ACHIM TISCHER
Chief Brand Officer
Which brand decision in your career best illustrates the balance between creativity and commercial discipline?
It is a decision I have to make every day again – not to chase a short-term trend or opportunity, even though it promises quick volume. Instead, refine the product to stay true to the brand’s design language, comfort promise, and price architecture.
We consistently have to balance creativity and commercial discipline. The result won’t be just one successful season – it will strengthen trust with our retail partners and consumers. For me, that’s the balance: creativity opens doors, discipline decides which ones are worth walking through.
What non-negotiable brand principles must every shoe we create respect, regardless of trends or market pressure?
Every shoe must clearly answer three questions:
Does it reflect who we are as a brand?
Does it deliver real value to the consumer – in comfort, quality, and function?
Would we still stand behind it in three years?
Trends can inspire us, but they never lead us.
If a product compromises brand integrity, quality, or the consumer’s trust, it’s simply not worth launching – no matter how attractive the numbers look on paper.
When you reflect on your professional journey, which experiences had the greatest impact on the way you lead today?
The experience that shaped my leadership the most was my transition from expert to leader.
I built my career in a fairly classic way: starting as a skilled individual contributor and gradually taking on more responsibility and leading teams. Early on, my leadership had clear shortcomings. I relied heavily on my own expertise, assumed I had the answers, and often slipped into micromanagement.
The real turning point came when I was asked to lead a team outside my core area of expertise. Suddenly, my old approach no longer worked. I couldn’t rely on specialist knowledge alone, and I had to fundamentally change how I led – towards trust, empowerment, and enabling others to succeed.
I was fortunate to be supported throughout this transition, and that support made a lasting impact on my leadership style. The change didn’t only benefit the new team; my original team benefited as well. It taught me that leadership is less about having all the answers and more about creating the conditions for others to do their best work.
If the audience remembers only one thing about how you approach brand and product, what should it be - and why?
The brand is not a layer you add at the end – it’s the starting point.
When brand values genuinely guide product design, marketing, distribution, and decision-making, consistency becomes natural, not forced. Consistency throughout the whole customer journey.
I believe strong brands start within our team. We all have to internalize the brand values. That’s why I’m also convinced that for product, sales, and marketing, each brand needs dedicated, exclusive teams. Through consistency, brands earn trust – and trust is the most valuable currency we have.
What is one uncomfortable truth about brand or product strategy that leaders need to accept sooner rather than later?
Very simple answer but very difficult to follow up:
To say NO – not every opportunity should be taken.
Growth without focus dilutes brand meaning. Strong brands are built as much by the decisions you don’t make as by the ones you do. Saying “no” is uncomfortable – but it’s often the most strategic move.