In a keynote interview at the World Retail Congress (WRC), Bracken Darrell, CEO of the US group VF Corporation, explained the strategic levers to return the global clothing giant to sustainable growth.
On the last day of the industry meeting in Berlin, Darrell emphasized that financial indicators such as sales growth were the ultimate proof of a trend reversal. However, the internal health of a company is measured by the strength of the product pipeline and the emotional power of brand marketing.
The discussion took place in the context of “Retail’s Roadmap to 2030”. She highlighted the delicate balance between managing a portfolio of heritage brands, including Vans, The North Face and Timberland, and introducing new technologies in a volatile European and global market.
Focus on cross-generational product innovation
For Darrell, who has been at the helm of the US company for two and a half years, the most important signal for a successful turnaround is the quality of what is designed today for the consumers of tomorrow. He noted that his focus is often several steps ahead of publicly available financial reports.
“I’m ahead of everyone outside of our company when it comes to understanding what’s coming,” Darrell said. “I look at products all the time – one generation, two generations, now three generations.”
This forward-looking approach is designed to ensure that VF’s brands are more than just sellers. Darrell described the goal as creating “clubs that people want to join.” He suggested that in the current landscape, the brand’s role as a cultural anchor is as important as the technical specifications of its clothing.
Distinguishing the reality of AI from the hype
Addressing the pervasive discourse surrounding artificial intelligence (AI), Darrell introduced the concept of the “hype curve” to the audience of retail executives. He acknowledged that the industry may have reached a peak of inflated expectations. This is typically followed by a phase of disillusionment. However, the underlying technological change is real.
“I think AI is as transformative as most people say,” Darrell noted. “I do think the hype curve will flatten a little. But in the end, we all have the opportunity to change so much in our companies.”
VF is currently exploring AI applications in 17 different business areas. However, Darrell maintained a disciplined approach to investing. He noted that the company doesn’t “put all its eggs in one basket” when it comes to a single application. Instead, the strategy involves identifying areas where AI can deliver near-term efficiencies while building foundations for long-term competitive advantage.
The human element in the age of transformation
Despite the focus on digital advancements, the conversation quickly turned to the importance of physical, human-centered experiences. Darrell argued that authentic live experiences would increase in value as social media and AI made it harder for consumers to tell what was real.
He cited Vans’ “Warped Tour” revival as a prime example of how brands can use culture and community to stay relevant. In a retail world increasingly dominated by algorithms, the future of the industry depends on designing more human spaces, said Darrell.
“One thing is for sure: the Vans Tour is real, the World Cup is real,” he said. “We will continue to value these real things more and more. We are making sure our retail experiences are amazing and not just shopping experiences.”
Leadership through flexibility and dynamism
Concluding the section, Darrell offered a personal perspective on leadership during times of intense industry change. Drawing on a formative childhood experience, he encouraged CEOs to remain flexible and not cling to past successes or traditional operating models.
The key message for the fashion professionals at the WRC was clear: the roadmap to 2030 requires the ability to redefine yourself and the organization on a daily basis. Darrell’s philosophy of “living forward” serves as a mandate for retail leaders. They must adapt to the changing demands of global consumers while maintaining a strict focus on the core pillars of product and community.
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