you have a combination of understanding creativity, even though it’s not your own design, and understanding the DNA of the company and the creativity of the Designer, being able to translate it into a construction so that you don’t change the styles too much - that’s the most important asset you can have as a developer.

Hermin Uzer

SJ: That's incredible! I need to admit that I’ve actually never really distinguished between Design and Product Develoment.

HU: Honestly, I think you shouldn’t. Over the last 25 years, it’s how the development went. I am happy to see that nowadays, especially with the upcoming of digital design, the new master studies at fashion schools turn their focus on creating styles digitally. I see the fusion of Design and Development come back more and more. Because those students are obliged to really understand construction, pattern making, fabrics, applications and everything, whereas there was a time when design was only focused on creativity. Realization was important, but not in depth. I see that coming back in the newer generations.

SJ: Yeah sure, it is really important that the Designer's have an understanding of the overall process.

Yes! It is! In my opinion, designers and developers do have different strengths, but they should actually know exactly the same. It’s like your left and right arm. And without one the other would not function.

SJ: Let's finish with a personal insight. What is your favorite part of being a product developer?

HU: It’s being in touch with the product. Even though it’s something that I don’t design, it is designed in my brand, so it’s also something from me. Just having the challenge to realize that design and enable the adaption from all sides, from quality, execution, targets and design integrity. That’s - it’s always nice! It becomes your little baby. You’re responsible from Step B onwards - but even without Step A, it’s your little baby.



Editor's Note: Napapijiri is part of VF, the the global company behind around 30 of the world’s leading sports, outdoor and lifestyle brands.
With a finnish name, the norwegian flag as a logo and found in Italy, Napapijri represents a global mindset through the intersection of boundaries, culture, nature and art. The brand portfolio includes Menswear, Womenswear and Childrenswear.

The different types of product managers in the sports industry

Get an idea about the different requirements for the position of a product manager in the sports industry

When it comes to product management, the job title is actually very vague. Most of the times, you'll find a job posting  looking for a „Product Manager“, senior or junior. If you're lucky, it is expanded by an additional keyword.  While Marketing positions often give away their specific role in the title - like SEO Manager, Social Media Manager, E-Mail-Marketing specialist, etc. - the product manager role is often just named as that, a Product Manager.

When looking through the different job ads on Sportyjob though, you’ll realize quickly that the requirements and tasks vary a lot. A consequence from the different profiles that a product manager can fulfill. There’s often more to this role and choosing a product management position that fits your skills, interest and character often needs a detailed look in the job description.

To make your job search easier, we've analyzed our job postings and created an overview about the different types of product managers that companies have been looking for in 2018. So what kind of product managers in the sports industry do exist? 

But first: What is a product manager in general?

[caption id="attachment_35313" align="alignleft" width="120"]Profiles of Product Managers in the sports industry Click to view our infographic on the different roles of a product manager[/caption]

In the sports industry, product owners or managers aim for success for products or product lines released in the domain of a brand. They develop strategies to please the customer’s needs in order to optimize a product or its communication and conversion. They create roadmaps, analyze and predict the market, set the communication in between the different related teams (engineers, marketers, designers), stakeholders and executives. The role often comes with great responsibility, decision-making and a good knowledge of ones market.

In detail, the position and its responsibilities vary a lot according to company sizes and goals. Here’s some examples of product managers that you’ll find in the sports business.

 

The Product Developer

This product manager is driving the process from briefing, over concepting, developing and finally, producing new products for a sports company. In the sport’s goods market, the position often just focuses on a certain product group of a brand. For example did Timberland (VF) look for a „Global Product Developer SMU Footwear“ in October who oversees the development of accurate prototypes. SMU Footwear stands for Special Make-Up, an edition of a shoe made of special material. Especially for experienced candidates who have worked in other industries before, this role is a lateral entrants magnet, as long as you have some product knowledge.

Even if it might seem so, the product developer does not design the product, but he oversees and manages the development. His/her responsibility of  is the translation of customer's needs  and afterwards putting it into the form of specific product requirements, communication between the different teams to produce molds, develop or find out new materials to use, the way to advertise the product, etc.

Which skills do you need

A product developer should always have great concepting and communication skills as they need to document and define the development. Writing specific spec’s for engineers and manufacturers, as well as reporting to stakeholders are a constant part of the job.

Furthermore, they should acquire great decision making skills and prioritize, rank, and/or reject features, enhancement requests, etc.

Also, an eye for detail great understanding of material, fabrics and technical aspects of a product come in handy.

Product Manager Conversion Specialists

There’s product managers that tasks mostly focus on improving the conversion of already existing products. In conclusion, this strategic role needs a good understanding of analytical tools and data, as well as key metrics. Instead of developing products or improving them, these product owners are working on optimizing the conversion across all channels, landing pages, funnels, customer’s experience and even pricing.

Further examples are Workflow Product Managers who track a customer’s workflow to improve the functions of a website or app and the interaction with the user.

Which skills do you need

This kind of product manager is very data-driven. They should bring an understanding for different monitoring tools, like Google Analytics or KissMetrics, depending on the tool the sports brand is using. A former knowledge of E-Commerce and Online Marketing can be a big plus.

Digital Product Manager

Instead of handling the management of analogue products, the digital counter part of this position handles digital products. In the sports business, these are mainly hired for online platforms. He or she evolves the online and/or mobile experience for the best user experience. In their recent job ads, VF looks for a Digital Product Owner who is developing innovative ways to deepen customer engagement and profitability through the use of digital channels. 

Their exact performance in the position depends and can be located in each of the described roles above, but often includes technical aspects.

Which skills do you need

In addition to the essentials of every product manager, the digital role requires an understanding of the digital landscape, as well as technical aspects of e-commerce.