Under Armour managing director Kevin Ross sits down with Retail Week to discuss the importance of being known as a ‘sports house’, the blurring lines between performance and athleisure, and the biggest opportunities and challenges ahead.
The sportswear market is booming thanks to increased awareness of the benefits of keeping active, the blurred lines between sportswear and athleisure, and growing interest in the global sports tourism scene.
But in the same breath, it’s also becoming increasingly competitive.
While Under Armour sits among the top global sporting giants, including rivals Nike, Adidas and Puma, there has also been a recent rise in awareness for the likes of Hoka and On Running, while high street fashion retailers are also jumping on the activewear and athleisure trend.
But Under Armour’s managing director for EMEA Kevin Ross isn’t fazed and is arguably more confident in Under Armour’s proposition and position in the market than ever before.
With a number of new product launches on the horizon, the addition of Paris Saint-Germain (PSG) football star Achraf Hakimi as its newest brand ambassador, international growth plans in action and its debut sustainable collection having launched via its newly-acquired brand Unless Collective, there’s plenty keeping Ross and his team busy.
He sat down with Retail Week to discuss getting the brand back to its heritage, the importance of knowing your niche, the blurred lines between performance and fashion in 2025, and how staying disciplined ultimately leads to success.
What can you tell me about the brand’s turnaround and where it’s at today?
“It’s interesting to think of the brand as being repositioned because the birth of the brand is actually where we are now, and I think we got off track a little bit over the last two or three years. The brand was historically positioned as a sports brand, founded onfield by Kevin Plank who was a footballer. The initial growth and energy was in and around sport from American football and baseball, to golf and football, and I think it’s fair to say that two or three years ago we went after train and run.
“At the time, I think it worked for Europe but really to get that growth, we’ve gone back to the history of the brand which is in and around sport and being what we call a sports house. It’s great that we’ve maybe come back to how we were born and have just corrected course again.
“The market is always moving forward through innovation and I think consumers are always looking for what’s next. As a brand you have to be paranoid about moving your business, brand, and products forward and we are really excited about the product portfolio we have. We have a new chief product officer, Yassine Saidi, and I think with the types of products that we’re now coming out with, the portfolio has never been greater.
“There are only about four brands globally that compete in the world of sport. Being in and around that world, I think there are a lot of great brands that are innovative—but how far can they go? We are a podium brand on sports and being wide across the sports along with our ability to compete on a number of fronts gives us a massive advantage that I think a lot of other brands don’t have, so we are excited.”
“To be able to connect with that person through the lens of his or her passion and then get them into other categories is critical”
Who is your main target customer in 2025?
“Our consumer is the 16 to 24-year-old sports enthusiast. That lens of the consumer could be applied globally, but depending on what region you’re in, the sport may change. 16 to 24-year-olds in the US might be playing American football or baseball, but in Europe it’s certainly about football.
“To be able to connect with that person through the lens of his or her passion and then get them into other categories is critical. You’ve always got to be considering what’s next. There’s a lot that changes from fashion and politics to music, but sport typically doesn’t radically change.”
What are your thoughts on the blurring lines between sport and fashion?
“The blur of performance and fashion is probably as close as it’s ever been. If you look at our recent launch with Achraf Hakimi, who plays for PSG, that’s probably the intersection of sport and fashion. He’s a very fashion-forward guy, and if you look at how we position him, we position him authentically through sport first and foremost, but there’s an element of him that expresses himself off the field.
“The kids see us first and foremost through the lens of sports, and then you have a chance to get them through sportswear. However, I don’t think you can do it the other way round. That’s how the world is working now, and people are switched on but the lines really are blurred.
“Our athletes give us authenticity and credibility and getting that right is paramount. It’s about authenticity and innovation together, and if you can get that combination correct, you can do anything. We don’t chase fashion because it’s an endless circle. We’re not Coco Chanel or Stella McCartney because that’s not us, but we offer some incredible products and great solutions through sport for him and her.”
What trends are you seeing in the sports market?
“You’ve got to be aware of what’s going on and understand the trends because if you’re not and you don’t understand the market, then you might miss something.
“On the other hand, whatever is trending can sometimes distract you from what the real opportunities are. Currently, padel is a real trend, I love padel and play padel but should we be making padel rackets? I don’t know.
“We always look at those opportunities but thinking in a really disciplined way about the consumer in our model right now is really important. It’s hard not to get distracted by some things while remaining disciplined around the business model.”
Talk me through the biggest opportunities and challenges moving forward
“The brand trust in Europe is moving so quickly and sometimes, especially through today’s media, the brand can move quicker than we can. Part of the challenge is actually keeping up with the consumer because we have three regions of opportunity—Europe, Africa and the Middle East.
“I think there are a few things going on in the Middle East and there have been over the last three or four years. The World Cup was in Qatar which was a huge acceleration for the region, Dubai is a destination spot now and there’s a massive influx of money with lots going on in Saudi Arabia with the Public Investment Fund (PIF) investing in the football league and Formula One.
“That region itself seems to be the next growth opportunity in regards to what’s going on and we have to understand the region because consumers are a little bit different and they shop differently.
“It’s not just about continuing to launch industry-leading products with great storytelling, but it’s about executing on the highest level”
“I would also throw Turkey in there as a very significant market for us that is complex and requires keeping an eye on. Consumers in Turkey are a little bit more traditional but it’s a very dynamic region.
“We’ve done a great job of investing in and around sport, but what excites me is the journey to accelerate and continue to scale. It’s almost like a snowball that goes downhill—as it goes and goes it’s going to get bigger and bigger.
“It’s not just about continuing to launch industry-leading products with great storytelling, but it’s about executing on the highest level. We have all the pieces, we’ve just got to show up in the right way. I think we’ve got a great formula with the sports house, I love our operating model and what the brand is doing. A lot of athletes are signing for us and the more we can be consistent and get wider, the sky’s the limit for the brand.”
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