The Bearhug Network: Check Out This Week's 33 Freshly Vetted Executive Profiles (out of 254+) Added Across Consumer Brands & Enterprise Tech. All Ready and Waiting Right Now To Take Your Call.
What happens when nine figure revenue growth, an NYSE IPO, and a family owned balance sheet all live inside the same finance function?
This week's slate skews heavily toward Finance and Strategy (9), People and Culture (7), and Marketing and Brand (6), with General Management (3), Operations and Supply Chain (3), and Legal Compliance and Security (2) rounding out the depth, alongside single standout profiles in Product and Design, Sales and Commercial, and Digital and Ecommerce.
Among the standouts, a CFO and Co-CEO who took a Swiss performance footwear brand public on the NYSE while nearly doubling APAC revenue in a single year, a General Manager who ran Nike's Greater China and CEEMA regions before crossing into Tesla and now chairs a footwear brand scaling toward nine figures, and a CHRO who has held people infrastructure together across five domestic factories and more than 525 branded retail doors at a 120 year old manufacturer. Add a marketing executive who scaled demand generation through a security company's IPO before rebuilding go-to-market for a developer platform used by millions, and the throughline is clear. This is a week for leaders who have already operated at the scale boards are trying to reach.
Here is a fresh cross section of 33 of the hundreds of newly vetted executive profiles our team has added to the Bearhug Network this week, with dozens more being added daily.
BHRN-6192 ⚖️ Legal — When a footwear portfolio scales from mid-size to a nearly nine-figure public company, the legal, compliance, ESG, and communications infrastructure has to be rebuilt at every growth phase without slowing the business down. This executive built that infrastructure across a CEO transition, a brand divestiture, and five consecutive years of double-digit growth, earning expanded scope that now spans Legal, Strategy, ESG, and Communications at the C-suite level. Built for board mandates or CAO roles where legal authority and sustainability strategy need to live under one roof.
BHRN-6168 💰 Finance — Most CFOs can close the books. Few can also lead a ground-up rebuild of the retail technology stack underneath them. This one did both at a woman-owned outdoor apparel brand, then brought the same dual capability to a multi-unit activewear chain inside one of the largest apparel conglomerates in the world.
BHRN-6148 💰 Finance — Thirty-six years inside a single global sportswear brand, from Manufacturing Controller to EVP and CFO overseeing a business that scaled to nine figures and beyond. That tenure means balance sheet decisions, sourcing strategy, and wholesale channel economics are not separate conversations. Built for boards who need a finance leader who has navigated family-governed, at-scale consumer brands through compounding growth without losing operational discipline.
BHRN-6163 💰 Finance — When a wholesale-first outdoor brand starts building DTC and expanding into new markets, the North American finance function has to hold all of it without a deep bench. Served as CFO of a technical outdoor footwear brand's US subsidiary, coordinating cross-border financials with the parent while supporting subsidiary launches in two European markets. The finance leader who has run that complexity inside a lean team, where the decisions actually touch the market.
BHRN-6159 👥 People & Culture — Talent infrastructure inside a top-tier venture firm is a different discipline than corporate recruiting, because the hiring bar is set by a portfolio company's survival odds, not a job description. Built that capability from specialist to VP at one of the most active firms globally, spanning technology and healthcare across hundreds of backed companies. Knows how to source, assess, and land executive talent for high-stakes portfolio companies before the window closes.
BHRN-6167 💰 Finance — When a family-controlled sportswear brand scales from mid-market to nine figures across 120-plus countries without going public, the CFO holding that architecture together is rare. This one did it across multiple consecutive growth cycles at a single privately held global brand, overseeing simultaneous DTC expansion, international market entry, and domestic manufacturing investment. Built for boards and ownership groups that need a CFO who has kept financial discipline intact through decades of compounding growth.
BHRN-6156 🏢 General Management — Seventeen years inside Nike, running Greater China and then CEEMA before crossing into automotive as VP EMEA at Tesla, then into the chair as CEO of a global surf and boardsports brand. That sequence, consumer to tech to founder-led brand, is the operating lens now brought to governance at a B Corp-certified minimalist footwear company scaling from £49M to £91M in four years. Boards navigating the tension between mission-led identity and international growth velocity have a rare advisor in this chair.
BHRN-6173 🏢 General Management — Scaling a premium sportswear brand from a growth-stage challenger to a publicly traded, nine-figure institution across 55-plus countries requires someone who can hold the financial architecture and the operating model in the same hand. That is what this executive did, serving as CFO and Co-CEO simultaneously through an NYSE IPO, fourfold revenue growth, and APAC expansion that nearly doubled in a single year. A rare lens for boards and leadership teams navigating the distance between ambition and institutional scale.
BHRN-6154 🏢 General Management — When a performance footwear challenger goes from regional contender to global public company, the person running both the finances and the full business simultaneously is rare. At a Swiss sportswear brand that scaled to nine figures and beyond while executing a NYSE IPO and building distribution across 55+ countries, one executive held both seats at once. Built for boards navigating pre-IPO institutionalization or international expansion who need someone who has done it from the inside.
BHRN-6172 ⚖️ Legal — When a publicly traded multi-brand footwear company grows nearly fivefold in a decade, the legal and compliance infrastructure that worked at a smaller scale breaks under the weight of new ESG obligations, board accountability, and portfolio complexity. At a company whose brands span performance running, premium lifestyle, and outdoor, he built that infrastructure from scratch while the company was still accelerating. Few general counsels have also owned strategy, corporate communications, and sustainability simultaneously at this level.
BHRN-6149 🎯 Marketing — Holding brand identity coherent across DTC, wholesale, owned retail, and international markets simultaneously is where most scaling brands lose the thread. This CMO did it at a premium outdoor lifestyle brand through a period of rapid channel expansion, then carried those instincts to a subscription-first health and nutrition company in one of the noisiest wellness categories. Built for brands where creative discipline and commercial rigor have to live in the same seat.
BHRN-6186 💰 Finance — Multi-channel footwear manufacturing at nine-figure scale, with domestic factories, hundreds of branded retail doors, and a global industrial B2B program running in parallel, requires a CFO who can hold that complexity without sacrificing the balance sheet discipline a multigenerational ownership structure demands. This executive has done exactly that, serving as senior financial officer across DTC ecommerce expansion, international retail growth, and new manufacturing investment simultaneously. CFO-caliber financial leadership built for consumer businesses where manufacturing heritage and accelerating distribution have to coexist on the same balance sheet.
BHRN-6171 🎯 Marketing — Performance brands that try to become cultural brands usually sacrifice one for the other. This executive ran that tightrope as Global Chief Brand Officer at a French mountain sports institution, doubling brand awareness and tripling innovation capital in three years while a sportstyle sub-category crossed nine figures in sneaker revenue. Built to lead brand organizations where performance heritage and cultural ambition have to coexist without either one diluting the other.
BHRN-6178 ⚙️ Operations — Vertically integrated American footwear production alongside offshore sourcing in Asia is a dual-track discipline most supply chain executives never have to run simultaneously. This operator has held both tracks at a heritage workwear brand with five domestic factories and distribution across more than 110 countries, with added process rigor from plant leadership at a Fortune 500 industrial manufacturer. Built for boards navigating the tension between made-in-America brand equity and global sourcing efficiency.
BHRN-6177 🛠️ Product — Crossing barefoot footwear from cult DTC brand into mainstream performance categories takes a product leader who knows both the construction of the shoe and the construction of the line plan. This CPO brought that combination from global VP roles at a foam-clog category leader and a two-century heritage boot brand, plus earlier stops at a German sportswear giant and a Danish football brand. Now building the product architecture that lets a PE-backed minimalist brand compete in basketball and pickleball without losing the core runner who built the business.
BHRN-6166 💰 Finance — Family-controlled footwear companies face a capital allocation problem most CFOs never encounter: fund DTC growth, international retail expansion, and domestic manufacturing investment at the same time, with no public markets backstop and a century of brand equity on the line. This CFO has done exactly that at a heritage American footwear institution, bringing public-company financial discipline from two NYSE-listed industrial firms into a private, family-governed structure where long-term stewardship and near-term channel performance have to coexist.
BHRN-6147 💰 Finance — Taking a consumer brand through an IPO demands a CFO who can hold the financial model together across DTC, wholesale, Amazon, and owned retail at once. This finance leader built that infrastructure at a premium outdoor lifestyle brand from pre-IPO through sustained at-scale public operations, then carried the same omnichannel fluency into a senior role at a high-growth founder-built retailer. Boards navigating channel complexity and brand scale at the same time now have a direct line to someone who has lived both.
BHRN-6195 🎯 Marketing — When a minimalist footwear brand navigates a founder exit while simultaneously pushing into basketball and court sports, the growth engine cannot stall during the transition. This operator managed nine-figure paid media budgets and drove cumulative online revenue past ten figures across performance apparel, health technology, and footwear brands. Hired for exactly that moment, to hold acquisition momentum steady while opening new categories and new audiences at the same time.
BHRN-6150 🎯 Marketing — Repositioning a challenger athletic brand from volume player to pinnacle brand is the kind of bet most marketing organizations abandon when short-term pressure hits. This CMO held the course across five consecutive years of 20%+ revenue growth, luxury fashion collaborations at the highest tier, and athlete signings that redefined cultural credibility. Built to lead brand strategy wherever a heritage challenger is trying to become the one the culture actually wants.
BHRN-6145 👥 People & Culture — When a multi-channel retailer is restructuring costs and rationalizing its store network, the executive holding talent, retail operations, contact centers, and asset protection under one mandate is the one who decides whether the organization holds together or fractures. That breadth is rare because most retailers split those functions across three or four leaders. Built that unified operational spine across a workwear and outdoor lifestyle brand and a major outdoor outfitter before it, compounding 35 years of cross-functional depth into a single executive profile.
BHRN-6157 ⚙️ Operations — Footwear supply chains that span domestic manufacturing floors, Vietnam factory networks, and global distribution across more than a hundred countries require an operator who can hold vertical integration and international sourcing in the same hand without dropping either. At a fourth-generation American work boot manufacturer, that is exactly the supply chain architecture this executive has been building and running, across wholesale, industrial B2B, and branded retail simultaneously.
BHRN-6176 🎯 Marketing — Most footwear brands treat paid media and marketplace as separate problems with separate owners. This growth operator built them as a single system, driving nine figures in online revenue across DTC and marketplace channels at performance and minimalist footwear brands. Rare in a single seat, rarer still in someone who can also run brand storytelling and launch a product line into a new category simultaneously.
BHRN-6153 👥 People & Culture — Scaling culture inside a consumer brand that grows through acquisitions, international expansion, and a shift from wholesale roots to company-owned retail is where most people functions break. This executive built the HR architecture to hold it together at a publicly traded premium outdoor brand, with prior people leadership across a luxury fashion holding company managing globally distributed retail headcount. Built for consumer brands where growth and culture are on a collision course.
BHRN-6164 ⚙️ Operations — Vertical integration is a competitive claim most American manufacturers abandoned decades ago. This operator has kept it alive as COO of a heritage work boot company, managing domestic factories, a global retail footprint, and a distribution model spanning DTC, wholesale, industrial, and company-owned stores simultaneously. The person boards call when operational complexity is not a phase but a permanent condition.
BHRN-6158 👥 People & Culture — Holding culture together while headcount doubles, warehouses migrate across continents, and a founder-led brand is under pressure to professionalize is a problem most CPOs describe but few have lived. This one has, at a B Corp-certified minimalist footwear brand that nearly doubled revenue in four years. Brings legal fluency in employment relations and a hospitality-forged instinct for service culture that most people leaders at this level lack.
BHRN-6170 📈 Sales — Fourteen years as president of a family-founded public safety equipment distributor, then integrated into the acquiring company's corporate structure to run its entire owned-distribution segment across multiple subsidiary brands. That is not a career path many operators have walked, because most people are either the founder-side or the acquirer-side, not both. Brought to any distribution-heavy government and public safety business to own the commercial and operational architecture end-to-end, from territory management to P&L to channel.
BHRN-6175 💰 Finance — Chartered Accountant who crossed into operations and held the combined COO and CFO seat at a performance footwear brand through a period of sustained hypergrowth, scaling a dual-channel model across owned retail, DTC, and 50+ country wholesale simultaneously. That dual mandate, finance discipline and operational execution under the same roof, is what keeps a brand's seams from showing when growth outruns its infrastructure.
BHRN-6161 👥 People & Culture — Scaling a company from early-stage through IPO demands a people infrastructure that didn't exist when you started, and most HR leaders inherit a system rather than build one. This operator built that system at a major real estate marketplace from pre-IPO through public company life, then spent four years inside a seed-stage venture firm designing talent programs for portfolio companies at the moment they needed them most. Now stepping into the next chapter, with a track record that spans hypergrowth, VC-backed talent strategy, and mission-driven organizations at unicorn scale.
BHRN-6180 👥 People & Culture — Running people operations across factory floors, global wholesale, hundreds of branded stores, and a B2B industrial program is not a single-function HR job. This CHRO has held that complexity together at a heritage American footwear manufacturer, through a generational CEO transition and a full brand portfolio reset. Built for multi-channel consumer companies still designing what that kind of people infrastructure should look like.
BHRN-6160 👥 People & Culture — Stewardship of a 120-year-old American manufacturing company's people infrastructure across five production facilities, 525+ branded retail locations, and a global workforce spanning North America, Europe, and Asia demands an HR leader who can hold craft culture together while the business scales B2B, DTC, and international simultaneously. This CHRO has built that capability inside one of the most operationally complex multi-channel footwear brands in the country.
BHRN-6155 💰 Finance — Most CFOs hand the operations mandate to someone else. This one held both seats simultaneously at a performance footwear brand scaling through nine figures and beyond, after running the combined finance and general management role at a UK specialty footwear chain inside a global fashion group. The finance executive who has actually lived the COO chair, not observed it.
BHRN-6151 🖥️ Digital — Running the full digital P&L for both a brand's flagship DTC site and its Amazon storefront simultaneously is rare. This VP has done exactly that at a nine-figure premium outdoor lifestyle brand navigating a wholesale-to-DTC channel shift, owning online merchandising, performance marketing, UX, content, and planning end-to-end. Brands accelerating their owned digital channel while protecting premium positioning have a direct analogue for what that build looks like at scale.
BHRN-6446 🎯 Marketing — Scaling demand generation through an IPO is a different problem than launching AI-native products to millions of existing users, and this marketing executive has solved both. She built global field marketing at an IT security company through its public offering, then rebuilt go-to-market for a developer platform used by millions of builders. Companies pivoting out of enterprise-only motion into product-led growth call her when the marketing org needs to be rebuilt around a new buyer.
The full network is live at the link below.
See someone worth meeting? Request an intro with a single click and we'll handle the rest.
Don't have time to browse? Book a quick call with us from the network page. Give us the function, the expertise, and the stage experience you need. Within 24 hours we'll search our full database and produce a curated shortlist for you to review.
Bearhug is the first executive search firm to offer a fully searchable database of vetted executives and emerging leaders across consumer brands and enterprise tech, all ready to take your call.
Trusted by over 1,000 investors and founders, from startups to scaleups to public companies, to find and connect with proven leaders. It's the professional matchmaking solution the market has needed for years.
