Growth at On: Our Portland Office

After its 2010 founding in Switzerland, On quickly established a strong brand presence in Europe. By 2013, the company began to set its sights on a move into the North American market. On saw North America as having the potential to grow into its largest market and it only made sense to open up a headquarters in Portland, Oregon, “the Silicon Valley of sportswear,” as On co-founder Caspar Coppetti has said.

With an abundance of outdoor adventure near Portland, the city’s emergence as a startup hub on the West Coast combined with the prevalence of industry talent suggested it would be easy to grow the headquarters quickly. In six short years in North America, On has grown its team from 10 to nearly 200 - and shows no signs of slowing down.

We sat down with Britt Olsen, North America’s GM, to hear more about how Portland keeps delivering above and beyond.

On’s bigger than most “start-ups”, why do you describe it that way?
It’s a conscious decision, to act like a start-up. It’s a way of thinking and acting that makes us smarter, faster, more agile. We may have celebrated 10 years as a brand, but in the US, we’re much younger. We’ve only just started scratching the surface.

We’re up against some huge brands, with a lot of heritage. That can feel overwhelming, but I really believe our way of doing things gives us an edge. We’re entrepreneurial in everything we do and can evolve in ways that other brands only dream of.

Can you give us five words that sum up what it’s like to work at On?
Thrilling is the first thing that comes to mind – every day I feel a buzz when I start the workday. It’s also challenging. There is so much critical thinking and problem-solving, we’re always being tested, always having to find solutions to new problems. High-performing – if that can count as one word? Everyone is pushing themselves and each other to break new limits. We have a unique athlete-like spirit that sets us apart. And we’re curious. Always. We’re never afraid to try new things, even if we fail. Lastly, fun, above all else. I’ve never had a job that’s this much fun.

When you joined On, how big was the office?
When I walked into that office in Portland back in 2014, we were just three people. We had some sales reps out in the field too, but we were no more than 10 people across the whole of North America. The three of us were sat at the same Ikea table, in a tiny corner office.

I took the job because I really believed in the brand after meeting the founders. I also thought it might be a more low-key role than the then one I was leaving. After day one, I knew that was not the case. I was excited.

What was it like in those early days?
Fun, but so intense. We had to come together as a very small team and figure out how to build a business and grow a brand in the largest running market in the world. At the time it didn't feel ideal, but sometimes I miss the scrappiness. I distinctly remember having to hold meetings in the bathroom because we were running out of space.

When we moved into our second office, we remodeled it ourselves. Every team member from the CFO to our newest hires joined in painting the kitchen and putting together furniture. We were doing, making, creating as a team. That felt so satisfying.

Personally, how has it felt to be part of On’s journey?
More than anything, I feel super grateful. I never take any of it for granted. It feels like I’ve been invited to this once-in-a-lifetime experience. I’m not sure how I got so lucky.

I feel so grateful for the relationships I’ve formed with the people. Our people are just so good. We’ve shared in successes, happiness and challenges - we have an incredible community here.

Do some achievements stand out for you?
We hit a new milestone every day but 2020 has been truly special. From our response to the coronavirus to seeing the team recognizing and responding to racial and social justice issues, I feel so proud of all of them.

Even when the world has felt a bit like it’s falling apart, we’ve been there for each other and for our fans. We know that we have the influence and talent to make a difference. We know we can have a positive impact on the world. Seeing us work together to create that has been incredible.

Do you ever think: maybe we’re growing too fast?
We want to stay as lean, entrepreneurial, and rebellious in spirit as possible and we work really hard to do that as we grow. As we bring people in, we are careful to assess how they align with the values and goals of the company.

I know we’re doing a good job because I can go to any corner of the globe and if I run into someone from On, I feel at home. That’s an incredible achievement.

What’s been the biggest challenge you’ve faced during this growth?
Learning when to say no! When we were starting, we practically had to beg for every opportunity. Now that’s completely flipped: everyone wants a piece of the buzz. Everyone wants to distribute, to collaborate, to promote. It's great. But, we can’t be everywhere or do everything. We have to be strategic. We also need to protect our teams to make sure they are supported with time to rest and recover.

What’s the culture like at On? Has it changed much?
Overall, we’ve done a remarkable job at making sure that On’s values are known and lived. Our culture is where it should be, given the size.

We’ve always had our ‘culture carriers’, as I call them. The people who have always had a huge influence on how we think and act. The new senior talent coming in has to sync with these culture carriers because that’s how we can keep this great energy going. It’s about finding the right balance, always.

What do you think On can achieve in the near future?
I feel On has an opportunity to become one of the top-three biggest sportswear brands in the world. I also know that we can help influence and shape sport culture in a very positive and impactful way. That feels really good.

I feel that we have the opportunity to build up great talent and will allow our people to do things that they never imagined possible before coming to On. We have many great programs to develop people in parallel with the organization, and this guarantees that both our people and our brand are reaching their full potential.