The evening’s centerpiece was a fireside chat — Leading Through Change — featuring Mary Beth Laughton, president and CEO of REI, and Jen McLaren, global brand president at Altra. The conversation was informal, prioritizing authenticity and candor.

The discussion focused on what it means to lead through a period defined by constant change. Both leaders spoke about the realities they have faced since stepping into their roles, including navigating organizational changes, responding to evolving consumer expectations, and managing the increasing pressure to balance purpose with performance.

A consistent theme throughout the conversation was resilience — not as a static trait but as an ongoing practice. Leadership today requires operating without perfect information while maintaining clarity of purpose for employees and customers.

From navigating board expectations to supporting employees to serving broader communities, the role of today’s leader requires constant balance. Laughton and McLaren spoke openly about the weight of those responsibilities and about the importance of staying connected to a clear sense of “why,” even as the path forward continues to evolve.

The evening set the tone for the days that followed: candid, collaborative, and grounded in the understanding that there are significant challenges facing the outdoor industry but that there is also opportunity to take them on together.

She traced the origins of this gathering back to 2023, when the industry was emerging from COVID-19 and engaged in the transition away from PFAS. At that time, GORE-TEX convened a small group at Colorado Chautauqua in Boulder to share progress and align on sustainability. What became clear in those conversations was that the industry needed something broader — a space not owned by one company and not limited to a single issue but designed to address industry-wide challenges.

That insight led to the evolution from those early meetings to the Catalyst Conference and ultimately to the return of Rendezvous. Stowell framed this moment as both complex and pivotal, underscoring the need for resilience, shared ownership, and collective leadership as the industry defines what comes next.

Rather than positioning AI as a tool to evaluate over time, the conversation focused on the speed at which it is already reshaping business. Organizations that take a wait-and-see approach risk falling behind, not because they lack access to technology, but because they have not built the internal capability, culture, and fluency required to use it effectively.

The change is already visible across the enterprise. What began as back-end optimization for forecasting, inventory management, and other operational processesis now expanding into customer service, marketing, finance, human resources, and product development. AI is not simply improving efficiency — it is changing how work gets done.

A key concept introduced was the “frontier firm,” where traditional, linear workflows are replaced by integrated, AI-driven systems. In this model, AI orchestrates end-to-end processes, while employees guide, refine, and make decisions at key moments. The result is an evolution from task execution to orchestration.

The value of AI depends on connected, high-quality information across an organization. Without it, impact is limited. With it, companies can move faster, make better decisions, and unlock entirely new ways of working.

The takeaway for leaders was clear: Becoming an AI-enabled organization is not optional. It is quickly becoming the baseline for competition.

From an investment perspective, fundamentals matter more than ever. Companies overly dependent on a single product, channel, or geography are increasingly exposed. Diversification, financial discipline, and strong balance sheets are now prerequisites, not advantages. The era of growth at all costs has given way to a focus on profitability and operational rigor.

At the same time, investors are looking beyond the numbers. People and culture are emerging as critical differentiators. Strong leadership teams, organizational depth, and the ability to scale talent alongside the business are often what determine whether investment happens.

Brand clarity is also under greater scrutiny. Companies that try to be everything to everyone are losing ground to those with a clear identity and consistent execution. Authenticity, customer connection, and repeat engagement are increasingly seen as indicators of long-term durability.

The conversation also highlighted the importance of preparation. Companies that invest early in governance, financial systems, and legal structures create flexibility and advantage when opportunities arise.

The message was straightforward: the next generation of industry leaders will be defined by their ability to balance people, purpose, and profits, while operating with discipline in an increasingly complex environment.

Lesford Duncan framed the conversation around a critical shift: Growth is no longer just about getting people outside for the first time — it is about what happens next. Long-term success depends on retention, belonging, and creating pathways that turn initial experiences into lifelong engagement.

With 181 million Americans participating in outdoor recreation, the opportunity is significant, but so is the challenge. Millions of people are entering the outdoors each year, while millions are also leaving. Barriers such as cost, access, transportation, and representation continue to shape who participates and who stays.

Duncan emphasized that belonging is the key to retention. Access alone is not enough. Creating sustained engagement requires coordinated efforts across brands, nonprofits, communities, and public agencies.

Kelly Davis reinforced this with data, showing that the outdoor consumer is becoming more diverse and more casual. The majority of participants now engage at lower frequency and intensity, while core users represent a much smaller share of the market.

At the same time, economic pressure is reshaping behavior. Rising costs are increasing price sensitivity, making discretionary spending more considered.

The implication is clear: The industry is not shrinking, but it is evolving. Growth will depend on how well companies adapt to a broader, more diverse audience and how effectively they create pathways from entry to long-term participation.

A clear theme emerged: The industry no longer has the luxury of treating environmental and social responsibility as something to address “when there’s time.” The stakes — for the planet, for business, and for the broader outdoor economy — are too high, and the current political and environmental climate only heightens that urgency.

The discussion also emphasized the role of business in civic engagement. Participation itself, not political alignment, was positioned as foundational. With outdoor participation far exceeding voter turnout, the industry has the potential to influence outcomes — but only if it shows up.

Gellert was careful not to prescribe what leadership should look like for others. Instead, he pointed to what stakeholders are responding to: consistency, authenticity, and follow-through. The greater risk is not in taking a position, but in taking one without a clear foundation.

Ebersole reinforced that responsibility extends across the industry. The capacity to lead already exists. The question is whether companies are willing to act.

The outdoor sector has spent more than a decade building shared frameworks, tools, and collaborative approaches that have influenced broader markets. But as Matt Thurston outlined, the industry is now at an inflection point. Many early gains have been achieved, while external pressures across climate, regulation, and supply chain complexity continue to intensify.
The next phase requires a shift from ambition to execution.

Thurston introduced the concept of “operational ethics,” embedding sustainability into the core mechanics of business decision-making. This means integrating it into product creation, sourcing, capital allocation, and governance, rather than treating it as a parallel function.

Panelists supported this position. Focus and simplification are becoming critical, whether through fewer SKUs, clearer priorities, or tighter supplier networks. Durability and product longevity remain foundational, aligning both with environmental goals and customer expectations.

The role of collaboration remains essential, but the emphasis is changing. The industry does not need new frameworks. It needs to operationalize what already exists — through discipline, accountability, and consistency.

The conversation has shifted from whether brands should engage to how they do so effectively. Messaging must align with each brand’s audience, voice, and positioning. There is no one-size-fits-all approach, but authenticity is nonnegotiable.

Credibility now requires more than statements. It depends on sustained action, partnerships, and a clear connection between brand values and business practices.

The discussion also highlighted the industry’s untapped potential for collective influence. While fragmentation has historically limited impact, aligned efforts — across brands, organizations, and communities — can significantly increase the industry’s voice.

Public lands emerged as a unifying issue, offering a rare opportunity to connect across audiences and reinforce what the industry stands for.