Leading Through Change: My Experience Managing Abercrombie & Fitch After the Lawsuit

In 2006, Abercrombie & Fitch faced significant challenges after a high-profile racial discrimination lawsuit that shook the company and the retail industry. Stepping into a leadership role shortly after, I became one of the youngest General Managers in Chicago—a position that demanded not only strong business acumen but also emotional intelligence and resilience.

Managing during that time wasn’t easy. The company was navigating public scrutiny, internal shifts, and a critical need to rebuild trust—both with employees and customers. As a young leader, I was entrusted to help restore the brand’s reputation while maintaining operational excellence.

What I learned in those years shaped me profoundly:

• Leadership is more than managing numbers—it’s about managing people and culture. I worked to foster inclusivity on the floor, ensuring every team member felt valued and heard.

• Change is uncomfortable but necessary. The company’s commitment to reform challenged us all to grow beyond past mistakes and create a more welcoming environment.

• Resilience under pressure builds character. Balancing the demands of the job while navigating the legacy of a lawsuit taught me how to stay calm and lead decisively.

“Let us not become weary in doing good, for at the proper time we will reap a harvest if we do not give up.” – Galatians 6:9

Being a young GM during such a pivotal moment in the company’s history wasn’t just a job—it was a responsibility. It was an opportunity to prove that leadership knows no age, and integrity must guide every decision.

This experience set the foundation for how I approach leadership today: with grace, strength, and a clear vision for positive change.