Old Navy

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Old Navy-Best Workplaces in Retail 2019

Employees say: 
“This company embodies what it stands for: Family, Fun, and Fashion. Coming to work when you walk through the doors, you feel excited and pumped to be at work. Everyone is collaborative, eager to learn new things, and knows when to have fun.”

Best Large Workplaces in Retail

Companies doing the most to create inclusive cultures for minorities, LGBT employees, and women.

Employees say: 
 
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"They truly value diversity and a different point of view. They walk the talk when it comes to community involvement, equality and equal rights." 
 
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<a href="http://reviews.greatplacetowork.com/old-navy">Read the Great Place to Work review here.</a>

The Best Workplaces for Diversity

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% of Women Executives

% of Women front-line managers

% of Boomers or older

% of People with disabilities (self-identified in Great Place to Work's Trust Index Survey)

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Old Navy Company Profile, Stock Price, News, Rankings

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old navy

Old Navy Company Profile, Stock Price, News, Rankings | Fortune

Stan Choe

The Associated Press

Gap says Trump’s tariffs could cost the company a whopping $300 million, sending shares into a tailspin

/2025/05/30/gap-tariffs-costs-shares-dive/

[ MUSIC ] [ MUSIC ] We deeply believe in this notion of the democracy of style. And so what does that mean? So for us, it means A brand and a business that is fully inclusive. It solves for every age, every gender, every income level, every body, shape and every customer. [ MUSIC ] [ MUSIC ] Being the most welcoming and open and inclusive meritocracy as a company culture and also having our customers experience that as they shop with us. That is something I am extremely excited about. [ MUSIC ]

Old Navy CEO Sonia Syngal named CEO of Gap Inc.

Briefing

There are now 37 women leading Fortune 500 companies.

[MUSIC PLAYING] Art, the big news for Gap is that you finally have hired a new CEO for the Gap brand. What's he going to do to fix it up and get it growing again? He understands the brand. He understands the aesthetic. He's truly an omnichannel executive. He has very high standards in terms of how he execute quality, trend, in-store experience, et cetera. And I think he's got an amazing opportunity here with a great brand to really make Gap brand in a moment in time when the brand's place should be here and now. Bring it back to relevance. What's really holding Gap back? I think part of it, frankly, is the fact that we lost a little bit of the focus of the brand, tried to do too many things, tried to go to places in fashion that didn't make sense for the brand. And that's the other thing I see with him, super tight in his focus about what the brand should be. It's just been the opposite story with Old Navy. It is just doing great. It now accounts for nearly half of the whole company's revenues, a big chunk of profits. What's behind the Old Navy success story? What's the biggest reason? Focus and discipline on what the brand stands for, and executing against what consumers expect every day in a very consistent way. Value, trend, fun, family, those are key parts of the business. And retail is hard, but retail is easy, oftentimes. And it's really about that consistency and discipline. You know, retailers everywhere are all struggling to figure out this balance between how many physical stores you need and how to still keep up the strong online presence and demand. Now you've closed hundreds of Gap and Banana Republic stores. You've opened lots of new Old Navy stores. So do you think you have the right mix here? I think the right mix is dynamic, honestly. We want to be where the customer is, serve them how they want to shop. Basically, they want to browse, they want to buy, they want to fulfill. Be wherever they are, and make money wherever they are doing that. And if that means I close more stores and I grow my e-commerce business at an accelerating rate, I am totally good with that. The customer is going to shop how they shop. We want to be where they are. Do you think you have the right mix, though, of stores and online? We're going to close more Gap stores. It's the oldest label that we have in the business. How many? We haven't said the exact number yet. And over the last several years, we've closed over 600 stores. We're going to continue to be nimble. And we're doing the work right now, and we'll continue to do that, and some Banana Republic stores as well, and open Old Navy and Athleta stores. I've got to ask you about Amazon. It's soon going to be named-- I was really surprised to hear this-- the number one clothing retailer here in the US. What is your strategy to compete with Amazon? You know, our strategy to compete with Amazon, first, is to have great brands. And people come to clothing-- you and I both do-- because of a brand that they love. I've also said very publicly that I want to be where my customer is. And so I'm not shy about like we do in China, doing business with Tmall in China. We continue to talk to everybody in the business that's relevant. And I just want to be present and accounted for and make money where my customer is. What do you think it takes to compete effectively against Amazon? Is there a retailer out there who's figuring it out? My e-commerce business in Q4 grew 30%. So that's a super-- and we have one of the biggest apparel e-commerce businesses on the planet. I think we're competing pretty effectively with Amazon right now. Do you think you can do even more? I do. I do. We've continued to talk about how we can grow our e-commerce business at an accelerating rate. We're super pleased there. And let's remember, 80% of apparel purchases still take place in stores. And that's a place where I can compete with Amazon all day long, because they don't have clothing stores. So looking ahead, let's say, three years from now, what will the future Gap look like? How will it be different from the way we see it today? You know, when you go into Gap, what I want you to see is I want you to see amazing, well-made, versatile essentials for your wardrobe. And that's where Gap is at its strength, a great pair of jeans, well-priced. A great pair of khakis, a t-shirt that lasts and is amazing, a woven shirt, et cetera. Old Navy, fun fashion for the family. Athleta, amazing performance lifestyle. And Banana is really about your more dressy and professional space. And then, what else will there be? I'm looking and have my eyes wide open. All right, so you're telling us that you might make another acquisition? Give us some hints. I love Athleta. That's the hint I would give. We have a great portfolio today. And I believe we're going to be in an environment where we have the resources to add something else to the platform. So you may be looking for more athletic Lululemon-type of acquisition? The performance space, the performance lifestyle space is certainly super interesting. There's other spaces that we're looking at as well. I love the intimates space. We have an amazing intimates business in the company we might build on. And again, not signaling anything imminent, but I'm always eyes wide open and very curious about what's out there. 

Gap CEO Is Looking for Acquisitions: "I Have My Eyes Wide Open"

Finance

Retailer plans to close more Gap and Banana Republic stores and open additional Old Navy and Athleta stores.

aren't the big news for Gap is that you finally have hired a new CEO for the Gap brand. What you going to do to fix it up and get it going again? He understands the brand. He understands the ecstatic. He's truly an Omni Channel executive. He has very high standards in terms of how we execute quality trend in store experience, etcetera. And I think he's got an amazing opportunity here with a great brand to really make Gap Brandon a moment in time when the brand's place should be here and now bring it back to relevance. What's really holding Gap back? I think part of it, frankly, is the fact that we lost a little bit of the focus of the brand, tried to do too many things, tried to go to places in fashion that didn't make sense for the brand. And that's the other thing I see with him super tight and his focus about what the brand should be. It's just been the opposite story with Old Navy. It is just doing great. Uh, it now accounts for nearly half of the whole company's revenue. A big chunk of profits. What's behind the Old Navy success story. What's the biggest reason? Focus and discipline them, what the brand stands for, and executing against what consumer it's expect every day in a very consistent way. Value trend, fun, family. Those are key parts of the business, and retail is hard, but retails easy oftentimes, and it's really about that consistency and discipline. You know. Retailers everywhere are all struggling to figure out this balance between how many physics, physical stores you need and how to still keep up the strong online presence and demand. Now you closed hundreds of Gap and Banana Republic stores. You've opened lots of new old Navy stores. So do you think you have the right mix here? I think the right mix is dynamic. Honestly, we want to be where the customer is served them, how they want to shop. Basically, they want to browse. They want to buy. They want Phil, be wherever they are and make money wherever they are doing that. And that means I closed more stores and I grow my e commerce business, that accelerating rate. I am totally good with that. The customer's gonna shop where they shop. We want to be where they are. You think you have the right next, though, of stores and online. We're gonna close more gap stores. It's the oldest label that we haven't. How many? We haven't said the exact number yet. Um, and over the last several years, we've closed over 600 stores. Um, we're gonna continue to be nimble and we're doing the work right now. We'll continue to do that. Banana Republic stores as well. And open old navy and athletic stores I've got to ask you about Amazon is soon gonna be named. I was really surprised to hear this Number one clothing retailer here in the U. S. What is your strategy to compete with Amazon? You know, our strategy to compete with Amazon first is to have great brands and people come to clothing. You and I both do because of a brand that they love. I've also said very publicly that I want to be where my customer is, and so I'm not shy about like we do in in China doing business with team all in China. We continue to talk to everybody in the business that's relevant, and I just want to be present and accounted for and make money. Where my customers. What do you think it takes to compete effectively against Amazon? Is there a retailer out there who figured it out? Um, my e commerce business in Q four grew 30%. That's a super, and we have one of the biggest, apparently commerce businesses on the planet. I think we're competing pretty effectively with Amazon right now. You think you could do even more? I do. I do. We've continued to talk about how we can grow our e commerce business at an accelerating rate. We're super pleased there. And let's remember 80% of apparel purchases still take place in stores, and that's a place where I can compete with Amazon all day long because they don't have clothing stores. So look in your head, Let's say, three years from now, what will the future gap look like? How will it be different from the way we see it today? You know when you go into Gap, what I want you to see if I want you to see amazing, well made, versatile essentials for your wardrobe, and that's where Gap is at its strength. A great pair of jeans. Well, priced a great pair of khakis T shirt that lasting is amazing. A woven shirt, etcetera, old Navy fun. Fashion for the family, Athleta, Amazing performance, lifestyle and banana is really about your more dressing and professional space. And then what else will there be? I'm looking and have my eyes wide open. All right, so you're telling us that you might make make another acquisition. Give us some hints. I love Athleta. That's the head I would give. We have a great portfolio today, and I believe we're going to be in an environment where we have the resource is toe. Add something else to the platform. So you may be looking for more athletic Lululemon type of acquisition. The performance space that performs lifestyle spaces certainly super interesting. There's other spaces that we're looking at as well. I love the intimate space. We have an amazing, intimate business in the company. We might build on and again, not signaling anything imminent, but I'm always ID y eyes wide open and very curious about what's out there.

Welcome Sonya. Thank you. Hi everybody. So, as you just heard, Sonia is in the process of getting old navy ready to spin off from Gap Inc. Next year. And my colleague Phil Barba profiled you and I Most Powerful Women issue that's when you guys have seen around. And there was something from that story that jumped out at me which is you described your attitude and old navy's attitude as being like a teenager who like can't wait to leave the nest. So I want to just hold on to that metaphor for a second asked like what is the one thing you are most Looking forward to being able to do once you're out from the parental eye. [ LAUGH ] Some of us have to think I think far back of what it feels like to be 25, which is what Old Navy is. We're a 25 year old brand and it's been a great thing to be part of a company that has a portfolio of iconic brands. But at this moment, I am so excited about the opportunity to spin and take this moment in our history to be what I like to term an eight billion dollar startup. And so we have the scale and the Ubiquitous aspect of the brand that is big and powerful and connected to the American consumer. And yet there's this opportunity to really think about what we wanna be when we grow up, right? The startup side of it, the opportunity to invent, reinvent, change. So I'm excited about those possibilities that I think as a mono, company as a mono brand company, it will afford us the ability to sort of plot the next 25 years. Well, I mean, obviously you're excited about the possibilities, but there are advantages to being a big company are able to share resources like IT, and you also have this scale to negotiate, with your suppliers, with your partners. So as you stand up as your own company, what do you see as the biggest challenge on that front? Certainly, we've had advantages, with being part of the larger company. [ UNKNOWN ] on its own, though, is sizable. And for our industry, we sit as the Number two biggest brand in America now. And so that gives us a, I think a scale that allows us to get the leverage that we need. That being said, separating a company to two is no small feat. It's like doing brain surgery, if you will, and so we're in the middle of that. I'd like to say it feels a little bit like we're seven and a half months pregnant with a 10 pound baby and we're ready to deliver that baby and. Tired sounds. Yeah, so that is that's the here and now challenge you know, I think post spin it's gonna be about how do we keep a little bit of the the maverick attitude that the brand has how do we not become a Too complacent to competent, how do we stay paranoid, humble and all those things that I think will keep us relevant. I think it's very important in a competitive environment. I like that stay paranoid. So we hear a lot about the retail apocalypse whether or not that's an accurate phrase. And what we see from a lot of retailers is reducing the number of stores, shrinking stores. But Old Navy has announced that you're effectively planning to double your store account. From, I think, around 1, 100 to ultimately 2, 000. So, why when everybody else is going the other way, do you think that's a path forward for you? You know, we have been opening stores for several years now. So it's not really a new strategy per se. It's more sharing more broadly what our strategy has been. And ultimately it all stems from the North Star of our business strategy which is, like we we deeply believe in this notion of the democracy of style. And so what does that mean? So for us, it means a brand in a business that is fully inclusive. It solves for every age, every gender, every income level, every body shape, and every customer. And as we've explored where we show up and where we don't show up We had largely stayed out of towns that are below 200, 000 people as brand. And there are many, many towns across America where I feel like our customers are underserved. I hear from them all the time. In fact, there was a An article in, I think the Cape Cod Gazette or something like that. A few weeks ago, where a customer spoke about the fact that window may be opened in Cape Cod. It was like the cavalry came over the hill because he no longer had to drive 45 minutes to the mainland. So, to me it's taking advantage and, serving our customers more effectively. Well, you talked about underserved customers, and actually right before we came on, you mentioned to me that there is a pilot program that you are in the mixed of that you haven't really talked about much publicly, so can you tell us about that? Sure, I mean under the north style of the democracy of style, we are paying deep attention of our plus custimer, and We've always been in that space. We've had a strong online business, for our past customer we've done a 75 store pilot but we felt like we wanted to go deeper and understand more fully how to best service that population size. And so we went really deep, we lived with some of our plus customers, we shop with them, we We laughed and cried with them. And from that experience, from that human- centered experience our strategy evolved. And so we have a 30 store pilot happening right now where we have created a fully integrated experience in our women's business where you can shop double zero to four x. For every style at the same price, and the reaction that our women are seeing is, that we're seeing from our women, incredible. I mean, they're just so happy that they are being treated like every other woman wants to be treated, and so. And how big is, do you have a sense of how big the plus size Customers is for you? [ UNKNOWN ] the market is under reported. But if you look at the demographics of America, the average size woman is size 16. Right. And so we don't think it's a very well reported segment but a hugely underserved segment. Okay, I wanna pivot and actually talk just for a minute about your path. To Old Navy, and I understand that your interest in fashion and entrepreneur entrepreneurial fashion goes really far back. Yeah, you know, I have probably a classic immigrant experience. You know, I was an immigrant in the country and and from that. I think all the good about which is you get access to all the opportunity, all the education and the tough part of that which is you look different, you sound different, you feel different and so I remember being 12 ish and my full height and Very, very awkward that age is many 12 year olds are and, really nothing fit and that question that we've all asked ourselves, a million times, what am I gonna wear, was a really tough one at the time I, I couldn't afford much, my body was, not easy to dress and so from that, necessity. Was born this, desire to create clothing and, it went from, a need based thing to a passion and really my formative years in my teen years was spent doing that and designing making clothes and it became a passion. But again back to, I think an immigrant background, then when I think about. Really where my parents came from, which was not a lot, in fact, less than not a lot. Really the educational guidance was, you really pursue professional or education that is more secure, more established. So my sister became the doctor, I became the engineer. Yeah. And I think that's probably a familiar story to some in the room. It was a great path though. Because really, my love of making things. I did mechanical engineering. I worked in the auto industry for six years. And the product is really the red thread for my career. Whether it was clothing or cars or Or computers, sometimes, as well. From fashion to engineering. Yes. Back to fashion and, plus, engineering. Yes. Any questions for Sonia in the audience? Questions? We have one, over here. You know the drill. Please identify yourself Hi, Carla Blacker from Dutch Villa Germany's international broadcaster. Do you have plans to also spread out in Europe? You know we are I'd say we're pretty young in the arc of our brand life. You know, we're 25 years old many apparel brands. That we compete against our 50, 60, 70 years. And so, I think as we look at global expansion, it's a long journey for us. We're focused primarily in North America. We have some franchise businesses in about 15 countries. So more to come as the years unfold. I have a question. You mentioned working briefly in the auto industry? Yes. So Sonya worked in a Ford [ UNKNOWN ] plans in college, right. So you were in your twenties. You are supervising men who are probably twice, three times as old as you were. What are that experience teach you about managing? Yeah, it was a fun, fun time, I guess I'll use that word. [ LAUGH ] [ LAUGH ] To cover up some of the other feelings. [ LAUGH ] It was fascinating, it was a union shop, it was the midnight shift, it was I bought a boiler room job, if you will. Okay. You know, and it was but at the same time, you know what you really learn is people are people and connecting with people about what matters, what's important is the ultimate connector, so, got through it and I think enjoyed it in the end. And you know every opportunity like that is a learning opportunity and something you take with you. Now. I also have a question about your predictability. So that you've said that the big part of your job at Old Navy is looking a year I had, two years I had to figure out what is gonna be back? Has anything surprise you on your time? Well, some things are definitely interesting. A great brand is a brand that you can rely on and count on. And that's what we strive to do at the same time, fashion is forever changing. Mm hm. Right? And it is remarkable when you step back and you think about how people dress, and how that's changed over the years. I'll share an example of seven, eight years ago, we did not even have an active business, for example, right? And now our active lifestyle business is a billion dollars of our eight billion and the casualisation of how Americans dress Continues. You recently hired an executive from Athleta. That's right. That's right. My Chief Creative Officer has joined us as the old CEO of Athleta, and so we definitely see that trend continuing. And all I have to do is look at my 18 year old son because Don't know, street joggers also known as sweatpants has become, you know has become okay to wear to dinner to date to learn how to work, to sleep. And so that is you know, these are I think that is the fun of fashion is Yeah, things are constantly changing. And so staying relevant is important. And is there one thing, we have to wrap up, but is there one thing you would tell all of us, like we should go out and add to our closets now and will be thanking you in a year or two years? Well, I was. No sweat pants please. Right, right. Well, I have to advocate for our Rockstar jeans. I'm wearing the now and they are. I think the number one women's Jean in America, so please go try them, they will fit all of you > how many of those do you sell a day? > we sold forty thousand a day, so that's cool, so that, and then for a little fashion, the camera woman behind the stage was commenting on my jacket so please Let's go by that too. [ LAUGH ] Thank you so much Sonia.

Most Powerful Women Summit 2019: How Old Navy Is Preparing for Life on Its Own

How Old Navy Is Preparing for Life on Its Own

Retail

CEO Sonia Syngal talks about the company's imminent spin-off from Gap Inc.

In 2019 Old Navy named this year the year to imagine, it's our 25th anniversary. The brand was founded in 1994 and has grown to be this Incredible $ 8 billion business. We're using the split and the launch of Old Navy on its birthday to really imagine what the next 25 years can bring, which we are excited and optimistic and ambitious about. For me, obsessing about our customer and what our customers are telling us. We'll Fuel a lot of our growth strategies. We have over 40 million customers in our customer file. We get thousands of customer comments daily and part of our components to growth will be capitalizing on that truth of our customers. Customers. Whether that is adding new product extensions or new categories. Creating new experiences in our stores. Fully capitalizing on our digital sales and our e- commerce sales. All of those are areas that our customer is asking for and we will be able to move faster with our focus as a modern brand. For the last 20 years, we've built a formidable ecomm space. We're the number four largest ecomm site in apparel, and from that position of strength, we see a lot of opportunity, a lot of growth ahead, whether it's through becoming even faster and more efficient in the buying cycle. Whether it's adding new product categories and product extensions and doubling down in some key areas. And also, adding to that a more interesting and intriguing special customer experience online. All of those will drive the business forward. Quite a bit of that planned in the future. With respect to growing in North America primarily, we also believe that there is one way for us as a global brand and we are looking at international reach in Mexico and through franchise partnerships around the world. My career began actually before my formal education where I fell in love with fashion as a teenager. I designed and made clothing, and it, in fact, grew to a small business. So I went from that to formal education in engineering, working in the auto industry for several years at Ford Motor Company. I then shifted to high tech and was in technology for ten years. Again, another great Space for products. But ultimately I found my way back to where my passion was which was fashion. So here I am, 15 years at Gap Inc now leading [ UNKNOWN ] into the next chapter. I get my energy by driving a great business with my team and really unleashing the full potential of the entire team. That's when new ideas spark, that's when we find greater opportunities for the brands. And that's when we service our customers in new and delightful ways. Really proud that at Old Navy we have equal pay for equal work between men and women. And that is A very strong foundation that we will maintain as we move forward as an independent company. Inclusivity and diversity and being open to all is really core to my values, my personal values, and, I think, very core to what Old Navy is all about. So there is such a great synergy there for me. It is very easy to affiliate with this brand cuz it's personal As I think about the opportunity to celebrate that and take it to the next level by being and striving for being the most welcoming and open and inclusive meritocracy as a company culture, and also having our customers experience that as they shop with us. That is something I'm extremely excited about. [ BLANK_AUDIO ]

Sonia Syngal Charts a New Course for Old Navy 

Leadership

Recently independent of parent company Gap Inc., CEO Sonia Syngal discusses the future of the apparel company, as well as her path to the top.

Old Navy

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