At Amer Sports’ Investor Day held on Thursday, September 18, at Arc’teryx’s headquarters in Vancouver, BC, Stuart Haselden, CEO of Arc’teryx, outlined a “Global Brand” vision to expand the outdoor brand’s revenues to $5 billion by 2030.

Arc’teryx’s sales surpassed $2 billion annually for the first time in 2024. Amer Sports’ overall Technical Apparel segment, led by Arc’teryx and including Peak Performance, recorded sales of $2.19 billion, up 35.9 percent from $1.61 billion in the prior year.

Arc’teryx’s growth over the next five years will be driven in part by doubling its global store count from approximately 150 to around 300 by 2030, as well as continuing “robust online sales growth.” From a category perspective, growth priorities include footwear, the brand’s Veilance urban range and the women’s category overall.

However, Haselden said Arc’teryx plans to largely continue the roadmap it established in recent years, which has driven momentum for the brand.

“Arc’teryx is special, and I hope you’ll get a deeper understanding of that today,” Haselden told the analysts at the event. “It’s a unique brand with a unique market position. We do not see a direct competitor for Arc’teryx and how we’re positioned. We span at least three distinct market segments. We are the pinnacle in the outdoor market. We compete and win share in the luxury and premium outerwear segment. And are entering and taking a share in a new way in the broad athletic footwear and apparel market. So, it creates a very large total addressable market (TAM) for us. The potential for this brand is large.”

Haselden said Arc’teryx’s recent growth spurt has been driven by two phases. The first, described as the “Brand Direct Declaration,” began in 2019, when Arc’teryx’s global sales were roughly $500 million.

At the time, a consortium of investors, led by Anta, acquired Amer Sports, and the new management team embarked on a “Brand Direct” strategy, giving brand CEOs full accountability and responsibility for their businesses. Haselden said of the move, “The investment thesis was dismantling the old matrix structure that Amer had operated under and creating these stronger, autonomous brands that would create more agile businesses that could really capture and deliver the potential of the brands.”

Haselden noted that part of the changed organizational mindset meant recruiting new leaders, which he noted was “not without its own challenges.” Haselden said of his brand’s team today, “These are seasoned veterans. Many of them have been with brands, built brands that are multi-billion-dollar in scale, so not rookies. And I view it as really an all-star team.”

Amer Sports’ CEO James Zheng noted during the conversation that 80 percent of Amer Sports’ overall top management teams have joined the company since 2020.

The second phase driving Arc’teryx’s recent growth, “DTC Transformation,” took place from 2020 to 2024, during which Arc’teryx shifted from 80 percent wholesale distribution to 80 percent direct-to-consumer (DTC). Haselden described the shift as “a monumental effort and remarkable, the success of which has been the catalyst for our accelerated growth trend. We’ve always been a great product company. In this phase, we became a great retailer and that is the difference in the trajectory of our business.”

With the completion of the initial goals under the DTC transformation, the “Global Brand” phase is launching. Haselden said, “We now turn our attention to growing globally as a truly global brand, creating greater consistency in how we execute, investing in a stronger brand voice around the world, and also investing in the infrastructure, supply chain, technology, as well as the structure of our teams that will enable us to continue to scale.”

Haselden said Arc’teryx will continue to prioritize finding solutions for “mountain athletes,” a priority instilled by the brand’s Co-Founders, Dave Lane and Jeremy Guard. Haselden said, “That uncompromised manner in which we design products for the mountain athlete, for the mountain sports they love, is really very much who we are.”

Haselden noted that many members of Arc’teryx’s design team have been with the brand for 25 years and are athletes themselves, continually testing gear.

Haselden said Arc’teryx’s design approach was finetuned in 2021 when the brand declared that its mission was “specifically to lead the world in climb, snow and trail products for the mountain athlete everywhere.” At the time, Haselden was selling plaid and flannel shirts and dresses, and the recommitment helped the brand’s design team exit areas that were tertiary to focus on building credibility with outdoor consumers.

“That authenticity of focusing on the mountain, I’m more convinced than ever, is what is creating the appeal of the brand,” said Haselden. “The world does not need Arc’teryx to make athleisure products. The appeal of our brand is that we are focused, in a disciplined and committed way, on creating these performance products. And as we have expanded aggressively in China, I believe very deeply that that is part of our success and that that is part of the appeal to our Chinese guests – the same way it is in North America, Europe, and other parts of Asia.”

Elaborating on growth drivers, Haselden described Arc’teryx’s growth strategy as “structural” in nature. He elaborated, “And what I mean by that is we can break down the building blocks of how we’re growing across channels, across geographies and across categories in a way that is very objective and measurable. There is not a lot of hope in this plan. There is a lot of substance.”

By channel, the brand is looking to double its store count globally from around 150 stores to “over 300 or approaching 300” by 2030. Said Haselden, “We see the potential for our brand stores globally at 500 to 600, so we’re not done yet. In the next five years, we’ll begin to approach the halfway point of what our full brand potential is from a store roll-out standpoint.”

E-commerce growth will also be a major revenue driver, although the channel is already sizeable, accounting for 39 percent of sales in North America currently.

“It’s not a small business,” said Haselden. ‘It drafts off our store expansion. When we open a new store, our e-commerce business typically increases. Importantly, it’s also part of how we drive brand awareness.”

By region, Haselden said Arc’teryx is “just getting started in the United States,” with store openings in major cities, such as New York, Los Angeles and San Francisco, accompanied by marketing investments helping drive brand awareness and “strong” results in recent years. Haselden said, “We’re confident we have a successful algorithm that will continue to show an accelerating trend in the United States.”

A priority in the U.S. will be elevating brand awareness. Haselden said, “This is an important market for us. As a Canadian brand, everyone knows us here in Canada. It’s sort of the hometown and the home market for us. If you go to Whistler, I’d argue that about a third of the folks on the mountain are going to be in Arc’teryx, and that’s pretty much true across Canada. We enjoy that strong brand awareness. The U.S. is more competitive, and that’s a big focus for us to overcome.”


Beyond North America, Arc’teryx will look to build on momentum in Asia Pacific, the brand’s “fastest growing” region, said Haselden. The acquisition this year of its Korean franchise partner “opens the door for us to invest in Korea in a new way.” Haselden described Korea as “a fantastic outdoor market that we’re just scratching the surface now.”

Haselden also said Arc’teryx has a “great business in China.” Given China’s rapid growth, growth rates are expected to moderate in the years ahead. Said Haselden, “Over the next five years, we’ll see a very balanced picture regionally between China and North America. In particular, we expect those businesses to be about the same size by 2030.”

Haselden also cited Europe as a “fantastic opportunity” for growth, noting that the brand currently has only 12 stores in Europe.

From a category standpoint, Haselden said Arc’teryx’s investment in footwear, which began early 2022 when the brand established a footwear office in Portland, OR has been a “big success,” and the brand recently established a business unit inside the company around footwear to scale the category.

Renée Augustine, formerly Arc’teryx’s VP of Strategy and Enterprise PMO, has been recently promoted to GM of Footwear. Prior to Arc’teryx, she held leadership positions at Under Armour and Nike.

Veilance, which was created over 10 years ago to explore opportunities in city and everyday lifestyle apparel, will also operate under its own business unit. Veilance’s General Manager is Marissa Pardini, who joined Arc’teryx in January and was formerly the chief product and merchandising officer at Vans, and before that, headed the Americas for The North Face. Haselden also noted that another recent addition to Veilance’s team is Ben Stubbington, who was formerly SVP of Design at Lululemon.

Women’s has also been a “fast-growing” category with Chief Creative Officer Katie Becker’s team looking to continue the momentum. Haselden said, “We really view women’s, in many ways, as the deep end of the pool in terms of the potential growth within the apparel category, and we’re excited at the momentum and the traction we’re gaining by expanding the assortments and the women’s-only designs that Katie and her team have brought to market.”

Another priority for Arc’teryx is circularity, which Haselden sees as critical in driving consumer engagement. Arc’teryx’s Rebird care and repair program, launched in 2021, has been “really successful,” and Haselden said Arc’teryx’s store presence provides an opportunity to leverage the program with consumers. Haselden said, “Most of our competitors in the industry don’t have an 80 percent owned distribution model. Because we have this, we can create a unique point of engagement with our guests, which resonates around the world as you visit our stores in China, Australia, Europe, and across North America. This is an important way in which we engage with our guests.”

Prior to the company’s Investor Day, Amer raised its guidance for the third quarter due to continued momentum at Salomon’s softgoods business and a “reacceleration” at Arc’teryx.

Amer now expects third-quarter 2025 year-over-year revenue growth to be in the high 20s percent, compared to a previous guidance of approximately 20 percent growth. Adjusted operating margin is now projected to be at, or above, the high end of the previous guidance range of 12 percent to 13 percent.

Amer also said its long-term financial algorithm assumes the previously issued guidance for the year ending December 31, 2025, as the base year and a duration of 5-plus years:

  • Amer Sports: Annual revenue CAGR (Compounded Annual Growth Rate): low-double-digit to mid-teens; Annual adjusted operating margin expansion: +30–70 basis points.
  • Technical Apparel (Arc’teryx, Peak Performance) segment: Annual revenue CAGR: mid-teens; Annual adjusted operating margin expansion: +20–60 basis points.
  • Outdoor Performance (Salomon, Armada, Atomic) segment: Annual revenue CAGR: low-double-digit to mid-teens; Annual adjusted operating margin expansion: +40–80 basis points.
  • Ball & Racquet (Wilson Sports, DeMarini, Louisville Slugger, EvoShield, and ATEC) Wilson Sports, DeMarini, Louisville Slugger, EvoShield, and ATEC) segment: Annual revenue CAGR: mid-single-digits; Annual adjusted operating margin expansion: +40–80 basis points.

Images courtesy Arc’teryx