Philip Notheis: in Petaluma, CA

Assigned to turn around struggling and declining hardgoods business plagued with irrelevance and failed new product launches. Responsible for managing and inspiring a product management team, setting and maintaining global product vision and positioning, category expansion strategy, reinvigorating consumer and market testing and insight methods, and honing overall lifecycle management and new product development processes, and fostering a collaborative consensus based relationship with Sales and other departments. Tagged an experienced opinion leader in the organization, a part of and leading numerous special project teams on topics like brand redefinition, NPI process, Agile technique adoption, consumer insight, sustainability, DEI, and corporate strategic planning frameworks. • Successfully grew Hardgoods business back by 25%, ~$13M amidst a boycott and later a pandemic. 2021 was the best year ever on record for CamelBak in Hardgoods, projecting further confident and ambitious growth in 2022 and beyond. • Chartered Sustainability Team and created strategic framework for goals and initiatives to measure and lower brand’s impacts. Reconnected with OIA CAC community, brought in consultation, implemented HIGG measurement tools, set SBTi science-based 2025 goals and put brand on path to reach them. Serve on FTC Coalition supporting molecular recycling alongside LEGO, P&G, DOW, Coca-Cola, etc. • Rekindled and started new key account relationships by leading effective line review meetings and added strategic planning and touch-base sessions for added inclusion in our processes, building rapport and early buy-in. REI, Target, Scheels, MEC, Peloton, etc. Implemented effective new SMU programs where appropriate. • Worked with in house creative team to overhaul retail packaging for less waste, better shelf presence for the brand, and more effective consumer communication based on hierarchy of needs research study. Most effective in Target where we’ve seen back-to-back 50% YOY growth. • Guided Agile core team to reimagine B2B and B2C Custom Print business, exiting failing print partner and ground up starting digital, screen, and laser print shop in our Midwest DC, and solid UX online customizer tools for our site as well as our retailers. Custom now accounts for a third of our online sales. • Re-defined Stage Gate NPI Process with Project Management partners, aligning expectations between core teams and senior leadership, improving communication, insights, clear KPIs, transparency, consistency, reducing churn, building trust back. Successfully introduced and exercised FasTrak process for focused high speed-to-market projects. • Quickly identified drinkware/tumbler market for adjacent category expanse – executed FasTrak process and effective GTM planning to bring a fully developed 9-style Horizon Collection drinkware range to market in about 9 months, creating a ~$10M incremental category in just 2 short seasons. • Conducted segmentation study to identify and def ine brand core and growth consumer targets. Proceeded with exploration study on growth target to more deeply understand values and followed up with design sprint resulting in our purpose-driven, innovative, and award-winning Multi-Bev bottle. • Continued growth target push with first ever Limited Edition Program, highlighting special CMF treatments, themes, artists, and non-profit partners such as POW. Implemented capability-building development process between Design and Dev teams to keep that fire stoked seasonally and something/options always in the hamper to collaborate on.

Assigned to executive leadership team and tasked with driving new thought direction and processes throughout the company from a product perspective. Responsible for defining, building and leading a design/development team and NPD process, standardizing departmental reporting and document control practices, fostering cross-functional cooperation, and setting product line vision, strategy and resource allocation. Ensures team is focused on sustainability minded, quality growth and premium product positioning while delivering on brand and company goals that use business as a force for good as certified B-Corp. • Led new $5MM Target business expansion in and through focused, quick, and effective project team creation and management. Secured new art direction and trending resource, identified strategic opportunities, generated compelling sales presentations, and fostered great working relationships with agents, buyers, and internal sales and ops teams. • Evaluated market trends and quickly expanded insulated product line offering with unprecedented 4 new bottle shapes and innovative yet classic pressure-rated growler cap, displacing and blocking competition, bolstering a growing custom co-branded business, and creating a suite of currently best-selling product and 27% incremental revenue. • Built team of designers, engineers, project manager and coordinator to work within the company’s first formal NPD stage/gate process implementation, improving cross departmental communication, accountability, time-to-market and building trust and a culture of sharing, inclusion, curiosity and innovation. • Supported and guided company’s mission-driven first Life Cycle Analysis (LCA) to achieve a better understanding of environmental impact. Used data to inform and establish KK design philosophy, product roadmap, and future innovation concepts. • Initiated global packaging design initiative to consolidate and harmonize regional/global packaging sets, reducing part count by up to 50%, driving efficiency, reducing per piece and holding costs. • Established internal EPDM System and retroactively standardized engineering document and rev control, identifying and communicating key dimensions, tolerances, and specifications. Immediate impact and backbone to a new and enhanced Quality Management System and team in market, and sets stage for future ECO process work, Bill of Materials Management, and manufacturing flexibility. • Introducing new methods, partnered with key factories to open the books on component-level costing, creating transparency and objectivity in the price negotiation and quoting process, while aiding the team on the understanding cost drivers in each design.

Responsible for creating, owning and championing the Giro Snow helmet and eyewear lines globally including overall strategic direction and product line management. This includes business plan development, concept/product briefing, cross-functional team leadership, sales and margin accountability - all with a relevant focus on our consumer and our competition (current/future) within each unique market and sales channel. • Led development of innovative new Softshell helmet technology concept, creating a unique helmet safety POV for the Giro brand focusing more on low-energy management. The first non-expanded foam helmet the company has ever made in its history, offering unprecedented safety and durability in the helmet industry. Initial sales have exceeded expectation by 60%, representing incremental net sales of over $2MM. • Turned stagnant and unprofitable goggle business around with new flagship model, which has best field of view in the industry due to innovative EXV design driven from top athlete insight. Goggle category growth up 40% since 2011, with margins up over 5% - this is despite 2 of the worst snow level seasons in history, and a struggling snow sports industry.

Responsible for managing a global snow helmet product line from brief stage through design, sourcing anddevelopment, product introduction, and sell through. • Grew entire helmet category by 25% with the development and introduction of the fresh women’s helmet line extension, offering separate models with custom styling and packaging. This line concept has since been applied to other Giro categories such as bike helmets – women’s helmets now occupy almost 40% of Giro helmet sales. • Pioneered wearable technologies in snow helmet category, collaborating with the likes of Skullcandy and Motorola to bring audio and communication accessories to the slopes. Giro was Skullcandy’s very first customer, now they are a huge publicly traded corporation. • Established benchmark concept and briefing process for R&D group, even across categories. Resulting in better business cases and clearer direction. Also established “product change” process to accurately capture undocumented resource drain on the department.