Philip Hatton: Commercial Photographer/Business Owner in Portland, OR

Tasked with increasing market share and improving profitability, I worked cross-functionally (with design, engineering, marketing, and merchandising) through a 24-month stage-gate development process, and managed the 3-year strategy, creation, and go-to-market execution of the Nike Golf Vapor product line. This highly-successful franchise yielded a 30% YOY increase in retail sell-through, a 20% growth in average selling price, and was nominated for a Nike Maxim award. Sadly, this was too little too late, and my time at Nike ended abruptly with the shuttering of the golf equipment category.

A new digital product initiative had me develop and lead the vision, strategy, business plan, and conceptual roadmap for the launch of NIKE+ golf. In conjunction with internal teams and external partners, we patented and created prototype products and digital user experiences (sensor-integrated footwear and equipment alongside desktop and mobile applications), and seeded development kits with retail partners to garner user insights. This initiative ended with the redirection of Nike’s Digital Sport division.

Following a global recession and restructure at Nike, I was tasked with overhauling the golf customization business to improve the return-on-investment from a $2M yearly initiative yielding <$10M in revenue. Beginning with an in-depth audit, I addressed friction points and opportunities through the adoption of a transformative ‘Fewer-Better’ strategy (including: selective distribution; improved retail tools; new branding and marketing; good-better-best consumer experience; elevated product line; improved operations; and 5X ROI accountability) that grew sales to $15M, reduced costs by 40%, and fostered trust and advocacy with trade and consumers.

Next, came the opportunity to work at Nike World Headquarters and develop the golf equipment business in the international geographies (EMEA, Canada, Japan, Korea, Greater China, Southeast Asia, and Pacific) that contributed to 50% of global revenue. Through boots-on-the-ground immersion, opportunity analysis, and a cross-functional stage-gate development process, I launched a standout Asia product line that accelerated market share and, due to high demand, was subsequently launched globally and evolved two further generations.