Todd Kahn Steers Coach Into the Future

By Kellie Ell

Photo Credit: A Coach store, Sipa USA via AP

Coach has appointed a captain to help steer the brand into the future.

Parent company Tapestry Inc. said Thursday that Todd Kahn is now the permanent chief executive officer and Coach brand president, effective immediately. Kahn has been acting as interim CEO of the apparel, accessories and footwear brand since last July.

But the search for a permanent leader at Coach began even before that, in early 2020, when former Coach CEO and brand president Joshua Schulman departed. At the time, Tapestry said it was casting a wide net, conducting a global search for the much coveted role of Coach’s top job. More than a year later, the company has decided to place its bets on Kahn.

Tapestry’s CEO Joanne Crevoiserat said in a statement that Kahn is “the right person to lead Coach, partnering closely with me and the senior management team as we continue to advance our Acceleration Program.”

Others in the industry, who are familiar with Kahn’s track record, have taken note, too.

“Todd has developed as a well-rounded strategic executive within Tapestry and I am glad they recognized it,” Elaine Hughes, a veteran headhunter who helps place executives in senior-level roles, told WWD. “Todd, as an executive, is probably one of the most collaborative executives that I’ve ever met. He knows how to work with other people. And I’m not saying that he’s not competitive. But he is competitive in the most respectful manner.

“He has a legal and finance background and he’s operated businesses before,” she continued. “He’s someone in a leadership role who is a great listener. He’s an executive who knows what he doesn’t know. Todd’s job is not to say whether it’s going to be a leather season or a print season. That’s the job of his chief creative director. But from a strategic standpoint, Todd’s going to understand what’s the best distribution for the brand, how to maintain the brand’s integrity, to really focus on how the consumer has evolved. He’s already been successful at all of these things. I don’t really know who else out there has that kind of combination of success as a leader, plus long-term familiarity with the company.”

Hughes also pointed out that Kahn was part of the team that helped revive Coach around 2014 or 2015 when it began to lose market share to rival Michael Kors, which is now owned by Capri Holdings.

Kahn joined Coach in 2008 as senior vice president, general counsel and secretary. He’s also held the roles of chief legal officer, company secretary and president and chief administrative office. Kahn began leading the revenue generating business units of Coach in March 2020.

As CEO and Coach brand president, Kahn is responsible for all aspects of the brand and will report directly to Crevoiserate. His base pay is $950,000 a year, according to a Securities and Exchange Commission filing. He is also eligible for a target bonus of 125 percent of his salary under Tapestry’s Performance-based Annual Incentive Plan.

Kahn’s arrival in Coach’s corner office isn’t the first time the fashion firm has made changes to its leadership team. In fact, the entire Tapestry C-suite has undergone massive transformation over the last three years. Former Tapestry CEO Victor Luis was ousted from his post in September 2019 after delivering disappointing results. But it wasn’t because of the Coach brand. In fact, Coach is the retailer’s most lucrative business. It was Kate Spade and Stuart Weitzman that had declining sales, even pre-pandemic.

Either way, the entire company was on shaky ground and needed a new leader. Jide Zeitlin was named interim CEO in September 2019 and then permanent CEO in March 2020. At the time, Zeitlin promised to stay with the company for at least three years. But a few months later, Zeitlin abruptly resigned over past #MeToo allegations.

Crevoiserat was named interim CEO in July 2020. She was appointed to the permanent position last October.

But it wasn’t just Tapestry’s head honcho that has been in rotation. The CEOs at all three brands have left or been replaced in the last two years. Kate Spade also recently said it was reorganizing its creative organizational structure, with the departure of former creative director Nicola Glass. (The brand is currently conducting a search for a new creative director.)

“It’s a situation where they need some stability,” said David Swartz, equity analyst of consumer equity research at Morningstar. “And if Crevoiserat is comfortable with [Kahn] as CEO of Coach, that certainly helps him get into the permanent position.”

Meanwhile, Coach continues to be Tapestry’s biggest brand — and best asset.

While revenues at all three brands declined in the most recent quarter, sales at Coach still topped more than $1 billion, compared with $375 million at Kate Spade and $84.5 million at Stuart Weitzman. Coach has also had a successful partnership with Tmall. During China’s Singles’ Day on Nov. 11, Coach was rated the number-one brand for handbags, luggage and leather goods on the platform, helping grow revenues by more than 30 percent during the quarter, year-over-year, in mainland China.

In addition, Coach has employed a number of well-known celebrity ambassadors, such as Jennifer Lopez and Michael B. Jordan, to help grow brand awareness.

Swartz pointed out that growth in handbags — even during the pandemic — has benefited Coach.

“There’s still a lot of interest in designer bags,” he said. “And Coach’s position of being above lower-tier brands, but below luxury brands, still seems to be a pretty strong category.”

Coach also made gains thanks to its direct-to-consumer model, which placed less emphasis on its wholesale operations, compared with some competitors.

“So when the crisis hit over the past year and with the ongoing turmoil with the department stores, it hasn’t affected Coach to the same degree that it has some others,” Swartz said.

“We’ve seen a big increase in Coach’s online sales,” he added. “They’ve changed the online model so that they’re not dumping as much stuff online at low prices as the bargain sites, or the outlet sites. They’re not using the online as just a dumping ground for stuff they couldn’t sell in stores, which probably in the past has hurt the brand and hurt pricing. It’s really all about protecting the brand and keeping the brand strong, making sure bags are not discounted.”

Kahn’s next steps, Swartz said, will be to continue to develop Coach in China, as well as growing other categories.

“Handbags are still the bread and butter of the brand and I don’t think that’s going to change,” he said. “There are some things that are out of Coach’s control, like the international travel and the airport business, which has been very disrupted by the virus. But if they can build up the footwear business that would be incremental, as well as the other Coach apparel [categories].

“And it needs to continue to grow the brand in China — where it already does well — but can get even bigger over the next few years as the market continues to grow as people expect as millions more Chinese move into the middle class,” Swartz said. “Most of the growth in the luxury world is going to come from China. It’s an extremely profitable market, because the prices are high and the operating expenses are relatively low.”

Shares of Tapestry, which closed up 1.83 percent Thursday to $46.25, are up approximately 220 percent, year-over-year.

For the original article, visit: WWD.

Women in Business Speaker Series

On March 16th, 2021, CEO Elaine Hughes spoke as a panelist during the Sacred Heart University Jack Welch College of Business & Technology Women in Business event. If you missed it or would like to watch the series again, you can watch it here:


Remaking The Retail Ranks

Within the ranks of retailers, there’s a chief in almost every corner.

There used to be just the chief executive officer, chief financial officer, chief operating officer and chief merchant. Now there’s a chief diversity and inclusion officer, a chief innovation officer, a chief technology officer, a chief revenue officer, a chief sustainability officer, a chief legal officer, a chief strategy officer, a chief people officer, and a chief transformation officer.

In January, Neiman Marcus Group named Bob Kupbens executive vice president, chief product and technology officer, a new role at the luxury retailer.

Last June, Saks Off 5th created the new role of chief customer officer, which was filled by Rob Brooks. He leads Saks Off 5th stores, human resources, asset protection, logistics and fulfillment.

In February 2020, when Macy’s revealed closing 125 stores and cutting 9 percent of the corporate and support staffs, Danielle Kirgan, chief human resources officer, took on an expanded role as chief transformation and human resources officer.

Back in April 2019, Macy’s put Dennis Mullahy in the newly created title of chief supply chain officer, overseeing the entire product journey — global sourcing, inventory management, store and e-commerce distribution, transportation, indirect procurement, supply chain systems, sustainability and supplier diversity.

Other executives moving up the corporate ladder and becoming functional chiefs in their responsive areas were Holly May, who became Abercrombie & Fitch’s chief human resources officer, overseeing talent management and leadership development, diversity and inclusion, compensation and benefits, and all other facets of organizational, talent and culture building initiatives. And last July, Rent the Runway named Ellen Shultz chief people officer and Larry Steinberg chief technology officer.

This perpetual evolution of retail management structures reflects changing priorities and consolidations that’s been accelerated by the pandemic. Adding the title of “chief” reflects wider responsibilities attached to the role, adds prestige to the position and helps reduce further executive turnover. It also implies a seat in the executive suite with a direct line to the CEO.

But fewer senior managers on the team means those remaining must take on broader responsibilities and retailers will have to double up on their search efforts for executives with versatile skills or poach from the bench. Just last Monday, Macy’s Inc., eliminated the role of chief operating officer. Last month, Academy Sports and Outdoors Inc. also eliminated the role of chief operating officer. Responsibilities at both retailers were distributed to continuing executives.

There are upsides to establishing leaner hierarchies, aside from the obvious cost savings. Saks Off 5th, for example, stated that giving Brooks responsibility for both stores and human resources, overseeing the majority of the company’s associate population, creates “significant opportunities for alignment and engagement across the organization.”

Macy’s Inc. chairman and CEO Jeff Gennette told WWD that by culling the executive team “they all buy into enterprise-wide priorities. All of our senior leaders have a role in many of the pillars of our Polaris strategy,” which sets the key initiatives for Macy’s long-term growth.

Gennette’s predecessor Terry Lundgren, who ran Macy’s for 14 years until early 2017, was among the first, if not the first, to add “chief customer officer” to the sign on the door to his office. “I had it there for as long as I can remember,” Lundgren said. Though always an unofficial add-on to his title, “it was important for my people to know that I was putting the customer in the center of my decision making. I wanted my employees and executives and others to always keep that in mind when they popped into my office.

“When we created the job for chief diversity officer it became an important role to ensure thinking about customers and employees in a complete and all inclusive way,” said Lundgren.

In 2010, Macy’s named a chief environmental officer for the first time, which subsequently changed to chief sustainability officer overseeing recycling, solar panels, reducing waste and other environmental causes. “If you have someone full-time focused on it, and it’s the right person, you make progress,” said Lundgren.

“Generally speaking, the key role is ‘chief cook and bottle washer’ — no joke,” said Elaine Hughes, CEO of executive search firm E.A. Hughes, a division of Solomon Page. “Every company is going to have to figure out how to do more with less. It’s a boon for consulting companies to come in and show them how to operate under a reorganization.

“At a number of companies, the role of chief financial officer has evolved into chief revenue officer which has accountability over the entire business or in some cases multiple divisions,” Hughes added. “This role oversees that the businesses are driving toward profitability through enhancing margins and controlling expenses. Formerly it could have been the CFO, but the CFO never had authority over the divisions to push on sales, just expenses. A chief revenue officer would typically have a financial background and also a business development, mergers and acquisitions background. If a company can no longer pursue organic growth, they grow through acquisition.”

“Chief titles signal priorities,” said Kirk Palmer, founder and CEO of Kirk Palmer Associates executive search. “The proliferation of new C-suite roles reflects key areas of transformation over the last decade — digital, technology, diversity, sustainability and customer-centricity. As these functions have become more critical, these new chief titles are meant to tell internal and external stakeholders how the company has elevated the importance of these roles to accelerate change.

“Some of these new C-titles are likely to stay — chief customer officer, chief digital officer and chief diversity officer,” Palmer said. “Others, such as the new health-related chief titles, could be more fleeting as priorities shift over time.”

Lundgren said that the head of human resources at one time was also in charge of diversity. Now that’s a separate role “to make sure that diversity and inclusion is a continuous conversation in the company.”

Stores, particularly those selling nonessentials as designated during the pandemic, “must reduce expenses because they have less revenue, so partly what you are seeing are some roles collapsing and consolidating so people will have larger responsibilities and titles,” said Lundgren.

“It’s always good to rethink your structure,” he said. “When I was there, we announced a structure change almost every year, even when we were doing well. I never believed the status quo was the right answer, but you start with what is required to satisfy the needs of the customer, and what is required to fund the growth of the business.”

“With the almost apocalyptic change in the retail landscape, retraining will be the key for folks to take what they know and adapt to some of the new skill requirements,” said Hughes. “In an elementary sense, it’s no different than when clerks went from being a cashier in a store to operating a computer for a transaction, so there could be a chief learning officer involved in all kinds of interactive training and development, introduction of product, approaching customers, with four or five managers reporting to them. They could have a background in education and expertise in their business.” Chief learning officers would meet the need for constant retraining as retailers innovate in artificial intelligence, augmented reality, robotics, drone delivery and supply chain.

Hughes also cited the chief transformation officer, sometimes called chief strategy officer, as an emerging designation for someone overseeing organizational change as well as driving new businesses. “This role reflects the customer centricity that is starting to emerge.”

Chief human resources officers have evolved into “chief advocacy officers” to not only advise the CEO but to be the bridge pulling divisional organizations together. “They are first-line responders in a time of crisis,” said Hughes. “Formerly, the HR officer would handle hiring, benefits, salaries. The role has expanded to represent the entire citizenship of the organization, promote the health and welfare of employees, understand their individualities and conduct assessments.”

At Estée Lauder Cos. Inc., Jane Lauder, granddaughter of the company’s founder, was recently named executive vice president, enterprise marketing and chief data officer. In her new role, Lauder leads myriad groups, including global corporate marketing, business insight and analytics, and marketing and consumer-supported technology.

Chanel last September promoted Agathe Derain to head of human rights and corporate sustainability, a new role at the French fashion house, to provide greater insight and expertise on human rights and potential risks in supply chains worldwide.

Retailers could very well create more “chiefs” like a “well-being” chief, in response to the current health crisis fomenting health concerns long term.

Other new retail roles and jobs have recently emerged. Walmart, for example, created “health ambassadors” stationed by entrances to remind people to wear masks and socially distance. Similarly, Aritzia created health and safety advisers for its stores so health and safety protocols, like masks and hand sanitizers and store capacities, are maintained.

“The role most talked about is chief diversity and inclusion officer, reporting to human resources,” said Hughes. “This role has existed in corporations for the past few years but it’s now more critical than ever.”

For the original article, visit: WWD.

The CEO-CFO Buddy Movie Shaping Fashion Today

In the myth-making of corporate America, there’s a lot of focus on the “hero’s journey” of the chief executive officer as the ceo tightens operations, rallies employees and takes on all comers to build more purposeful market share machines.

But it’s really more of a buddy movie.

Yes, the ceo is in charge and ultimately accountable and it is the ceo’s reputation on the line, but the person in this role is not doing it alone. The ceo has many partners in progress, but in the time of COVID-19 the role of chief financial officer has grown to become more important than ever, helping to steer the ship through the storm, making tough decisions while raising money and trying to divine the future.

“The cfo, generally speaking, has a pretty broad strategic role,” said Kirk Palmer, founder and ceo of executive search firm Kirk Palmer Associates. “In many if not most companies, cfo’s are indeed one of the closest partners of the ceo — 2020 just took it to a new level because they had to accelerate their decision making.”

If ceo’s and cfo’s were close before, “they’re BFF’s forever now,” Palmer said.

There’s a certain alchemy in work relationships, which are never all business and rely on a certain compatibility to start and then a lot of work to sync up and push through a strategic plan.

When it works, it works.

As the pandemic sent shoppers home and shut down retail, VF Corp. shifted to a two-pronged approach focusing on both the “now” of fortifying the business and the “next” of being ready to come out of the crisis stronger.

There was plenty of work to go around in the suddenly remote c-suite.

Cfo and executive vice president Scott Roe tackled the now, while chairman, president and ceo Steve Rendle looked to what would come next for the giant.

That had Roe building a fortress of a balance sheet, managing inventory and putting the parent of The North Face, Vans and Timberland on a crisis footing.

“We took really hard and quick actions,” Roe said, stressing the need to be positioned to go on the offensive. By September, the company had $1.9 billion in cash and equivalents on hand, a five-fold increase from just 12 months earlier.

“It’s not about this year, it’s actually about emerging in a position of strength so that we’re actually gaining momentum coming out of this,” Roe said. “This is a refining fire that everyone’s going through.”

Having all that cash on board, and having Roe on point, gave Rendle the space to think strategically. “It wasn’t that I wasn’t involved,” said the ceo, of the rush to shore up the company. “But I was really looking forward to the future and thinking what it would take to emerge stronger.”

It’s a division of labor that clarified their respective tasks and built on their experience together.

“We really had a great working relationship before this, but I think this was a real clear understanding of, ‘Let’s divide and conquer,’ and help the enterprise navigate these unique situations,” Rendle said.

VF held up better than most in the shutdown and was among the first to pounce in the COVID-19 deal market, positioning itself for its next leg of growth with a $2.1 billion-plus agreement to buy Supreme, bringing a hot brand and some more street cred to the firm’s active portfolio.

VF Corp. cfo Scott Roe, left, with ceo Steve Rendle.

“The ceo should have a comprehensive vision for the company and those surrounding that individual in the c-suite should be able to execute on that vision depending on their roles,” said Elaine Hughes, ceo of executive search firm E.A. Hughes. “In the case of the cfo, that role is not just about squeezing a budget to reduce costs but today more than ever, significantly changing the company’s processes and mode of operation.

Today’s volatility is unprecedented and will forever change the landscape of how companies function,” Hughes said. “However, volatility has been a constant, whether global corporations need to adjust to currency fluctuations, global politics, supply chain, tax implications, investment in sustainability, the complexity of technology and the human resource dynamics. All these require a cfo’s leadership where she/he creates the benchmarks in their organizations to gauge success and hold the management accountable for those performance measures.”

At Levi Strauss & Co., the ceo/cfo pairing of Chip Bergh and Harmit Singh synced up long before the pandemic hit.

“We’ve been through a lot together,” Bergh said. “When he joined [in 2013] we still had $2 billion of debt on our balance sheet. We were highly leveraged, our ratings by the credit agencies were four of five notches below investment grade and our balance sheet was a liability. We weren’t creating any shareholder value and we really hadn’t created any shareholder value for over a decade.”

The pair helped the company reverse course and go public again last summer, getting the New York Stock Exchange to drop its no jeans policy at least for a day.

“We’ve worked together so closely for such a long time, we can practically finish each other’s sentences,” Bergh said. “It’s great to have a cfo who believes marketing is an investment, not an expense. Every time we move the brand ahead it’s like putting pennies in the bank. In many ways, we are very like-minded. We’re both very, very disciplined. We’re both really focused on measuring what we invest in and measuring the effectiveness of what we invest in.”

Levi’s moved early in the pandemic, laying off 700 people — 15 percent of the corporate workforce — in July, accepting that the business would be smaller for a while, but could also make market share gains. The cuts helped Levi’s return to profitability in the third quarter.

“I drove the working capital efficiency and Chip kind of cheered me on,” Singh said. “We really focused on driving profitability.”

But it’s a fine line, the cfo said, noting that it all required, “communicating with your investors, communicating with your employees and demonstrating empathy because people are scared and safety is so paramount.”

And although a workforce restructuring of that size by itself would mark a busy year for a cfo, it was only part of Levi’s pandemic response.

“We did raise half a billion dollars and that happened in like five days,” Singh said. “I went to Chip and I went to the board and I said, ‘We’ve got to do this.’ It allows us to have dry powder if things get better for M&A, it allows us to get ready for tough conditions.”

As painful as the pandemic was, having something of a mind-meld at the top can be helpful.

“The ceo-cfo relationship is a key relationship,” Singh said. “It starts and ends with trust and the ceo and cfo need to be able to talk about just about anything in the company. We share common values and the vision for the company. It becomes important because it allows the cfo working with the ceo to quickly allocate resources in good times and bad times.”

Consultant Timothy Derr, a partner at Kearney who works with retail ceo’s and cfo’s on large-scale transformation projects, said a strong working relationship between the ceo and cfo heading into the pandemic is a key factor in how successful companies have been in navigating the crisis.

Where the ceo is charged with making the final decision, cfo’s have to really take inventory of all the alternatives and advise on the best path forward.

Being cfo is a gig that’s evolved in recent years with the bean counters of old becoming heads of the company’s nerve center, serving functions that are both analytical and more take charge..

“COVID-19 turned the cfo into not only an operator, but also change leaders internally,” Derr said. “Cfo’s were also responsible for testing all of the resiliency of the organization and understanding any weaknesses.”

And despite all the talk about the next quarter with companies on Wall Street, the top finance job also has a much longer-term component, which is why many cfo’s have good reasons to ensure the company is strong well into the future.

“The cfo’s trying to set themselves up to be ceo, so they’re looking at this a lot more longer term than the ceo is,” Derr said.

For the original article, visit: WWD.


E.A. Hughes is pleased to announce our partnership with Marquee Brands LLC in placing Neil Fiske as their new Chief Executive Officer.

As seen on PR Newswire September 8, 2020

NEW YORK, Sept. 8, 2020 /PRNewswire/ — Marquee Brands LLC, a leading global brand owner, marketer and media company, announced today the appointment of Neil Fiske as the first chief executive officer of Marquee Brands LLC. Fiske has 20 years of brand building experience across various consumer segments. Most recently, he was the chief executive officer of the GAP brand.

“Neil brings world-class multi-brand operational experience to Marquee Brands and has a track record of successfully building and repositioning brands. We are very excited to have him lead the team as the company’s first chief executive officer. Neil has the leadership track record and breadth of business experience we believe are critical to lead Marquee,” said Sam Porat, Managing Director, Neuberger Berman.

Founded in 2014, Marquee Brands has become an industry leader in brand acquisitions and brand building and today manages a portfolio with $3 billion of retail sales across 11 brands and four consumer segments. This includes the recent acquisition of the iconic brand Sur La Table which further builds upon the Home and Culinary portfolio within Marquee Brands.

“As we continue to build and evolve the Marquee Brands business model, it was the right time for us to find a CEO with the experience and strategic foresight to take advantage of the unprecedented market opportunities ahead of us,” said Zachary Sigel, Managing Director, Neuberger Berman. “Neil shares our vision for Marquee and will position us well to fully capitalize on the current dislocation across the retail and consumer industry. We welcome him to the Marquee Brands team, and we are excited about the future.”

Over the past six years, Marquee has successfully built a portfolio of category leading brands, steeped in heritage and history with a strong consumer identity and diversified channels of distribution.  Marquee has created a best-in-class platform including its Marquee Direct e-commerce business to drive significant organic growth post acquisition. Marquee’s focus on building brands by investing in them to ultimately deliver unique offerings to retailers and customers has helped their portfolio standout in a rapidly changing retail environment.

“Marquee Brands has one of the best portfolios in the industry with premium brands that are truly meaningful to the consumer, have clear identities and competitive positionings, and a runway of growth ahead of them.” said Fiske. “I am fortunate to join a company that has a proven formula for success, a strong team adapting quickly to this ever-changing environment, and investing at a time when many are in retreat.  With the full backing of Neuberger Berman, I look forward to working closely with Michael DeVirgilio, Cory Baker and the executive team to grow this business and capitalize on the rich set of opportunities so clearly in front of us.”

Fiske’s career as a CEO has focused on building brands, transforming businesses, and adapting to a seamlessly omni channel consumer environment.  Prior to the Gap, Fisk served as chief executive officer at Billabong International, where he restored the flagship Billabong brand to a position of market leadership and multi-year share growth. He also spent five years as president and chief executive officer at Eddie Bauer, repositioning the company to focus on its heritage as America’s original outdoor outfitter. Fiske was also chief executive officer at Bath and Body Works, where he led a complete brand transformation, reversing a multi-year trend of negative comp store sales. Fiske began his career at Boston Consulting Group, focused on consumer goods and retail. He graduated from Harvard Business School with a Masters of Business Administration and received a B.A. in Political Economy from Williams College.  He also has private equity experience as a retail industry partner for Onex. He has been named WWD’s “Marketer of the Year” and “Retailer of the Year”, as well as co-authoring the award-winning brand building book “Trading Up:  The New American Luxury.”

About Marquee Brands
Marquee Brands is a leading global brand owner, marketer and media company. Owned by investor funds managed by Neuberger Berman, one of the world’s leading employee-owned investment managers, Marquee Brands targets high quality brands with strong consumer awareness and long-term growth potential. Marquee Brands seeks to identify brands in various consumer product segments with the goal of expanding their reach across retail channel, geography and product category while preserving the brand heritage and enhancing the ultimate consumer experience. The portfolio includes Martha Stewart, BCBG, Ben Sherman, Dakine, Sur La Table Body Glove, Emeril Lagasse, Motherhood Maternity, A Pea in a Pod, and Bruno Magli. Through its global team of professionals and partners, Marquee Brands monitors trends and markets in order to grow and manage brands in partnership with retailers, licensees and manufacturers through engaging, impactful strategic planning, marketing, and ecommerce.

About Neuberger Berman 
Neuberger Berman, founded in 1939, is a private, independent, employee-owned investment manager. The firm manages a range of strategies—including equity, fixed income, quantitative and multi-asset class, private equity, real estate and hedge funds—on behalf of institutions, advisors and individual investors globally. With offices in 24 countries, Neuberger Berman’s diverse team has 2,300 professionals. For six consecutive years, the company has been named first or second in Pensions & Investments Best Places to Work in Money Management survey (among those with 1,000 employees or more). The firm was awarded an A+ in every category in the latest 2019 PRI report for our approach to ESG integration across asset classes. The firm manages $357 billion in client assets as of June 30, 2020. For more information, please visit our website at

SOURCE Marquee Brands

For the original press release, visit: PR Newswire

Elaine Hughes Recently Appointed to the Advisory Board of Springs Creative

Elaine Hughes, CEO of E.A Hughes, was recently appointed to the Advisory Board of Springs Creative located in Rock Hill, South Carolina. Springs Creative, a diversified Consumer Product company that distributes to major retailers and houses one of the largest print archives in the country, supports the product development initiatives of both the wholesale and retail community.