Look around our stores, offices, and trade show aisles, and it鈥檚 clear the outdoor industry still has a diversity problem. Data from the workplace nonprofit Camber reveal that our ranks remain 81 percent white, compared to the U.S. population at large, which is 58 percent white. Besides the obvious equity issues, we鈥檙e also short-shrifting our businesses: studies repeatedly show that diverse companies are more likely to outperform their less diverse competitors on profitability, innovation, and worker satisfaction.

Simply hiring more diverse staff won鈥檛 fix our diversity problem. If your work environment isn鈥檛 inclusive and your business practices are inequitable, then diverse talent is unlikely to stick around. We鈥檝e created this guide as a step-by-step resource for any company willing to rethink how it hires.

Step 1: Conduct an Internal Audit

Before you begin actively recruiting, it鈥檚 important to take a company temperature check to examine the culture and systems currently in place. Have diversity, equity, and inclusion (DEI) been prioritized in your vision, mission statement, and core values? If not, write an equity commitment statement and set up internal policies to solidify your goals. Are practices like regular compensation reviews in place to make sure all employees are treated fairly? Establish a method for ensuring pay equity, such as using a salary benchmarking tool like Payscale. It鈥檚 important to also take stock of your current demographics, as well as those of your partners, vendors, and any models in marketing campaigns. In order to measure improvement, you have to know where you began.

Take action:听Hiring a consulting firm that specializes in DEI, such as the nonprofit Beloved Community, will help you lay a road map鈥攁nd show employees that you’re serious about the work.

Step 2: Diversify Your Hiring Team

Build a hiring team with a wide range of experiences and, if possible, demographics. According to Renita Smith and Emily Newman, co-CEOs of Camber, a diverse hiring team that鈥檚 undergone anti-bias training is more likely to yield diverse talent. Watch out for confirmation bias鈥攖he tendency to favor new information that supports one鈥檚 existing beliefs (in this case, about a group of people)鈥攁nd affinity bias, where people show a preference for candidates who are similar to themselves or have the same background they do (e.g., you went to the same college).

Take action:听Evaluate your own biases using Harvard’s many free Implicit Association Tests (IAT), available online. LinkedIn Learning also offers a more in-depth “Unconscious Bias” course led by Stacey Gordon, founder and CEO of Rework Work.

Step 3: Write an Inclusive Job Description

While important, it鈥檚 not enough to simply broadcast boilerplate text declaring your company an equal-opportunity employer. Instead, that messaging should be made explicit to all current and prospective employees, and backed up with specifics about your company鈥檚 goals and policies. And the hiring focus should be on transferable skills in job qualification requirements, rather than on specific industry experiences. If you鈥檙e hiring for a customer service position, for example, people with conflict resolution and interpersonal skills could be a great fit regardless of their previous roles or education. In job descriptions, note that your company will consider alternative ways an applicant might have gained experience outside of traditional pathways. Avoid jargon that could confuse or discourage those trying to break into the industry, and always include a salary range, which helps prevent pay gaps among minority hires.

Take action:听Run every job description through the “Gender Decoder,” an online tool that scans text for masculine-and-feminine-coded words. Ideally, all of your advertisements would skew female, as research shows women are less likely to respond to masculine-coded language (while feminine-coded language had little effect on men).

Step 4: Tap Into Diverse Talent Pools

Post your position through alumni and professional organizations, like the National Society of Hispanic MBAs, and on specific job boards, like those maintained by the Black Career Women鈥檚 Network or Teresa Baker鈥檚 In Solidarity Project. And make an effort to actively recruit from places where diverse talent is entering the workforce, such as Tribal and Historically Black Colleges and Universities. 鈥淲e鈥檙e making sure job opportunities are broadcast further by posting positions on the Professional Diversity Network and Historically Black Colleges and Universities Career Center, and attending College Diversity Network events,鈥� said Damien Huang, CEO at Eddie Bauer.

Take action:听Make positions remote where possible in order to attract candidates from a wider geographic range, and offer flexible hours to better accommodate caregivers and people in different time zones.

Step 5: Rethink the Assessment Process

When advancing candidates through interview rounds, establish diversity quotas. Research published in Harvard Business Review found that when a final candidate pool has only one minority applicant, that person has a statistically nonexistent chance of being hired. To avoid this scenario, employ the 鈥渢wo in the pool鈥� rule; if there are two minority candidates, their chances increase dramatically. When it鈥檚 time to start interviewing, Eileen Mulry, vice president of human resources at SRAM, recommends adopting a 鈥渢ruth in advertising鈥� outlook. 鈥淐andidates appreciate it when you tell them what you are good at, but also what improvements you are working on organizationally,鈥� Mulry said.

Take action:听Eliminate potential bias by blanking out names and universities on r茅sum茅s. A blind assessment tool like PXT Select can help predict job success without giving away candidate details.

Step 6: Set Employees up for Success

A workplace study by Sun Microsystems found that formal mentoring leads to higher performance ratings, higher retention, more promotions, and an estimated 1,000 percent return on investment through more effective and efficient business practices. Ideally, the mentor and mentee have similar lived experience, e.g., both are women or Latinx. At smaller companies, a simple buddy system can also be a highly effective way to ensure new employees thrive, as can regular anonymous surveys and check-ins between staff and HR at established intervals. Biannual performance reviews aren鈥檛 just about improving output鈥攖hey鈥檙e a key opportunity for employees to provide feedback, helping to build investment in the company.

Take action:听During onboarding, every employee should be set up to understand what success in the role looks like, with a yearlong plan that outlines what’s expected at regular intervals.

Step 7: Keep Pushing

Change doesn鈥檛 happen overnight, and there鈥檚 never an endpoint when it comes to building a more inclusive workplace. In addition to annual internal audits, consider launching a DEI committee, helping to establish employee resource groups, and providing resources for both.

Take action:听Benchmark your company’s DEI progress with the Camber Survey System (open to members), an all-staff survey run by the Claremont Evaluation Center.

The post How to Build a More Diverse Workplace: A Step-By-Step Guide appeared first on 国产吃瓜黑料 Online.

Last March, we all got really comfortable living life online. Even my three-year-old added 鈥淶oom鈥� to his vocabulary鈥攁nd not in reference to trucks. As for all the online shopping we鈥檇 already been doing? We did a whole lot more of it. In fact, 2020 online spending was up 44 percent year over year, according to research organization Digital Commerce 360.

And yet, this summer, many brands that have long succeeded in online, direct-to-consumer and partner-retailer sales (e.g., REI) are opening up new brick-and-mortar locations. Their reasoning: having a physical location will increase brand awareness among new customers and garner further trust with current customers. Oh, and they hope the stores will do better than break even.

Case in point: this summer, online giant Backcountry is putting its money where the customer is and opening two new retail locations in Park City, Utah, and Boulder, Colorado. The brand will rely on lessons from its 2019 pop-up presence in New York City鈥攏amely, that a store needs to offer more than just 鈥渙ne-and-done transactions,鈥� said Chris Purkey, senior VP of customer experience and head of retail for Backcountry. To do that, the brick-and-mortar locations will have experts (dubbed Gearheads) on site to help customers plan trips, host events like film screenings, and organize volunteer service days with local nonprofits. Ultimately, retail locations will allow the brand to take a page from the indie gear shop playbook and add value in a way that a stand-alone website can鈥檛.

It鈥檚 about meeting customers where they are鈥攁nd that鈥檚 omnichannel, Purkey explained. 鈥淚n recent years, there鈥檚 been a convergence of retail models,鈥� he said. 鈥淵ou鈥檝e got pure-play, e-commerce retailers like us now launching into brick and mortar, and traditional retailers investing heavily in digital capabilities.鈥�

Black Diamond, which has historically sold either direct to consumers or through partner retailers, is also slowly expanding its own retail presence. Since 2019, the brand has opened flagship locations in its hometown of Salt Lake City and nearby Park City, as well as in Big Sky, Montana. Black Diamond will open a store in Boulder, Colorado, this July, and has three others in the works.

All of Black Diamond鈥檚 stores take an aesthetic approach to community integration: the Big Sky site features local tie-ins like Montana barnwood, and the Park City shop has a memorial to a hometown athlete. Said Devin Gillette, Black Diamond鈥檚 director of retail, 鈥淚t鈥檚 not the quick, plug-and-play retail store where you鈥檒l walk in and it will be like, 鈥極h, it鈥檚 a Black Diamond store.鈥� It鈥檚 going to be like, 鈥榃ow, I really want to go see another store because they鈥檙e all so different and unique and match the community.鈥欌��

While brands seem sincere in their desire to be a part of the surrounding communities, there鈥檚 considerable business strategy behind branded retail, too. Having a physical presence in an outdoor hub like Park City, Big Sky, or Boulder puts a brand front and center with outdoor-minded consumers. And custom retail shops allow brands to 鈥渢ell their story from A to Z,鈥� said Steve Stout, vice president of retail for brick-and-mortar veteran Fj盲llr盲ven. Since 2010, Fj盲llr盲ven has opened 33 North American retail locations.

The sites serve as a vital, in-person touchpoint with the consumer, one that has allowed the Swedish brand to explain its origins, mission, and premium price point, Stout said. 鈥淭hose questions have to be answered along the way, and you have a much better chance of doing that in your own brand store.鈥�

Brick and mortar has been part of Stio鈥檚 strategy from day one. The apparel brand opened its first retail location in 2012 in its hometown of Jackson, Wyoming, to coincide with its website launch and first catalog mailing. 鈥淚 was a little nervous [that we would be perceived as] just another catalog company out there,鈥� said Stio founder and CEO Steve Sullivan. After all, anyone can set up a website. Opening the retail store was a strategic move to establish legitimacy. 鈥淚 think it added a lot of weight for a new, direct-to-consumer brand to have that,鈥� Sullivan said.

That proof of legitimacy is a vital step in building trust with consumers鈥攅specially when a brand is selling gear that lives literally depend on, Gillette said, referring to the climbing safety equipment Black Diamond is known for. 鈥淭his really strong trust relationship comes naturally with having human interaction and connection. And what better way to do that than having a brick-and-mortar store that provides community engagement?鈥�

Community members welcome those efforts. 鈥淲e鈥檝e had such an explosion of interest in the outdoors and so many people going out who are totally new,鈥� said Katie Massey, a Black Diamond fan, avid rock climber, and ten-year Boulder resident who frequently attends local retail events. She鈥檚 concerned about overuse of local trails and appreciates the kind of community that builds around retail shops鈥攅ven branded ones. 鈥淚t helps spread the word about the right ethics outside,鈥� she said. 鈥淸These stores] help people get into the outdoors in a responsible way.鈥�

Some local shops hope for a symbiotic relationship with their branded neighbors. Sally Gilman, owner of Boulder specialty climbing retailer Rock and Resole, says increased awareness of brands like Black Diamond just makes it more likely that her customers will recognize the brand in her store. She also points out that her shop may be better suited to serve local customers compared to the new stores on the tourist hub of Pearl Street. 鈥淲e have different niches that serve the climbing community,鈥� she said. 鈥淭ruly, I want to have a spirit of collaboration.鈥�

Shelley Dunbar, owner of the iconic Boulder store Neptune Mountaineering, agreed that retailers on Pearl will cater more to out-of-towners. She added, though, that the brands she carries could have provided her a courtesy heads-up that they鈥檙e moving to her neighborhood to allow her to adjust her orders. 鈥淚t鈥檚 better for brands to be up-front and transparent ahead of time so that we can adapt,鈥� Dunbar said.

Cohabitating and, in some cases, collaborating with local shops offer additional听 benefits to brick-and-mortar branded stores. But the drawback? It鈥檚 expensive. Personnel and real estate cost a pretty penny, especially in prime locations like Pearl Street where lease rates can be so high that stores become more about marketing than moneymaking. In these cases, 鈥渋f you break even, you鈥檙e stoked,鈥� Sullivan said, though he was quick to note Stio鈥檚 stores have always ended up in the black.

As for the timing? The pandemic had some impact on Backcountry鈥檚 retail strategy,听 Purkey said, but it never left higher-ups hesitant. 鈥淚f anything, because of quarantine, there鈥檚 pent-up desire to create epic memories outside, to create human connection,鈥� Purkey said. 鈥淲e鈥檙e probably better positioned to do this, and do it in a way that will be received by our consumer positively, now more than ever.鈥�

The post Behind the Rise in Branded Outdoor Retail Stores appeared first on 国产吃瓜黑料 Online.

Right now, in a typical year, we鈥檇 be gearing up for another Outdoor Retailer trade show: whirlwind days spent reconnecting with industry pals and our favorite brands. There would be parties and press events, hugs and high fives. But the past 12 months have been a lot of things. Typical isn鈥檛 one of them.

This year, we鈥檝e all had to make changes. And amid the pivoting, we鈥檝e learned a few things鈥攁bout how we do business, and how we relate to one another.

Embrace New Tech, Fast

鈥淭he pandemic has taught us, if nothing else, how to adapt,鈥� said GearJunkie reporter Mary Murphy. 鈥淥ur industry is going to rely a lot more on the technologies that let us connect, look at products, talk to athletes, and interview people virtually.鈥�

That鈥檚 been the case for Thule, which chose to look at the need for new technologies as an opportunity, not a chore.

In March, when the summer trade show schedule started to look tenuous, the roof rack gurus were quick to adopt an interactive, 360-degree video platform. The self-directed, virtual walk-through lets retailers and journalists explore a staged warehouse full of elaborate product displays. The platform has seen 2,524 unique visitors from more than 160 companies to date. 鈥淎 big thing for me as a buyer is getting to really experience a product firsthand,鈥� said Nathan Grothe, category merchandise manager for REI. What Thule did by creating a rich virtual environment is the next best thing.

Chris Ritchie, Thule鈥檚 PR and communications manager, sees his company鈥檚 fast adoption of the new tech as a win-win: since virtual tours offer no real space constraints, they let Thule show off far more products than it could in a booth, and the viewers can learn at their leisure and return any time.

Lean on Your Network

Meghan Highland, buying coordinator of casual and outdoor apparel for Western retail chain Jax Mercantile Co., says the helpfulness and camaraderie that have characterized this year have taught her how to lean on her industry network. This season鈥攈er first in the apparel buyer role鈥攕he鈥檚 had to rely heavily on her reps for advice. That includes recommendations on product aesthetics, especially color-ways, and how to coordinate items on store display racks. 鈥淚鈥檓 really trusting my reps a lot and asking for their support, whereas in a normal buying season, I might not be in that same position,鈥� she said.

That 鈥渓ean on me鈥� mindset has also been helpful when muddling through new COVID-19 rules and regulations. Darby Communications was able to compare notes with fellow Southeast-based public relations firm Groundswell PR during the initial transition back to in-person office work. The two agencies also knocked around ways to plan effective virtual media events. 鈥淲e had an ally,鈥� said Angie Robinson, Darby鈥檚 vice president. 鈥淚t was nice to be able to bounce ideas off someone who鈥檚 in the same boat as you.鈥�

Appreciate Quality over Quantity

Many PR firms have hosted smaller press events to comply with social distancing best practices, and Murphy of GearJunkie says she鈥檚 appreciated the close-knit vibe.

The agencies have noticed the difference, too. This summer, Big Fish Collective invited three writers (a much smaller-than-usual group) to a socially distanced, on-water event for Mustang Survival. 鈥淚t was like we were having a one-on-one at a trade show, but we were also able to test the product and have some more intimate time,鈥� said Big Fish鈥檚 Brooke Fifield. 鈥淚n the future, we鈥檒l keep in mind that smaller events are something journalists are asking for.鈥�

Keen Footwear has also followed that 鈥渂igger isn鈥檛 necessarily better鈥� mantra and reined in its 2021 line. Erik Burbank, chief brand officer, notes that with fewer SKUs, they鈥檝e been able to zero in on their consumer.

鈥淲e asked, 鈥榃hat are our fans doing?鈥� 鈥榃hat problems are we trying to solve for them?鈥欌�� Burbank explained. 鈥淭his has been an opportunity to be more focused than we would have been.鈥�

Forget Old Rivalries

In a move uncommon among competitive PR firms, California-based 国产吃瓜黑料PR and Echos Brand Communications joined up in April to create a two-day virtual brand showcase, dubbed the Reveal Global Media Conference. The two firms managed to rally 46 brands, including some outside of their portfolios, which presented to the 212 journalists who attended the conference. Later in the summer, PR firms Momentum and Akimbo founded a similar partnership for their Virtual Showroom series.

The benefits of collaborative events extend beyond the media attendees: Jennifer Kriske, founder of women鈥檚 cycling brand Machines for Freedom, says Reveal helped level the playing field between major industry players and boutique brands like hers. 鈥淲ith my limited budget, I wouldn鈥檛 be able to get that kind of concentrated attention in a real-life trade show,鈥� she said. 鈥淭his is a really efficient way to get our brand in front of an audience.鈥�

Rethink the Budget

Uncertainty has been a mainstay of the pandemic, especially in terms of budgeting. Nemo Equipment reacted quickly back

in March, revising its operating model, slashing expenses, and making sure it was putting its money where its values were. 鈥淲e decided to base our sales target on what it would take to retain our people and not have to furlough or lay off,鈥� said CEO and founder Cam Brensinger. The one area they didn鈥檛 touch: research and development. 鈥淲e saw a big competitive advantage in being a brand that never took its foot off the gas on new product development.鈥�

Of course, brands with a line item for trade shows suddenly had some extra cash. Emergency kit manufacturer Uncharted Supply used it to beef up its marketing and advertising spending. After seeing search frequency for terms like 鈥渆mergency kit鈥� and 鈥渁ir mask鈥� skyrocket, the small brand invested in search engine optimization and online ads, something it might not have been able to do at the same scale in a trade show year. It was successful, too: 鈥淎t times, a dollar spent would return nearly $100 in sales,鈥� said owner Christian Schauf.

Grumble Less, Enjoy the Long Days More

There鈥檚 no escaping it: Trade shows are just as exhausting as they are exciting. 鈥淭he long, consecutive days would wear us down, and we鈥檇 think, 鈥極h, we have to go do this,鈥欌�� recalled Highland of Jax Mercantile Co. 鈥淏ut now that Outdoor Retailer is gone, I really miss those long days full of meetings and in-person interactions.鈥�

While we鈥檝e learned a lot about how to do business differently (and in some cases, better) over the past year, most of us are pining to get back together. Sure, much of the time is spent cooped up inside, pound- ing the aisles, squinting at spec sheets, but there are also happy hours, new connections, and meetings with old friends.

Murphy summed it up well: 鈥淚t will be the biggest family reunion.鈥�

The post Lessons from a Year Without Trade Shows appeared first on 国产吃瓜黑料 Online.

September 15 to October 15 marks National Hispanic Heritage Month and in honor of the rich cultural traditions of our Hispanic neighbors, friends, and colleagues, 国产吃瓜黑料 Business Journal听would like you to meet five designers with roots in Mexico, Ecuador, and Peru. Some have worked in the industry for decades; others are fresh faces just starting out. All are working to bring about positive change in the outdoor industry.

While it鈥檚 important to reflect on and celebrate Hispanic culture, elevating these voices should not be limited to just a month. 鈥淚 understand the importance of celebrating Hispanic Heritage Month,鈥� said Martha Garcia, director of global brand creative and communications at HOKA ONE ONE. 鈥淏ut how can we get to a point where we鈥檙e doing that and also being intentional about bringing these people into the conversation beyond DEI? Where we鈥檙e bringing them in because they鈥檙e expert communicators or designers or whatever?鈥�

As Garcia says (echoing 国产吃瓜黑料PR鈥檚 Massimo Alpian), people of color deserve to be part of our industry鈥檚 narrative on a regular basis, and not just on issues relating to diversity, equity, and inclusion. We will all be better for it.

Tahany Huerta

Technical softgoods equipment developer at Black Diamond

As a technical softgoods equipment developer at Black Diamond, Tahany Huerta has a lot of responsibility. Although she鈥檚 just two years into her role, she鈥檚 already fully accountable for the physicality of her projects鈥攃osting, materials, 3D versions of design鈥攁s well as managing the team to, well, make sure shit gets done.

Her leadership position gives her a voice. And Huerta, whose mother is Mexican and whose father is of Spanish descent, is using it.

鈥淚 kind of feel like I鈥檓 a pain in everyone鈥檚 ass, honestly,鈥� she said. 鈥淏ut overall, I think it鈥檚 just the fact that I’m there and part of the team, it feels like it鈥檚 my obligation and also my opportunity to bring these things to peoples鈥� forefront.鈥�

The 鈥渢hings鈥� she speaks of: products designed in a silo. She points to examples of packs and harnesses designed for a single user-base (read, slim, white, and male)..

鈥淲e see so many different body frame styles throughout different culture groups, but because the outdoor industry has been dominated by majority white men, those groups are never served,鈥� she said. 鈥淭hey may be seemingly arbitrary examples, but they鈥檙e not arbitrary to me.鈥�

Huerta recognizes that the problem is institutional, not just insular, and she cuts the outdoor industry some slack.

鈥淚 have moments of doubt and think, 鈥楢m I being crazy? This feels like an issue to me, but it鈥檚 not an issue to everyone else here,鈥欌�� she said. 鈥淏ut it makes sense. They鈥檝e never had to deal with these experiences [of feeling unheard and unrepresented]. It鈥檚 hard to constantly be the one or one of a few people bringing up a problem when the majority is like, 鈥楴o, no, no. It鈥檚 fine.鈥欌��

Yet even if the oversight is understandable, Huerta emphasizes it鈥檚 not acceptable from a moral, ethical, or even financial viewpoint.

鈥淥ur world is changing and even if that change doesn鈥檛 feel relevant to you, if all you care about is business, this is relevant to your business too,鈥� she said. 鈥淲e have more people of color coming into climbing spaces or trail running spaces, and if we鈥檙e not going to speak to those new people entering those spaces, then you鈥檙e just choosing ignorance.鈥�

Daniella Manini

Textiles designer with Patagonia

Rolled 鈥淩s鈥� and curved 鈥溍憇鈥� ring through the hallways of Patagonia headquarters thanks to Daniella Manini, one of the brand鈥檚 in-house textiles designers. Born and raised in Peru, she slides effortlessly into her native tongue when chatting with her Latinx co-workers.

鈥淪peaking to them in Spanish is a nice way to connect and bring diversity into the hallways, emails, and any communication,鈥� she said. 鈥淚 love to connect with them because some of them have been at Patagonia for a while, some of them for 30 years. Chatting with them makes me feel a bit at home.鈥�

Having worked with Patagonia for more than six years after stints with ocean artist Aaron Chang, Billabong and Vouri, Manini is an industry veteran in her own right. Her prints and patterns have graced the Gore-Tex and recycled polyester canvases of kids鈥� puffy jackets, women鈥檚 swimsuits, men鈥檚 board shorts, and much more.

鈥淚 like to create bold and colorful pieces,鈥� she said. 鈥淧eru is known for that and I like to bring that inspiration from my youth whenever I get a chance.鈥�

鈥淪o many Hispanic countries are being impacted by climate change. You can see it all around you there,鈥� she said. 鈥淧atagonia has so much history in South America and I think we have a great opportunity to be a voice for Hispanic cultures in the outdoor industry. I hope my designs for Patagonia can be a tiny reminder of this.鈥� In addition to breathing Peru鈥檚 passion for color into Patagonia鈥檚 palettes, Manini also aspires to represent her country on issues of global importance. She points to the brand鈥檚 mission statement, 鈥淲e鈥檙e in business to save our home planet,鈥� a credo that permeates everything it does. Hailing from a country facing deforestation, mining, fires in the Amazon, and displacement of Indigenous people, Manini recognizes her potential to speak out on behalf of her people.

Jorge Rojas

Footwear designer with Industrial Design Workshop and consultant to Vasque

Jorge Rojas began tagging along with his parents in the strawberry fields outside Portland, Oregon, when he was just a little kid. By the time he was a teenager, he was joining them in the backbreaking picking process, rising at four or five in the morning in order to get to the field by 6 P.M. For him, summer 鈥渂reak鈥� was no break.

鈥淚 was in the strawberry fields,鈥� Rojas said matter-of-factly, without complaint.

It鈥檚 clear the footwear designer and development consultant respects his parents greatly for the values they demonstrated.

鈥淚 picked up a good strong work ethic from being out there,鈥� he said. 鈥淪eeing my parents get up every day, really early in the morning and working until really late in the evening. Working hard is in my heritage. It鈥檚 in my DNA.鈥�

Now with six years as a footwear/industrial designer with the wearable product experts at Industrial Design Workshop under his belt and a resume that reflects collaborations with big-name outdoor brands like Vasque,听Rojas brings his staunch work ethic to the office every day.

He鈥檚 also actively helping to groom the next generation of designers, many of them Latinx. Someday he hopes to work as an instructor at a design school, but for now he mentors these aspiring footwear designers over Instagram.

鈥淚鈥檝e never met them, but they reach out and ask what you think about a sketch,鈥� he said, noting that he鈥檚 able to provide feedback on their designs, suggesting changes and providing tips for how to break into footwear design.

Passing on his knowledge to the next generation of designers is Rojas鈥� version of making sacrifices to ensure someone else has a better future鈥攋ust like his parents did for him.

鈥淚 see it in my parents鈥� eyes that all the work we鈥檝e done has paid off,鈥� he said. 鈥淚鈥檓 glad that I鈥檓 able to make them proud.鈥�

Anna Medina

Designer at Title Nine

Anna Medina, a designer with women鈥檚 outdoor apparel company Title Nine, actively brings her Hispanic roots with her to the office each day.

鈥淚t鈥檚 impossible to leave your heritage at the door,鈥� she said. 鈥淚t鈥檚 who you are, the essence of what makes you you.鈥�

She鈥檚 currently working a year out on apparel for the Fall 鈥�21 collection, a line that she hopes will level the playing field and 鈥渄emocratize the outdoors鈥� by reminding us that outside is outside, whether you鈥檙e covering miles of backcountry terrain or walking your dog through your neighborhood.

鈥淭he outdoor experience is not exclusive to visiting national parks, going surfing, or going on a climbing trip. That is a privileged experience that is not accessible to many communities for so many different reasons,鈥� she said. 鈥淲hile my designs may not feel as rugged as traditional outdoor apparel, the aesthetic is more inclusive and the garments are just as tough.鈥�

Medina鈥檚 lived experience and Ecuadorian heritage have given her a wider lens to what an outdoorsperson looks like.

鈥淲hen you think about your target (outdoor) customer, I see much more beyond that because I am part of communities who experience the outdoors much differently,鈥� she said.

And though Medina is barely three years into her tenure with Title Nine, she already has big plans to tackle inequality in the outdoor space.

鈥淚 plan to disrupt the industry as much as possible and aim to use my position to change the status quo and support marginalized communities,鈥� she said. 鈥淏ut I can鈥檛 do it alone, and together, we can really shake things up.鈥�

Vince Mares

Senior creative director with Kelty and Exxel Outdoors

Vince Mares鈥� great-grandfather walked a long road, roughly 1,100 miles, from Mazatl谩n, Mexico to L.A. to look for work. As the story goes, his industriousness was rewarded and he earned a job in a factory in L.A. Around him, the Great Depression was ravaging the U.S.

But while there鈥檚 a clear note of pride in Mares鈥� voice when he recalls his family lore, he鈥檚 quick to caveat his own California upbringing, calling himself the product of an assimilated culture more than a purely Hispanic one.

鈥淲hile I acknowledge my heritage and embrace all the different things like the culture, the music, and the food, I don鈥檛 express it in an outward way,鈥� the senior creative director and 11-year veteran with Exxel Outdoors, parent company to household name brands like Kelty and Slumberjack, said. 鈥淚f you ask most people around here, they wouldn’t be able to tell you I鈥檓 Mexican. They think I鈥檓 Italian.鈥�

Mares鈥� trail to the outdoor industry is different from most. His passion wasn鈥檛 honed after a childhood spent exploring national parks or working in the family gear shop. After high school, Mares had to forge his own way in the world, so he signed up for the GI Bill and headed off to the U.S. Army, eventually serving in Operation Desert Storm.

鈥淚 found my love for the outdoors through the Army,鈥� he said. 鈥淏eing in the Army with a Light Infantry Airborne unit, I had to carry everything on my back. I learned about backpacking through romping around the woods at night and I thought, 鈥楾his could be really fun in the daytime without this camo on and all this heavy stuff on my back.鈥欌��

Back in California after completing his active duty tenure, Mares started a degree in product design鈥攚orking part-time, yep, at a gear shop鈥攁nd fell in love with backpacking, passions he consistently wove together in school projects. His senior thesis design for a big-wall haul bag was sponsored by Wayne Gregory, founder of Gregory Mountain Products, giving him a foothold in the outdoor industry and cementing his future.

鈥淚 had a long road to get here and I had to do it myself, but I鈥檓 also proud of that,鈥� he said reflecting on the 鈥渄o-it-yourself mentality鈥� and gritty 鈥渞oll-up-your-sleeves鈥� perseverance that comes second nature to him. 鈥淢aybe it does relate to that story of my great-grandfather.鈥�

Two long roads. Two uncharted paths. Two success stories. Mares may not express his heritage in an outward way, but he鈥檚 certainly, and proudly, a product of it.

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