REAL Careers: Women in Sales explores the different sales roles in sports, what they entail and the skills necessary to succeed. Jade Larrabee is senior director of sales/general manager for Kohl’s at Under Armour.
Job Responsibilities
I manage the Kohl’s business for Under Armour. In my role, I’m responsible for everything associated with Kohl’s, including the financial metrics, the product portfolio, customer service, demand planning, retail marketing and merchandising. As an account manager on the team, you’re responsible for everything from sell-in to sell-through. This role manages the full scope of the business. Every account manager is aligned with a merchant/buyer on the Kohl’s side. As a collective team, we focus on both Kohl’s and Under Armour’s financial targets.
Education
Bachelor of Arts, History, Whitman College
MBA, Washington State University
How would you describe the career path of an account manager on your team?
It’s very much an evolution. I have a very talented team that brings a broad scope of skills and experience. They have come to sales from customer service, sports marketing, marketing, planning and, of course, other sales roles. Managing a strategic account like Kohl’s is total account management, a move on from the traditional “sales rep” role that covers multiple accounts and focuses on the sell-in. A strategic account manager at UA can move into sales leadership or move into other cross-functional roles.
How did you come to find yourself in sales?
I was a history major, then got my MBA. When I went to business school, I set my sights on Nike — I loved everything about its culture — and I was determined to work there! I managed the Starbucks by Nike’s campus — true story — so that I could meet somebody at Nike and finally land a job. It worked! I started in planning, where I learned a majority of my financial skills. I had a manager about five to seven years into my planning career who, on a Friday, came into my office and said, “You’re in the wrong job. Monday morning you’re in sales.” It was a turning point for me, and I’ve never looked back.
How did merchandise planning help you in your sales career?
In merchandise planning, you’re basically taking a style and color and figuring out how many units you need to hit a sales plan. It’s very numbers- and detail-oriented and a good baseline for understanding the business because you really start to understand the financials. A lot of people in sales have not been in planning, and so it gave me some inside knowledge on how to manage financials, how to work with the supply chain, and how critical it is to be accurate in your forecasts.
What other career experiences have you found to be particularly helpful to your role today?
One of the other work experiences that expanded my understanding of the business was my stint at the Gap. I have worked on both sides of the business — both the retail and the wholesale side. It was a game-changing moment. My understanding of retail, from a vertical retailer POV, has made me a much better leader in wholesale sales. I understand retail reality and where the needs of retail/wholesale don’t always align. It has served me well as I’ve moved through my career.
What are some of the bigger lessons you’ve learned over the course of your career?
Internal networking — it is critical! It’s really important to understand the players and the bigger picture of your company. You will be better at your job for it. And early in your career, many times, you don’t understand all of the opportunities for movement and growth. Secondly, take chances, take risks, and do something that’s outside of your comfort zone. I was always the first person to raise my hand for special projects. I think they’re like having a mini business school opportunity at the company. They’re usually outside of your job scope, and you typically meet and learn a lot of things you wouldn’t normally.
How has the decision to get your MBA impacted your career?
It’s made the most difference in the last five to 10 years. As you evolve in your career, it separates you from your peer set because you come in to the job with a broader knowledge base. And once you have it, you have it forever. I think it’s helped me really understand the systemic operations of business, and I still go back to some of the things I learned in business school.
What challenges specific to women have you noticed in the sales career path?
Since I’ve been at Under Armour, I’ve started two women’s organizations: one called Women in Sales and another is our W.I.L.L — Women Inspiring Leading Living — Culture Club. My goal was to develop and retain female leadership. We lose women in the sales function as they begin to start families because of the demand on their time, especially from a travel perspective. I raised four children, and they had a very imperfect life [laughs]. I’ve traveled a lot in my career. I travel less now because I’ve gotten much better at building great teams that don’t need me to be there, and we do a much better job now of leveraging technologies. But we’re going to market four times a year, and Kohl’s is in Milwaukee, and we have to see them at least three times every time we go to market, so we’re traveling at least 12 times a year and probably more like 20 to 25. This is where most women decide if this is a career path for them.
As someone who’s raised children while building a career in sales, what advice can you share?
When I speak to the teams here, I always say you can have it all. It’s going to be imperfect, but you can have it all. You can have a family life, and you can have a career. It just may not be up to the standards or the vision you originally imagined. It’s a little chaotic and a little crazy, but you build your support network and build in some flexibility in your life and you can do it.
What kind of people have success in this field?
You have to be flexible, you have to have a lot of self-confidence, and you have to love business. You have to love the brand you’re with, and you have to be willing to commit to learning your customer inside and out. One of the things that I try to teach my team, and I try to remind myself, is that every day that I’m at work, I market myself internally so that I’m constantly building internal relationships. I would say that between the genders, that’s the biggest difference I’ve seen. The guys are naturally better at this. The ladies on my team, they have to be intentional and make time for it.
How do you stay on your game?
I stay current on my industry by doing a lot of reading. I read two newsletters, The Business of Fashion and SGB, on a regular basis. I go to my competitors’ websites and listen to as many earnings calls as possible. I also set up Google alerts so any time Under Armour-Kohl’s comes up in the news, I get notified. I also try to attend different summits to meet different people and hear different ideas. Last fall, I attended the Girl Boss Rally in New York. It was truly inspiring to hear all of the amazing things women from all over the world are doing! Once you get into your career, it’s very easy to stop learning. I still take classes and pursue new opportunities. I think learning is something that you don't ever stop.
This interview has been edited for clarity and length.