Risk-taking pays off for Levi's Kiwi manager

Sue McCormack

Levi's NZ country manager

Time in position:

2 years

Age:

37

No. of employees:

about 30


What makes your day at work?

Seeing the changes that you and your team initiate pay off. We've had changes in the way our things are marketed; for example, we've done launches and really innovative fashion shows and invited consumers as well as customers. The really positive response has changed the perception of the brand.

How did you get where you are today?

A lot of hard work and a bit of luck. I've got a degree in clothing and textiles from the University of Otago. I worked for Canterbury New Zealand and realised that I needed [to know] the business side, so I did an MBA part-time and was offered a job with the company in the States. After five years I joined Levi Strauss & Co in San Francisco and before I knew it I was responsible for a business unit with sales of more than $NZ1 billion. After 10 years overseas, I jumped at the chance to manage Levi's New Zealand.

What's the most important lesson you have learned?

In this business it's vital to have a manic focus on the end consumer, even though retailers are our primary customer. We have to have a clear understanding of what is important to our target market, what inspires them, reaches them, or turns them off. We need to understand their lifestyles, their beliefs, their choices - not just fashion tastes but lifestyle tastes. Essentially trying to give them what they want, before they know what it is.

What pitfalls have you come across in your career? How have you dealt with them?

Large corporations tend to move at a slower pace than smaller ones and that can be frustrating. A few years ago Levi's Asia Pacific division centralised. But marketing to the Asian market and to the Australia/New Zealand market are two very different things - for example, the Japanese market is focused on Americana and the heritage of Levi's jeans. The home market is much more influenced by the climate, the outdoor lifestyle and our relaxed culture. I spent a lot of time overseas last year convincing the company to make changes that supported our market - which they did.

What advice would you give a young person starting out on a business career?

Be clear about what you want long term, be open to opportunities, and never be afraid to take risks. I've chosen to take offers where the money wasn't the best because the position offered the greatest career prospects over time.

What is the biggest challenge for your organisation today?

There has been some coverage lately about our failure to properly address the younger market - there's the feeling that the brand has been ageing a little and our challenge has been to react to changes in consumer needs. We've met that challenge head-on - we've just taken on board a great new designer from a popular streetwear label in Australia to develop directional products for our market.

What ambitions do you have?

All I want is to be able to look back on my career and know that I have done everything I ever wanted to do, without regrets for opportunities I didn't take on. So far, so good.

How do you relax?

I believe children are a great reality check for what is really important in life so I spend a lot of time outside of work with my husband, daughter and son. We spend our weekends and holidays getting outdoors, re-discovering all the great things about New Zealand. I also relish spending time with good friends.

* Sue McCormack spoke to Dita De Boni.