The CMO transitioned from a hands-on "doer" to a strategic leader not gradually, but through a pivotal team reorganization. This structural change reassigned ownership and forced him to empower his directors, shifting his own focus from execution to shaping and inquiring.
Despite high-profile celebrities like Lady Gaga wearing their boots, Red Wing intentionally avoids commercializing it. They provide product to stylists but don't amplify the usage, believing an organic, unforced presence maintains more brand authenticity and long-term value than a paid campaign.
Instead of siloing agency partners, Red Wing hosts an annual mid-year offsite for its entire roster (creative, PR, performance). The CEO presents, and agencies collaborate on real projects. This ritual treats them as a true extension of the internal team, driving alignment and better work.
To stay current, the marketing team dedicates two hours on 30 Tuesdays a year to a learning forum. Each director owns a theme for the year (e.g., AI, competitive intelligence) and is responsible for programming several sessions, ensuring a constant influx of external ideas and internal cross-pollination.
The CMO's nine-year tenure, triple the industry average, is sustained by the company's private ownership. This structure allows a focus on long-term brand equity alongside performance marketing, free from the short-term pressures of quarterly earnings reports that plague publicly traded companies.
For 10 years, Red Wing has maintained "The Crew," a consistent group of 20 loyalist customers. They connect monthly via calls with product and marketing teams, providing ruthless and authentic feedback that directly shapes strategy, far beyond what traditional focus groups can offer.
To combat the complexity of its vertically integrated global business, Red Wing's leadership implements a "Triple-Stitched Plan." This framework distills strategy into three core priorities that are relentlessly communicated across the organization, ensuring focus and preventing strategic drift despite the company's vast scope.
To live its brand purpose during the pandemic, Red Wing launched a "Labor Day On" initiative. They transformed their retail stores into career centers and repurposed their call center to help people find local jobs, demonstrating a deep commitment to supporting skilled labor beyond just selling products.