The experience of a lifetime

Sito, running a company that claims to be ‘not normal’ can’t be easy! Where do you find the inspiration to instil this taste for disruption in your teams?

80% of what we do involves very normal or standard business practices, but it gets truly interesting when we find ideas or initiatives that are not normal. These are the moments that make me proud and, at the same time, create the most impact for the brand.

Do you have any examples in mind?

Of course! The community Telegram group we launched alongside the brand, hiring a LinkedIn Pacer for Kilian at HardRock 2022 from among our brand fans, and our athletes who blend performance with personal values aligned with social or environmental commitment, such as Dakota, Elhousine, Emelie, Jandro, Tofol and Allie. Not to mention initiatives like the Kjerag Durability publication, the Free Lifetime Repair Guarantee, and our new design language in the outdoor industry.

Is it true that these ideas can come from any team member?

Yes, and we actively encourage every team member to try new things that are unconventional in the industry. That isn’t easy since we also have to manage NNormal’s day-to-day operations. When we find one, we celebrate it, and I always highlight these ideas in company presentations as examples of our not normal value.

You once said that managing this young brand’s future is the challenge of a lifetime. What makes it so special?

Having the opportunity to help build a new brand happens only once in a professional lifetime. Leading an outdoor brand that combines the best values from Camper and Kilian Jornet to challenge the industry is incredibly rewarding. At the same time, it’s a challenging adventure, competing against larger, more established brands. Personally, I’m an outdoor lover and go trail running whenever I can, so NNormal is at the intersection of my work and personal life.

Would you say that steering NNormal requires the qualities of a Kjerag (light and fast) or Tomir (tough and resilient)?

I think we need both. 50% of my time is focused on launching the brand, building the team, and bringing the first products to market, with the goal of achieving profitability as soon as possible. That’s the ‘light and fast’ Kjerag mode.

And the other 50%?

The other half is long-term strategy, realising that this is an ultra-race. We need to define the next product categories and set up partnerships with long-term partners. This part of the job is more about durability and resilience; we know it takes time to build a new outdoor brand.

Could you tell us your favourite moment on the job: in the workshop, seeing prototypes, at a community event, a product launch…?

My favourite moment is when I see someone on the team grow professionally and take on more responsibilities, so I can relax a bit! Besides team development, I really enjoy testing a product that performs well and bringing it successfully to market. I also value the time spent with retail partners and consumers who support the brand’s launch.

What is the main financial challenge for a company that invests so much in its environmental impact?

One of our solutions to reduce our environmental impact is shoe durability. This means using the best materials and factories, which obviously increases costs. While our products are sold at similar prices to competitors, that puts pressure on margins. On the other hand, it builds customer loyalty if they’re happy with the quality. To make a real impact, we need to grow beyond a niche brand; otherwise our good values and initiatives will have limited reach.

NNormal also provides financial support for environmental associations…

Yes, another key initiative is allocating 1% of our sales to the Kilian Jornet Foundation, which funds environmental projects such as trail restoration and nature education.

Let’s talk about the recent launch. Kboix—revolutionary footwear reshaping the traditional way of ‘consuming’ sport footwear. Has NNormal already found its ideal model?

Kboix comes from Kilian’s vision to build a modular, more durable shoe. We’ve just launched the first version, and we’ll be watching consumer feedback closely. The shoe includes three midsoles that adapt to different terrain, and when a midsole wears out, it can be replaced, extending the shoe’s durability. It’s our first innovation to challenge how outdoor shoes are made, sold, and used.

Releasing innovative products requires technical skill and the courage to invest in projects that might fail. What’s the hardest part?

Innovation is essential to any company’s future, but it’s also challenging to put something new on the market. Besides the product vision, we need the team and resources to make it happen, and it won’t always work commercially. We’re relying on Kilian, Camper’s experience, and the passion of the NNormal team to bring it to life.

So again, everyone’s involved?

Yes. It’s vital that everyone contributes ideas and tests prototypes, from our athlete ambassadors to team members using them in training or outdoor activities. The hardest part is managing this innovation alongside our in-line collection with a small team. On the bright side, focusing on trail running with a small range of products helps us concentrate on the right innovations.

NNormal’s strong attachment to its community, through in-person meetings, communication, and social media interaction, is central to its DNA. Do you have any special memories of these moments?

Yes, the trail running community is a key strategic initiative for NNormal, and its members have been instrumental in testing and promoting our products and brand. One of my first memories is of the product testers in Mallorca and the Tomir race, where we had our first interactions and feedback for the brand. Another memorable moment was meeting with the running speciality retailers who contributed to launching the brand. From the start, they showed a strong desire for NNormal to succeed and were closely aligned with our values. And, of course, the races at Zegama and Hardrock, where Kilian introduced the Kjerag shoes for the first time, were very special for me and the team. It was a huge boost that he won both races!

Is NNormal’s small size an advantage in flexibility or a disadvantage due to fewer resources?

Being small is advantageous if we have a focused strategy (trail running, select products, limited markets). It allows us to launch initiatives efficiently and remain close to our partners and consumers. But to compete and be relevant in the outdoor industry, we need resources. The key is to concentrate resources on core activities and pursue sustainable growth that generates funds for reinvestment.

And now, to conclude this interview, a slightly introspective question: what advice would you give to the Sito of two years ago when he was launching this project?

Oh, that’s a good question! Well, I’d recommend him to be prepared for mistakes and the pressure they bring, but also recognise them as valuable learning opportunities. The most important part is having the right vision and strategy, along with the team and culture to make it possible. It takes time. Also, expect to experience high and low moments, both for the brand and personally, coming from a more stable, larger business environment at Camper. But I’d also tell him to be happy and that he’s lucky, because I’d love to be in his shoes and be able to experience the beginning of this adventure again for the first time!