Martin Hoffmann and his colleague and his co-founder Caspar Coppetti have the reason to relax, and his colleague and co-founder Caspar Coppetti, who sits in their Zurich headquarters, have a reason to relax. Another quarter of the unexpected growth has moved in another 3 billion US dollars for the value of your brand.
However, there is an elephant in the room. However, it does not take up much space because the elephant is a newly empty seat on the CEO table.
Hoffmann will soon take on the role of ON CEO alone if his co-CEO-mark bricklayer leaves the company in June. Maurer said that after more than 14 years in the company, he had to start a “new chapter” in his professional life.
Maurer and Hoffmann joined the Swiss food dealer Valora in 2012 and 2013 as COO and CFO. Maurer bullets his friend into a little -known startup. The couple has been operated as a co-CEOs since 2021.
From July, Hoffmann, a financial unrest from trade and nature, will take over alone without supporting masons.
“I had a really strong relationship with Mark and a deep, deep friendship,” said Hoffmann Assets After the publication of the income in the first quarter of On.
“I will miss it, but we were basically in all parts of the business together with different focus. However, there are no blind spots and we do not change a strategy.”
Hoffmann, whose priority will shift from his current double role as CFO, admits that he loves numbers as much as people. For a company that is better known for design, innovation and cool cooperations with Gen Z Idols, finance must take a back seat.
“The strength of on is not the numbers, it is the team,” said Hoffmann.
“My goal was to be in the best form of this team. And I don’t think this changes. The focus of where I do it will change, but the perspective remains the same.”
Hoffmann could hardly take the sole charges in a better position.
On Tuesday, the group reported a sales increase of 43% in the first quarter of 2025 compared to the previous year, while increasing sales and profitability instructions for the rest of the year.
The last quarter was the second in a row that exceeded his sales expectations.
New brand partnerships, including a Super Bowl display in February with tennis-sized large and investor, Roger Federer and ELMO, have contributed to the company to oppose the short-term expectations within a more comprehensive goal of double the turnover between 2023 and 2026.
After completing her winning week with a record valuation of 19.65 billion US dollars, when investors stormed into the running brand according to the surprise results after the week started worth around 16 billion US dollars. On is now the third most common, publicly traded shoe brand in the world behind Nike and Adidas.
The group’s increase has come because these old sports fighting companies have decreased. Nike’s shares have fallen more than 15% since the beginning of the year, while the Adidas shares fell by more than 8%. In the meantime, 8% has increased this year. With a current market share of around 10%, the management of the company is laser -oriented in order to drive this even higher.
“Our long -term vision is to be the number one brand while running,” said Coppetti Assets.
On’s marketing
The coat of the number 1 running brand brand now looks much more realistic than when your co-founders experiment with the strapping tube pipes to the floor of traditional running shoes for the first time. However, it is a different way than the one who led to this point.
As a Challenger brand, word of mouth and an opportunistic boom developed largely through word of mouth and an opportunistic boom in younger people, whose higher-available income, social media awareness and newly discovered focus on fitness have proven a gold mine for the sporty brand.
“I think we benefit from this health and wellness trend in which younger adults … they don’t go to the gym than in the bar,” said Coppetti. The successful partnership of the group with Zendaya has not affected its attraction even among young customers.
“We are quite obsessed,” says Coppetti, that they continue to improve the brand recognition of ON.
The company was forensic in the transition from an online model for the establishment of physical business and considered where exactly the 53 shops up to the street corner should be placed in order to maintain its exclusivity during growth.
“We do not want to exceed, and that enables us, for example with retail partners with whom we want to work, to be very selective or in which shops we would like to be in which street in which we want to have on this street in this premium positioning,” says Coppetti.
The two London shops of ON illustrate this strategy, one in the exclusive Regent’s Street and the other in the trendy shopping zone of the east of Spitalfields. Coppetti notes regularly take part in a run from this business. You can be quite confident that an on -on -on -company appears in other runclubs a hidden appearance.
“We actually go out and go to the most important running routes in the big cities and we are people and we see which products they wear both shoes and clothes,” said Coppetti.
The company does the same with ongoing events. On short track runners, up to half marathon, more is cut. It hopes to get more marathon runners if it starts his “Super Shoes” later this year.
There will be other challenges on the way. Still an emerging brand has not yet proven that you can drive dips as required and go beyond the fears that it is a “fad”. And even though they are operated in the United States, the Swiss brand is no less tariff than its competitors. Nevertheless, the planning of price increases this year is not to do with tariffs, and CEO Hoffmann customers are ready to stay on the way, but bumpy things.
“We want to be the Premium -Global Sports brand, and Premium is the decisive word here,” says Hoffmann. “And if you are clear about the Nordstern, we actually have a clear direction in such uncertainties.”
This story was originally on Fortune.com