50 MILLION ACRES IN THE CROSSHAIRS How will the loss of roadless areas a ect recreation?
TRYING TO KEEP UP WITH TARIFFS Uncertainty is the only thing that’s certain for retailers
STAYING STRONG LONG AFTER THE STORM e outdoor community has continued to rally a er Helene
Fall 2025 Grassroots STORIES
Keep It in the Family What’s the most successful
GIVING GEAR A SECOND LIFE ADDS TO THE BOTTOM LINE Retailers are exploring a range of strategies around repurposing outdoor equipment to grow their businesses +
succession plan? For many retailers it’s trusting the next generation.
GRASSROOTS RETAIL MEMBERS
Grassroots Outdoor Alliance is a retailer-owned active network of 105 independently owned outdoor retailers with 221 store locations nation wide and 74 vendor partners.
Neptune Mountaineering Next Adventure Nomad Ventures Nugget Alaskan Outfier Out There Outfiers Outdoor Experience Outdoor Sports Center Outside Hilton Head Ozark Outdoor Supply Pack & Paddle Pack Rat Outdoor Center Peace Outfiers Peak Sports Pine Needle Mountaineering Playmakers Quest Outdoors Ramsey Outdoor River Rock Outfier River Sports Outfiers Roads Rivers and Trails Roam'n Around Rock and Snow Round House Sports Rusted Moon Outfiers Sam's Outdoor Outfiers
Rivers Outdoor Co Active Endeavors - Davenport Active Endeavors - Des Moines Alpenglow Sports Alpine Shop Appalachian Outdoors Appalachian Outfiers Backcountry Essentials Backcountry North Bearcub Outfiers Bighorn Outdoor Specialists Bill & Pauls Sporthaus Bill Jackson's Bualo Peak Outfiers Cadillac Mountain Sports Canyon Pass Provisions Cascades Outdoor Store Casual Adventure Chalet Sports Chopwood Mercantile D.D. Bullwinkel's Outdoors Gear For Adventure Gearhead Outfiers Granite Sports Great Outdoor Provision Co. High Country Outfiers High Mountain Sports Idaho Mountain Touring J&H Outdoors JAX Mercantile Co JL Waters Kristi Mountain Sports Lake Superior Trading Post Lile Forks Outfiers Lile River Trading Co. Mahoney's Maine Sport Outfiers Massey's Maynard Outdoor Store Mountain Chalet Great Outdoor Shop Great Outdoor Store Mountain High Outfiers Mountain Sports, Flagsta Nantahala Outdoor Center Down Wind Sports Eagle Eye Outfiers Earth's Edge Eastside Sports Footsloggers Fontana Sports
Saratoga Outdoors Sheridan Sport Stop Sherper's Skinny Skis SOKO Outfiers Sunlight Sports Tahoe Mountain Sports The Base Camp The Bear Mountain
The Mountain Air The Mountaineer
The Outfier The Toggery
The Trail Head The Trail House Trail Creek Outfiers Travel Country Outfiers Treads 'n' Threads Uloha Up and Running Dayton Ute Mountaineer WalkAbout Apparel & Paddle Walkabout Outfier Wanderlust Outfiers Water Stone Outdoors Wheelzup Adventures Wild Iris Mountain Sports
Nat's Outdoor Sports Natick Outdoor Store
CONTENTS
3 LETTER
Pave Paradise? The rescission of the Road- less Rule puts 58 million acres of previously protected national forest land at risk of being developed. These are places where outdoor retail customers, hike, bike, climb, ski, ride OHVs, fish, and just breathe in the forest. Read more on page 4.
FEATURE 18 PASSING THE TORCH
4 COMMUNITY NEWS
25 GEAR
INSIGHTS AND STATS News and analysis from the Grassroots community FEATURE 12 TREASURE HUNT WHY YOU NEED TO GET INTO RESALE GEAR Boost your bottom line, bring in new customers, and foster commmuity engagement.
SUCCESSION PLANNING Here’s how independent retail- ers are navigating the journey of ownership transfer.
SUSTAINABILITY Take a look at what Grassroots vendor partners are doing to create gear that’s better for the planet—and for people. 28 LISTEN UP ON THE COVER Lauren, Cody, Deb, and Scott Brown enjoy a Montana winter. Photo courtesy The Base Camp
FOLLOW UP 23 HELPING HANDS
AFTER THE STORM The outdoor industry rallied for the community after Helene. A year later it’s grown stronger.
2 GRASSROOTS STORIES
Photograph by Andrew Kornylak
HEARD
MASTHEAD
It’s often difficulty that spurs reinvention, resilience, new ways
of thinking, and, ultimatley, a path forward.
Publisher and Editorial Director Doug Schnitzspahn Art Director John McCauley Photo Editor Andrew Kornylak Editor Bevin Wallace Copy Editor Lauren Kruchten Contributors Aaron Bible, Eugene Buchanan, Tyler Noonan, Hannah Truby
18). Indeed, successful ownership transitions of outdoor stores over the past 10 years are the norm, not the exception. Continuing the trend of evolu- tion and legacy, you’ll also hear or- igin stories from iconic Mississippi retailer Bu alo Peak Out tters (page 8), now in its 40th year, and that of apparel maker Toad & Co (page 9), which is celebrating 30 years in business by staying true to partnerships and social respon- sibility, even through the current tari turbulence. What’s more, many retail- ers are exploring new revenue streams by building out programs around repurposed/resale gear (see page 12). That’s helping expand their businesses in ways that foster sustainability and help bring younger, newer participants into the outdoor landscape. We look at the di erent used equip- ment models where retailers are exploring—and succeeding. To all of the individuals who took time to share how they are continuing to innovate and suc- ceed, and to the writers who have continued to bring these stories to you on the following pages—thank you. The mood across the industry is cautious, and that makes sense given everything we’re navigating. What’s in these pages o ers insight into the evolution, adaptation, and community that continues to show up when things get hard. Thank you for being part of this community. Viva la Specialty, Gabe Maier
T he last ve-plus years have brought no short- age of challenges in outdoor retail. And as much as we all appreciate the greener pastures of easier times, it’s often di culty that spurs reinven- tion, resilience, new ways of thinking, and, ultimate- ly, a path forward. If you look in the right places, you can see that’s exactly what’s happening in outdoor retail. The outdoor industry is full of innovators. Of course, the challenges in recent years have been very real. Relentless even. From pandemic disruption to supply chain upheaval, and PFAS phase-out to tari uncertainty; these things and others have played a part in destabilizing the best-laid plans for retailers, brands, and sales reps alike. This year some specialty retailers announced their closures after many years, and REI shuttered agship locations in major markets. When stores close and the industry landscape changes per- manently, we all feel the loss within our communities. But it’s good to remember that’s far from the only story being written. On the cover of this fourth issue of Grassroots Stories , you’ll nd the Brown family, owners of Mon- tana retailer The Base Camp, celebrating their 50th anniversary, as well as the business transition from one generation to the next. Inside, we explore what successful ownership transitions look like—from the Browns’ journey to Trail Creek Out tters in Pennsylva- nia and Canyon Pass Provisions in New Jersey (see page Secret to Success In an industry known for innovation, retailers embrace reinvention.
Publishers Gabe Maier gabe@grassrootsoutdoors.com Dana Howe dana@grassrootsoutdoors.com Publication Director Dave Simpson dave@verdepr.com
Grassroots Outdoor Alliance is a retailer- owned active network of 104 independently owned outdoor retailers and 73 vendor partners working together for the health and growth of specialty outdoor retail. grassrootsoutdoors.com Grassroots Stories is published by Artemisia Media, LLC. Copyright© 2025 Artemisia Media, LLC. All rights reserved. Reproduction in whole or in part of any article without prior written permission from the publisher and Grassroots Outdoor Alliance is strictly prohibited. Artemisia Media, LLC and Grassroots Outdoor Alliance cannot accept any responsibility for any errors or omissions which occur.
GABE MAIER President, Grassroots Outdoor Alliance
GRASSROOTS STORIES 3
COMMUNITY NEWS
Goodbye, Roadless Rule Ecosystems, recreation, rural communities, and retailers rely on 45 million acres in the balance. By Doug Schnitzspahn
I t’s not hard to find a road in the United States. We have over 4,000,000 miles of roads, with about 1.3 million of those unpaved, often in rural areas. On National Forest lands, there are over 380,000 miles of roads. The only places we can’t have roads in the U.S. are in legal Wilder- ness Areas created by Congress, thanks to the 1964 Wilderness Act. Visionary legislation, it preserves places of spectacular beauty and wildness for their own sake. There are 803 federally designated Wilderness Areas in the U.S., covering more than 111 million acres (5% of the land in the country) on National Park, Forest Service, Bureau of Land
Management, and U.S. Fish and Wildlife Service lands (57.8 million acres of this is in Alaska). In the lower 48, the farthest you can get from a road is in a place in Yellowstone National Park dubbed “The Thorofare,” where you’ll hike at least 30 miles to the nearest road and grizzly bears roam the night. But there is still land that is roadless yet not protected by the Wilderness Act. These places are no less spectacular or worthy of preservation. In 2001, then-President Clinton acted to preserve roughly 58 million acres of roadless areas in the National Forest system. Known as the Roadless Rule, this measure—which took
four years to implement with 430 public meetings and 95% approval in 1.6 million public comments—effectively stopped most new road building. There is a practical element at play here, too, since road building and upkeep is costly and the Forest Service is already facing a $10.8 billion maintenance backlog including existing roads as of 2024. By restricting the building of roads in these areas, the rule preserves ecosystems and water- sheds—and, just as importantly, recreation opportunities that stoke local rural economies. From Crescent Mountain in Oregon to the Green Mountains of Vermont these are landscapes
support not wildlife and natural ecosystems—and complex economies of guides, outfitters, and retailers whose livelihoods depend on them. Now, 45 million acres of those roadless areas are about to be opened to new road building, which would forever change them (lands in Idaho and Colorado are not included due to state-specific roadless rules). In August, the Forest Service, as di- rected by the Trump Administra- tion, began the process to rescind the Roadless Rule with an initial MULTI-USE PARADISE: Road- less areas are open to more human-powered activites, including mountain biking, than designated Wilderess areas while remaing remote and wild.
4 GRASSROOTS STORIES
OHV use, and they are popular spots for backcountry skiing, climbing, hunting, fishing, and paddling. They’re the middle ground between developed recre- ation sites and strictly protected wilderness: Wild without as many regulations. Some advocates even call them “blue-collar wilderness.” According to Outdoor Alli- ance: “The current planned re- scission would ... roll back pro- tections on 25,121 miles of trails, 8,659 climbing routes, 768 miles of whitewater, and 10,794 miles of mountain biking.” “One of my favorite mountain bike rides in the world is in a roadless area,” Cramer says. “The Reddish Knob trail in Virginia’s George Washington National Forest is a stunning ridgeline trail in a rural area, and it perfectly illustrates how these places blend recreation and conservation.” That matters to local econo- mies. Specialty outdoor retailers, particularly Grassroots Out- door Alliance members, rely on customers drawn to authentic outdoor experiences. When access to these landscapes is preserved, so too are the communities that thrive around them.
“Maintaining access to high-quality recreation in road- less areas directly supports local jobs, tourism, and community vi- tality,” Cramer says. “It’s a direct economic connection.” Recreation use is soaring on public lands, while extractive industries like logging and mining have declined. According to the Bureau of Economic Analysis, outdoor recreation accounted for 2.3 percent ($639.5 billion) of current-dollar GDP for the nation in 2023. And participation in outdoor recreation continues to grow. The Outdoor Industry Association’s 2025 Outdoor Par- ticipation Trends Report showed growth in senior (+7.4%) and youth (+5.6%) demographics, a 5 million participant increase in “core” outdoor users, and a rise in Black (+12.8%) and Hispanic (+11.8%) participation. And people want to live near public lands: A report by the National Center for Public Lands Counties finds that 69% of counties with a medium share of public lands (between 25-84%) saw population growth in 2023 versus 58% of non-public lands counties. That increased par- ticipation is good news for retailers looking for new customers, but it
puts a lot of pressure on places to play outdoors. Cramer sees this shift as both an opportunity and a respon- sibility. “It’s a good thing that more people than ever are getting outside,” he says. “But it’s also a design challenge. Having a network of thoughtfully managed roadless lands helps distribute that use more sustainably.” Roadless areas help spread rec- reation across larger landscapes without the need for additional roads or infrastructure—which can fragment habitats and undermine the very experiences that draw people there. For independent outdoor shops, the economic chain is sim- ple: Roadless lands drive adven- ture; adventure drives spending. Customers buy bikes, skis, kayaks, and apparel to explore these plac- es—and when those landscapes are degraded or access is lost, so too is the need for retail. That’s why Cramer urges the outdoor business community not to stay on the sidelines. “Because these are public lands, we all have a voice in how they’re managed,” he says. “Retailers and local outdoor businesses—espe- cially those connected through Grassroots—should speak up. The voices of local businesses, guides, and recreation advocates carry real weight.” When the Forest Service has opened proposals to weaken or rescind the Roadless Rule, the public has responded over- whelmingly. During the comment period that ended on Sep. 19, more than 600,000 comments were submitted—and over 99% opposed rescinding the rule. “The Roadless Rule is one of the few examples where we’ve truly struck the right balance between protecting and enjoying our public lands,” Cramer says. “It’s worked for decades. We should build on that success— not tear it down.”
public comment period that ran through Sep. 19. Opening these millions of acres to extractive industries would be a major blow to the outdoor recre- ation economy and retailers who depend on it according to Adam Cramer, CEO of Outdoor Alliance. “The Roadless Rule has been an incredibly successful framework for balancing conservation and recreation,” he says. “Protecting these areas is absolutely in the outdoor industry’s best interest— they’re the physical foundation of the recreation economy.” Cramer points out that even without a dedicated economic study of roadless areas alone, the broader pattern is clear. “When we’ve looked at the economic impact of outdoor recreation on specific national forests, the numbers are striking,” he says. “You can extrapolate from that: The role of protected areas like roadless regions in supporting recreation and local economies is substantial.” What truly makes roadless areas unique is their versatility. Unlike federally designated wil- derness areas—where mechanical transport is prohibited—roadless lands allow mountain biking and
GRASSROOTS STORIES 5
DATA
Quarter Comps YoY 2018-2025
ADAPT AND EVOLVE The latest data on Grassroots retail trends shows retailers finding stability in an unpredictable environment.
The 2025 performance of Grassroots members reflects continued adaptation within an evolving market land- scape. Quarter-by-quarter results illustrate how mem- bers are working toward sta- bility after several years of unprecedented disruption. Following the extreme volatility of 2020–2022—when quarterly changes ranged from -11.46% to +53.07% during the pandemic and re- covery—Q1 2025 began with a 2.59% decline versus 2024. The trajectory improved through nearly flat performance in Q2 (-0.26%) before returning to modest growth of 3.81% in Q3. The relative steadiness of these results—now fluctu- ating within a narrow band rather than swinging dramat- ically—signals that indepen- dent specialty retailers have adapted to post-pandemic conditions and are building to- ward sustainable operations. At the individual level, per- formance remains uneven: 47% of members reported declines in 2025. However, this marks a notable improvement from the
59% who were down in both 2023 and 2024, suggesting that more retailers are finding foot- ing in a complex marketplace. Beyond the numbers, retailers are making strategic shifts that indicate a more mature and intentional ap- proach to the market. Many are deepening partnerships with brands that align with their values and business models—71% now dedicate 70% or more of their buying power to pre-book orders— while reevaluating relation- ships with brands that rely heavily on promotions or fall short of specialty outdoor retail standards. These adjustments, coupled with improved inventory man- agement, reflect an industry regaining balance after the his- toric growth of 2021–2022. The successive quarterly declines that began in early 2023 have moderated, and the 2025 tra- jectory suggests that retailers and vendors alike are navigat- ing inventory challenges more effectively while posi- tioning strategically for the holiday season.
Retailer Inventory Positions 2023-2025
Vendor Inventory Positions 2023-2025
6 GRASSROOTS STORIES
CASE STUDY
ON THE DOCKS: Retailers and manufacturers can only hope that tariffs—especially on China—come down, but prices are sure to continue to go up.
likely underestimate it. They’ll likely assume relatively low tariff rates and raise prices later if needed, so you have all upside and no downside. In the short run, that could work, but it might mean some long-term costs to pay on down the road.” His best guess on the retail side is prices rising 5–10%, with bigger in- creases in outerwear. “We know it’s going to be more expensive; we just don’t know what product or whose,” he said. “But consumers are already stressed about inflation and their confidence isn’t strong right now.” Barr agrees that prices will increase. “Nothing is insulated from increased prices. Our manufactur- ing cost of goods has risen by 10– 20% due to the fabric, buckles, and webbing that our USA suppliers have to import for us. We’re asking our buyers to buy brave and letting them know that if the tariffs come down we will lower our prices.” Allen adds that any price increas- es will affect retailers’ open-to-buy. “Just because brands change their price doesn’t mean retailers have more dollars to spend,” he says. “If they’re charging us more for prod- uct then we’ll have to charge more.” The take home? These are unprecedented and unpredictable times, with the tariffs disrupting the outdoor industry and reshaping how and where products are made, priced, and delivered. “There really doesn’t seem like there’s any end in sight, and if it goes on prices will still increase to a point of where customers may not be able to buy them,” said Barr. Added Allen: “I’ve never been through anything like this. It feels like April 2020 after COVID. There are big changes coming but we have no idea what their effects will be yet. Everything is changing so quickly it’s hard to plan as a buyer.”
Predicting Unpredictability How can retailers wrap their heads around the ever- changing tariff drama? By Eugene Buchanan
switch, resulting in higher prices or reduced profitability. And it’s not getting any better. “It’s still chaos out there,” says KAVU founder Barry Barr, whose product line relies heavily on overseas production. “The adminis- tration adding 100% more tariffs on China’s imports, on top of the 37.5% tariffs on top of normal duties, is devastating. No one has any answers except to charge ahead and hope they come down.” The tariffs are also squeezing retailers who have to pass these higher prices onto consumers. The main problem, says Wes Allen of Cody, Wyoming, retailer Sunlight Sports, is the uncertainty. “We still don’t have clarity on how much our products will cost next spring,” he says. “We’re having to do our open- to-buys without a complete picture and have to re-forecast at least one selling season, maybe two.” And retailers are the last to know anything. “We still don’t know what pricing will be for spring or fall ’26 and are having to re-plan 20 times,” he says. “Retailers are the last ones to get that information.” It’s like predict- ing the weather, he adds. “No brand wants to over-estimate how much their product will cost, so they’ll
O ver the past two decades, the outdoor industry has faced one challenge after another, from 9/11 and the Great Recession to post-pandemic inventory issues and now tariffs. Long relying on global supply chains to meet growing demand, this latest hurdle—additional taxes on imported goods—is affecting retailers and brands particularly hard. “Tariffs are eventually passed along to consumers through higher prices and continue to have a negative impact on all segments of the retail industry,” says Jona- than Gold, VP of supply chain and customs policy for the National Retail Federation. “Retailers rely on global supply chains to provide their products at affordable prices to U.S. consumers. The current tariffs and threats of additional ones have created uncertainty for retailers, who make sourcing decisions six to nine months in advance of selling seasons. While they’ve implemented
a number of mitigation strategies, including front-loading imports and absorbing the additional costs, those strategies aren’t sustainable in the long term.” The main effect of tariffs is increased production costs, as many outdoor brands make their products overseas to take advantage of lower labor and material costs. But when the Trump administration imposed tariffs on these goods, many outdoor products were suddenly subject to a price hike affecting every- thing from finished goods to such components as zippers, fabric, and buckles. Already operating on thin margins, outdoor companies face a difficult choice: Absorb the added cost, pass it on to consumers, or find alternative sources. While larger brands might have more flexibility and resources to shift production, smaller companies —a significant portion of the outdoor industry— often lack the scale to make such a
GRASSROOTS STORIES 7
ORIGIN STORY: RETAILER
SERVE THE COMMUNITY: Buffalo Peak Outfitters draws a wide range of customers in Mississippi.
special orders for individuals and groups as necessary. All of these factors have kept the customer base surprisingly diverse. Doctors and nursing students from the nearby medical school buy performance running shoes to stand on their feet all day. Workers from the Nissan plant gravitate toward Hoka and On for “the security of a high top but with the cushion of a running shoe,” Travis notes. When local groups plan trips to the Grand Canyon or even Everest base camp, Buffalo Peak outfits them head to toe, spe- cial-ordering gear as needed. But the team works hard to maintain a broad selection so customers can walk out the door ready for their adventure, near or far. “We’re more of an athleisure lifestyle store now, but we’re still a full-service outfitter,” Edmonson says. Surviving the Competition The evolution hasn’t been without challenges. Buffalo Peak used to do a robust paddlesports business, until certain big-box stores includ- ing Dick’s Sporting Goods and Academy Sports moved into town. “They kind of killed our kayak business,” McCain admits. And the rise of direct-to-consumer brand sales and Amazon posed another existential threat. “Five to seven years ago, our traffic wasn’t up,” Edmonson recalls. “We were having trouble competing with direct-to-con- sumer and Amazon.” But post- COVID, something shifted, he says. “Our customers have come back and stayed loyal to us. We’re working hard to be scrappy and put the customer first like we did in the beginning.” That ethos has become even more critical. “It’s even more im- portant now that you put the con- sumer first because they have the power to spend their dollars other places,” says Edmonson. “Fifteen years ago, it was a different story. We were the only game in town.”
The Grassroots Difference McCain and Edmonson credit the Grassroots Outdoor Alliance as “a big factor in us staying healthy and relevant.” Operating in what he calls “a bit of an outdoor recreation desert,” Buffalo Peak doesn’t have many nearby peers to share ideas with or to help keep a pulse on what’s happening in the outdoor industry. They say Grassroots Out- door Alliance fills that gap. Bob McCain has been deeply involved with the organization, with a turn as Grassroot’s board president, serving on the board, and dedicating himself to making sure the industry stays relevant as things have changed over the last four decades. It’s the kind of lead- ership that’s helped Buffalo Peak pivot alongside those changes and remain healthy in the process. Buffalo Peak’s mission goes deeper than just selling gear, advocating for an active outdoor lifestyle with the belief that spending time outside makes people happier and healthier. And McCain’s commit- ment extends beyond the store’s four walls. Travis’ brother runs the marketing side of Buffalo Peak and also owns a local restaurant. It’s maintained a family-owned at- mosphere focused on meeting the needs of each customer who walks through the door. As Buffalo Peak heads toward its 40th year, the business remains in good hands in service of Mississip- pi’s outdoor enthusiasts. Travis is learning the ropes, and Bob’s vision for a scrappy, customer-first outfit- ter guides the way. In an industry Family Atmosphere, Community Focus constantly facing consolidation and disruption, as a privately owned business, Buffalo Peak’s staying power comes from staying true to its community.
Standing Tall in Mississippi Buffalo Peak Outfitters has evolved from the state’s only outdoor outfitter to a full-service lifestyle retailer—and still stayed loyal to specialty retail. By Aaron H. Bible
B ob McCain opened this spe- cialty outdoor retail shop in Jackson, Mississippi, in 1986 (first as Buffalo Rock Outfit- ters, and after a slight hiccup with the bottling company that shared the same name, Buffalo Peak Out- fitters was born the following year). He was the only specialty outdoor shop in the area then—and still is. The 9,000-square-foot store is the only full-service, head-to- toe outfitter in the entire state of Mississippi. And while McCain, now 67, still comes into the store, he’s slowly transitioning leader- ship to his son Travis, who’s been at the shop for 13 years, teaching him everything he needs to know about running the shop. It’s a careful handoff, the kind when you’re passing down not just a business, but a legacy built on relationships, scrappiness, and an unwavering commitment to putting customers first. Changing Times “We started out as the only outdoor outfitter in the area back in the
day,” Travis explains. “But we’ve turned into more of an active lifestyle shop—selling a lot of Vuori, Patagonia, and a lot of the hot footwear brands.” He says that footwear sales jumped from approximately 25% of total sales to 45% of the business post- COVID over the last five to seven years, fueled by the boom in run and run-casual categories. Dave Edmonson, footwear buyer and “general everything” at Buffalo Peak for nearly 30 years, has watched the transfor- mation firsthand. He knows the customer base inside and out, and has seen the migration from specialty, to big box, to online, and back. Edmonson explains: “We’ve always had a big adventure-travel business. Since we’re vertically challenged in our region and don’t have a lot of public lands, people tend to travel to recreate.” Those realities helped shape Buf- falo Peak’s identity as an in-stock inventory outfitter with broad appeal, and with the ability to do
8 GRASSROOTS STORIES
ORIGIN STORY: BRAND
Toad and Co. in 2015 to reflect its commitment to the environmental and social responsibility by part- nering with organizations working toward these goals. The brand has funded more than 120 environ- mental protection organizations, helped employ more than 500 adults with disabilities, and contin- ues to help people with disabilities experience the outdoors. All this has enamored the brand to a younger demographic. “Origi- nally, I thought we were building a Gen X brand, but it turns out we’re a Millennial and Gen Z brand,” says Seabury. Ten years ago, he says, Toad and Co.’s average customer age was 48. Now it’s 33, with its fastest growing market segments being 18–24 and 25–34. “I feel very fortunate,” adds Seabury. “The ethos of doing the right thing really resonates with people. We’ve been able to stay relevant. My daughters, who are 26 and 28, wouldn’t have been caught dead in our clothing 10 years ago. Now they love it.” With sales split 50/50 direct vs. retail, the company now employs roughly 70 people, with two retail stores in Maine; partner stores in Golden, Colorado; and a Chicago store opening in partnership with Planet Access in 2026. The brand also recently launched a successful re-sale business called Toad Again, a circular initiative wherein it processes any products consumers return, cleaning, repairing, resell- ing, donating or recycling them so nothing goes to the landfill. The brand plans to roll it out to select retailers as well. At this year’s Grassroots’ Connect show in Kan- sas City, Missouri, Nov. 3–6, Toad and Co. plans to bring a Disability Awareness Players group along to train businesses on disability-aware customer service and employment; it will also host a Search for Adven- ture trip in the region. LOOKING BACK, IT’S EASY FOR SEABURY to reflect on how far the brand has come. “The relationships and
partnerships are the things I cherish most,” he says. “We have an incredible team and incredible relationships with our longtime specialty retail partners. All the nonprofits, vendor partners, and community we’ve built around us is what makes us tick. It’s just so much about these relationships. We’ve been with most of our sup- ply partners for 15–20 years and have worked with some vendors since the beginning. When you have good partners, you can get through anything—especially when you’re shoulder-to-shoulder during tough times.” And Toad and Co. has been through a lot over the past three decades, including original sup- plier Malden Mills burning to the ground, 9-11, the Great Recession, the pandemic, and, now, tariffs. It’s mitigated the latter by staying true to its roots—and suppliers. “The tariffs are a ton of unneces- sary and counterproductive brain damage,” says Seabury. “But we’ve been working on a plan B for years and are navigating it pretty well. We don’t want to abandon our partners.” While it hasn’t abandoned the original “Every Day is an Adven- ture” tagline, they enter their 30th year celebration promoting “Feel Good Clothing.” Heading into the future, Toad and Co. is continuing to combine style and performance, launching a new denim pants line as well as evolved sweater and outerwear collections for Fall ’26, and are investing in the travel category. But the brand’s success goes beyond its products. “We’ve always made ‘feel good clothing’ and are known for our soft, comfortable fabrics,” Seabury says. “But then you peel the onion and get into our organic materials, sustainable supply chain, and social and environmental ethos and that resonates even more with buyers. People feel good about supporting a brand that’s doing the right thing.”
Horny Toad has always been cheeky.
Toad and Co. Celebrates 3o Years The now-iconic brand continues to prove that you can do good while doing good business. By Eugene Buchanan
S ince its founding in a Jessica Nordhaus, Toad and Co. (formerly Horny Toad) hasn’t pulled the wool over anyone’s eyes about the keys to its success. Now celebrating its 30th anniversary after officially launching as a brand at Outdoor Retailer in January of 1996, the company hangs its own hat on protectinghe environment, and fostering social responsibility and strong, meaningful relation- ships with its partners. “When I got into the business I was inspired by companies like Ben and Jerry’s, Patagonia and other so- cially responsible businesses,” says president Gordon Seabury. “We’ve had a deep social and environmen- tal ethos from the beginning. It’s kept us honest and has allowed us to make good decisions.” Splitting operations between Telluride and Chicago after Seabury bought it in 1995, the company quickly expanded its line to include vests, jackets, and casual apparel. It also beefed up its philanthropic efforts, part- nering with Search to co-found Planet Access Company (PAC), providing career opportunities for adults with developmental disabil- ities. In 2000 in a social venture Telluride, Colorado, garage in 1991 by fleece hatmaker
partnership, it launched Search for Adventure, providing grants to get people with developmental disabilities into the outdoors. Things grew quickly from there, with the company moving to Santa Barbara, California, in 2002, while keeping fulfillment at Planet Access in Chicago. It also began partner- ing with the Conservation Alliance, Outdoor Industry Association, and Partners for Change, letting customers donate to charities. It’s since joined 1% for the Planet and has earned B-Corp. certification. In 2008 it acquired sustainable outdoor fashion brand Nau, and in 2010 it was named one of Outside ’s best places to work for the first of a record 15 consecutive times. ALL ALONG, TOAD AND CO. HAS CON- tinued to practice what it preaches, cleaning up public lands, support- ing disability awareness group trainings, purchasing Renewable Energy Certificates for its business locations, and more. Using 100% organic cotton and sustainably based fibers, it’s continuing to “do the right thing” for both people and the environment. “All these efforts are a big source of pride for us,” says Seabury. “It’s what keeps us going.” Under the tagline “Keep Good Company,” it changed its name to
GRASSROOTS STORIES 9
Brands for Public Lands Brands for Public Lands is a coalition of businesses strategically focused on building a collective defense against the significant, current threats to our public lands system. This coalition currently comprises over 150 companies headquartered in 28 states representing varying industries and interests – from outdoor apparel and gear, to media, retailers, and tourism. Collectively, the group represents over 62,000 employees and over $19.9 billion in revenue.
Dom Ricci
Tyler Roemer
JOIN HUNDREDS OF LIKEMINDED BUSINESSES COMMITTED TO MAKING AN IMPACT.
Outdoor Alliance is the only organization in the U.S. that unites the voices of outdoor enthusiasts to conserve America’s public lands. By mobilizing paddlers, mountain bikers, climbers, hikers, and skiers, we drive meaningful policy change, secure conservation victories, and advocate for the future of the outdoors.
Public lands deserve a champion. We’ll help you be one.
Specialty Retailers Diversify Revenue Through Gear Resale
12 GRASSROOTS STORIES Backcountry Essentials in Bellingham, Washington, visually merges the new gear and resale business. Photo by John D’Onofrio
USED GEAR
The growing resale market has the potential to simultaneously add a new revenue stream, bring in new kinds of customers, and foster sustainability at local businesses. By Doug Schnitzspahn
GRASSROOTS STORIES 13
All in the Family: Todd and Megan Frank worked together to launch resale.
Desaulniers launched Peak as a traditional specialty outdoor retailer and a full-service bike shop. In 2017, he decided to expand the business by open- ing a consignment store, the Annex. “I had an unoccupied storefront right next door—it was just sitting there waiting for something,” he says. He got the inspiration for consignment at a Grassroots show, sitting next to Deek Heykamp from Next Adventure. He thought, “I could do this—I’ve even got the space.” It’s grown steadily ever since. “It’s really taken on a life of its own,” he says. In Bellingham, Washington, ski, mountaineering, and out- door shop Backcountry Essen- tials buys gear from consumers outright and thrives selling to the dedicated outdoor com- munity in the university town. “We’ve been doing used gear since we started, going on 20 years now. It’s always been part of our model,” says owner Chris Gerston. “Early on, I thought we’d be at about one-third, but used gear has settled around 15–20% of our annual sales. It used to be closer to 20–22%, but that drop isn’t because used
I f you want an idea of how independent outdoor specialty retail shops could evolve moving into the future, stop in your local record shop. Vinyl looked truly dead in the 1990s, but in the late 2000s it began to rise from the dead as customers sought out tangible products in a streaming world and yearned for the simple pleasure of flipping through the stacks looking to be surprised by the perfect find (an original Andy-Warhol-designed copy of The Rolling Stones’ Sticky Fingers with a working zipper on the cover perhaps? The 13th Floor Elevators’ Easter Everywhere ?). The resurgence of vinyl shows that shoppers still want the experi- ence of retail. To take it a step further, the record shop also shows how new and used products can be merchandised and sold together without one overshadowing the other. Up front, hot items like Taylor Swift’s The Life of a Showgirl and Jeff Tweedy’s Twilight Override bring in fans of those musicians’ brands. If you want to dig into The Stones’ cat- alog you’ll find just-pressed new vinyl alongside used records—the choice is yours. And in the back, you can rummage through bins of albums that just arrived from an estate sale. Now all you need to do is envision the same dynamic in outdoor retail and you begin to get an idea of just how important used gear—call it resale or repurposed to make it sound more upscale—can be to a vibrant outdoor store and, even more so, to a dedicated outdoor community. What’s more, reselling and repurposing used gear represents a valuable revenue stream that can carry retailers through tough times. Immune from tariffs, aligned with a sustainable ethos, and appealing to young people (as well as outdoor dirtbag culture), the resale market is on fire. In 2023, the Grassroots Podcast reported that, “according to the National Association of Resale Professionals, the U.S. secondhand and resale market is forecasted to reach up to $53 billion by the end of 2023 and double that by 2026. And almost three-quarters of retail executives said they currently offer or are open to providing secondhand goods to their consumers. On top of that, 60% of Gen Z and Millennial consumers said they look for items secondhand before buying new.” Those numbers can’t be ignored. Indeed, many of the industry’s iconic outdoor retail shops began as nothing more than consign-
ment shops. And others, such as Boulder, Colorado’s Neptune Mountaineering, who launched a consignment business this year, are looking to the resale market to boost the bottom line. The beauty of it all? There’s no one way a business has to go into the resale business: From featuring a few racks of apparel, to putting a consignment business into the basement, to buying used gear outright and selling it, any effort adds to a shop’s profitability. “The model works. Just look at the GOA members who are doing it successfully,” says Larry Desaulniers, owner of Peak Bike & Outdoor and Peak Sports Annex in Corvallis, Oregon.
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USED GEAR
How does a shop keep up with and encourage that type of growth, especially when dealing with all the moving pieces of consignment? “The real key has been having great staff who keep things organized and moving quickly,” Frank says. “October is always crazy because of the seasonal change; people are both bringing in and buying gear. This year is the first time we’ve added extra staff; usually it was just two people a day, which wasn’t enough. We’re also looking at expanding into some unused basement space because we’re
around at the store and asked her father, Todd, the owner (and current chair of the Grassroots Outdoor Alliance board), “Why aren’t you doing used gear?” His response: “I don’t have time. You do it.” So the two worked together to get the operation set up—Todd already knew the POS system—and The Trailhead launched its consignment busi- ness in November 2020. Since then, The Trailhead’s resale operation has grown 20% year over year. Consignment now makes up roughly 25% of the shop’s total business.
“The model works—just look at other GOA members doing it successfully.” — LARRY DESAULNIERS, PEAK SPORTS
overall, it’s steady and reliable. It’s not a part of the business I stress about. It’s consistently good, sometimes great.’ Making It Work When Megan Frank graduated college in 2020, her options were limited by the pandemic, so she came home to Missoula, Montana, and The Trailhead, the family business. She looked
gear has slowed down—it’s because the rest of the store has grown faster.” Gerston sees the resale busi- ness as a safeguard to the ups and downs of new gear sales. “Used gear can be a protective part of your business. Early on, it really kept us afloat—helped with cash flow when things were tight. Sure, there’s a chance it cannibalizes a few new sales, but
Five Tips for Resale Success Want to add used gear to your business? Pay attention to these tips from shops who have been doing it for years. Say No It’s simple: Do not take everything that customers want to put on your shelves. Don’t be afraid that you won’t get enough to sell—you will. “When we started, we took everything because we wanted to fill space. Now we’re much more selective,” says Megan Frank, of The Trailhead in Missoula, Montana. “Some staff find it hard to tell consignors no, but you have to. Other- wise, you end up six months later with racks of unsold items.” This is a bit of a corollary to the previous point, but it’s also important to be selective when it comes to the brands you carry used as well. Just as you carefully curate the new gear you offer in an independent outdoor specialty shop, make your resale gear look desirable and worth the money. You don’t want to come off as cheap. “Keep the quality high,” suggests Larry Desaulniers at Peak Sports in Corvallis, Oregon. “Don’t take low- end or off-brand items just to fill shelves. If your store starts looking like a thrift shop, it changes the whole perception of your business.” Desaulniers goes on to stress that a good used business should look a lot like a high-end new business. “ We don’t take Orvis [apparel] or even Columbia unless it’s an exceptional piece. Stick to true specialty outdoor brands and top-tier condi- tion—it keeps your store’s reputation and presentation strong, especially if you’re displaying used and new gear side by side.” Furthermore, be intentional about how you set up your de- partments. “We tried to mirror our consignment categories with our new retail departments so we could track where we might be cannibalizing sales,” says Frank. Price Consistently Training staff how to take in used gear from customers and price it correctly for both shop margins and customer expec- tations is the secret sauce when it comes to consignment.
“It takes about four to five months for someone to get fully comfortable handling consignment intake,” says Frank. “The key is consistency—making sure similar products from differ- ent consignors are priced the same. We have a pricing guide to help, but staff still have to look up items, check retail prices, and assess condition. It’s a skill that takes time to develop.” Make the Space Don’t let the layout of your store be an excuse. There are plenty of ways to incorporate a resale business into your floor plan. “Even if it’s just a small rack or section, it can be huge for cash flow and customer acquisition,” says Desaulniers. “The biggest hurdle for most shops will be space—where to put it. I was lucky to have an empty storefront. If you don’t, you’ll need to carve out a section of your store or warehouse.” Expand Your Offerings Engaging customers and encouraging them to return to the store is always a solid long-term strategy. Don’t think of used gear as a cul-de-sac, but rather as an opportunity to expand customer reach. “I really want to add a repair component— something that helps complete the product life cycle,” says Frank. “We get tons of calls asking if we do repairs, so it seems like a natural next step. We’re also planning community events where people can learn to do simple repairs themselves. It adds an educational piece and keeps gear in circulation longer—a full-circle approach to sustainability.” Stay Away From Kids Gear Sadly (since everyone loves getting kids outdoors), children’s gear is not the best bet when it comes to the used gear business. “We mostly stopped doing kids’ used gear,” says Chris Gerston at Backcountry Essentials in Bellingham, Washington. “There are so many kids’ consignment shops in town that our pricing model didn’t make sense. We’d end up with racks of kids’ clothes that wouldn’t move. Now we just take kids’ outerwear—ski jackets, pants, boots, skis—and that works fine.”
GRASSROOTS STORIES 15
Backpacks do well in consignment, but that success may cut into new-gear sales.
inventory, but it also forces our buyers to be more selective. With consignment, you might take something just to see if it sells. Buying outright keeps our quality higher.”
we’re flooded with gear; other seasons it’s like pulling teeth to get inventory,” says Desaulniers, who opens up consignment buying periods twice a year. “Last spring/summer, we could
16 GRASSROOTS STORIES gear, supply swings can be un- predictable too. “Some seasons running out of room for all the incoming products. It can defi- nitely feel overwhelming at times, but the team handles it well.” Since maintaining consistency in intake and pricing when it comes to consignment can be so tricky, it’s key to train and hire employees with the right skillset. “Our staff in the Annex both run the floor and accept consign- ment items, so everyone has to be skilled at evaluating and pricing gear,” says Desaulniers. “Consistency is tough. Ideally, I’d have one dedicated staff member handling all intake, but that hasn’t been feasible yet.” “We have dedicated staff and some folks really gravitate to- ward wanting to work in resale,” says Mike Donohue, owner of Outdoor Gear Exchange in Bur- lington, Vermont, which began as a small consignment shop in 1995 and has grown into one of the largest independent specialty retailers in the state. Since used gear sales rely on customers showing up with
osity takes over. “People love getting a good deal,” says Frank. “There’s this addictive treasure hunt element to shopping used. It’s just a more exciting, discovery-based shopping experience than tradi- tional retail.” That retail curiosity also carries over to new gear. “People want to touch and handle the gear. Often, they come in hoping to find something used, but if they don’t, they’ll check out what’s new upstairs,” says Frank. “Retailers should note that price points are way lower in resale, but customers generally buy several things and our most dedicated customers shop more often and know that it’s a trea- sure hunt,” says Donohue. By its nature—people want to put their hands on used stuff— resale is also something that’s not as competitive online. “There’s something special about keeping it local: People come in, no shipping needed, and they get to browse in person,” says Gerston. “We have regulars who stop by every week just to see what’s new.
“Sure, there’s a chance it cannibalizes a few new sales, but overall, it’s steady and reliable. It’s not a part of the business I stress about. It’s consistently good, sometimes great.” — CHRIS GERSTON, BACKCOUNTRY ESSENTIALS
The Treasure Hunt The biggest question causing hesitation for retailers who do not have a resale component to their store is always: Does selling high-quality used gear cannibal- ize new gear sales? The answer is not straightforward. Yes, it can slow down sales of some new items—especially apparel and backpacks, which, incidentally, crush it as used items—but it also buoys new gear sales by doing what retailers want most: getting customers in the door. Once they are in the shop, curi-
hardly get enough to fill the racks. This fall/winter, we were so overwhelmed. We had to stop accepting items for two-and-a- half weeks just to catch up.” And while many retailers, like The Trailhead and Peak Sports, stick to consignment due to the cash flow needed to buy used gear outright, at Backcountry Essentials, Gerston sees more opportunity in direct control. “We started with consignment, but it was a paperwork night- mare,” he says. “Buying outright means we invest cash in the
USED GEAR
For a lot of folks, visiting a gear shop feels like a mini vacation— even if they’re not heading to the mountains, they leave refreshed.” Building the Community While the raw business aspect of resale gear is a major draw, the big picture is even rosier: It builds community, and that’s ultimately what the outdoors can give beyond profit. And reuse is an integral— perhaps the most integral—aspect of sustainability. Keeping gear out of the landfill and even discour- aging overconsumption. “Having the consignment section is integral to the store,” says Donohue. “It makes the out- doors so much more accessible, especially for newer users, but also for families and for people at the next level who are upgrading their gear.” Buying used gear promotes the type of values the outdoor indus- try espouses and it positions the independent outdoor specialty store as the center of that aspira- tional community. “The commu- nity loves it,” says Desaulniers. “Corvallis is an outdoor-oriented, sustainability-minded town, and the Annex aligns perfectly with those values. It’s not just about
saving money; it’s about reus- ing, recycling, and supporting local business.” The Trailhead, Peak Sports, Outdoor Gear Exchange, and Backcountry Essentials all serve college towns. And col- lege students represent the next generation of outdoor enthusi- asts and conservationists. But the outdoor community can grow beyond the usual suspects when it comes to growing the industry. “There are young adults in town who want to get back into skiing or camp- ing but aren’t ready to pay full retail. That’s a big part of our customer base,” says Frank. It may sound like something said holding hands around a camp- fire, but used gear can have the potential to unite us. Add it all up and there’s no reason not to at least dip your toe into the resale business in some form, especially with the economic landscape filled with so much uncertainty. “Just figure out how to do it and go for it. It’s profitable, it strengthens community ties, and it’s what customers want,” says Desaul- niers. “Honestly, it’s the best idea I’ve ever had.”
Clean It Up Powered by pressurized CO₂, Tersus Solutions can make old gear look new. One problem with used gear? Well, it’s used—and it often looks that way. But deep in an industrial area in Denver, the massive washing machines of Tersus Solutions are making even heavily worn gear look brand spanking new. “The system uses CO₂ under pressure—it turns into a liquid,” explains Peter Whitcomb, Tersus’ chief executive officer. “The higher the pressure, the lower the viscosity, which lets it penetrate even the tightest weaves of fabric.” It’s shocking what the Tersus system can clean, from Doc Martin boots to firefighters’ PPE to couture dresses, though the meat of Tersus’ operation is outdoor technical gear including down, base layers, and outerwear. The Tersus method is both incredibly effective and sus- tainable. “It removes contaminants, deodorizes, sanitizes, and then, as pressure releases, the liquid turns back to gas. The garments come out dry—no heat, no detergent, no water waste,” Whitcomb says. Each cycle saves about 300 gallons of water, uses a tenth of the energy of traditional cleaning systems, and recaptures 95% of the CO₂ for reuse. The only input is CO₂ itself, purchased as a waste gas from an etha- nol producer in Colorado. The result is “a truly closed-loop system—cleaner, more efficient, and better for textiles than conventional washing or dry cleaning.” For Whitcomb, who formerly worked at REI, the technology is part of a bigger shift in how the outdoor industry can approach sustainability. “Brands genuinely care about the environment. They want to do good—but it takes real change and hard decisions to actually do that,” he says. “At Tersus, we’ve created a way for them to do it more comfortably—to make it both profitable and accretive to their brand equity.” Tersus partners with major outdoor brands including Arc’ter- yx and Patagonia, tracking and then shipping cleaned used gear to consumers, as well as small specialty retailers, directly from its warehouse. When it comes down to it, Whitcomb sees the resale business, Tersus dubs it “recommerce,” as the outdoor in- dustry tapping into a massive, readily available resource. “Used gear isn’t just cheap thrift—it’s curation. Some vintage pieces have more value now than when they were new. It’s become a treasure hunt, and that’s exciting.”
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