An introduction to the Mountain Shop concept can be found in Stefan Rainer's talk on the subject. Among other things, it deals with market developments in outdoor retail, community trends, and why the Mountain Shop concept is a model for the future of mountain sports retailers.
You can get even more exciting insights on the topic of retail at ISPO 2025 on the Retail & Innovation Stage from November 30 to December 2 in Munich.
Stefan Rainer is a passionate mountaineer—and one of the strategic minds behind the Oberalp Group's retail development. In this interview, the Group Chief Sales Officer explains how and, above all, why the “Mountain Shop” is becoming the model of the future for specialist mountaineering retailers, how retailers benefit as franchise partners, and which regions are the focus of attention.
How did the idea for the Mountain Shop come about?
Stefan Rainer: We opened our first store in Finale Ligure 20 years ago, which was a mecca for the climbing community here at the time; Arco wasn't as big back then. As a brand, Oberalp has always focused on relationships with our customers, i.e., the people who share our passion for the mountains. The idea for the Mountain Shop was less strategic back then than one might assume today. We wanted to establish a credible specialist store, but at that time we didn't have any shoes in our range from Salewa and had to supplement our stock with other brands. Since then, the concept has become increasingly professional and we have built up a wealth of knowledge about how retail can inspire enthusiasm in mountain sports communities, create loyalty, and also deliver brand experiences.
What distinguishes the Mountain Shop from other retail concepts?
When Salewa later started selling shoes, for example, we placed greater emphasis on the brand, but quickly realized that these are two completely different disciplines: a mono-brand store as a brand beacon, where brand positioning is key, and a genuine specialist store dedicated to the community and its specific local needs. The Mountain Shop is the latter: a retail concept that is deliberately localized and at the same time does not work with a rigid standard range. The name “Mountain Shop” was also chosen very deliberately. The aim is to create a retail business that operates very close to the real mountain community. Not a huge store, not a generic concept, but a format that works regionally and is credible in terms of content, with the product range precisely tailored to this.
What role do Oberalp brands play compared to other brands?
Of course our brands play a role. But: The concept deliberately works with a local franchise partner to ensure neutrality. It's not about giving priority to one brand, but about creating an ecosystem of premium brands that fits the local community. The space allocated to our brands is flexible – what matters is what works for the location. Customers shouldn't feel that one brand dominates simply because it belongs to us.
How do retailers benefit from the concept in concrete terms?
The market is changing dramatically. Many retailers are facing generational change, some cannot find successors, others have underinvested for years. This is exactly where our concept comes in: we want to help ensure that specialist mountain sports retailers remain viable for the future. The main advantage for partners is that Oberalp takes on many operational challenges: we provide store design, merchandising, training, support, logistics, and financial strength. Partners also benefit from better purchasing conditions and strong structural support. This allows retailers to focus on what really matters—their customers and community building. That is the key to success.
How much flexibility is there for regional adaptations?
Regionality is not an add-on, but the heart of the Mountain Shop. After all, the core of specialist retail is putting together the right product range for a local community. In Arco or Finale Ligure, this looks different than in Vienna or Zermatt. A Mountain Shop has a value proposition, a service promise, and a quality promise—but no predetermined standard product range. The concept only works if it remains authentic locally: the expertise of the local entrepreneur is key, because they know the scene, the opinion leaders, the groups, and the real needs. Only then can a shop become a real destination for the community.
What are some examples of successful mountain shops?
Today, we have several examples that show how well the concept works. Locations where traditional retailers with a great passion for mountain sports have further developed their business within the concept are particularly successful. If we look at South Tyrol, there are various examples of success, for example Sand in Taufers in the Puster Valley, where it has been working very successfully for years. Another important criterion is who this local entrepreneur is and how much time and enthusiasm they have to invest. In Mayrhofen, we certainly have a best-case example in Alfons Hörhager, who is doing an excellent job.
What lessons have you learned that you consider particularly important?
From my point of view, there are three key points:
1. The courage to focus: Many retailers carry too much and lose their profile as a result. Accordingly, at Mountain Shops, as the name suggests, we focus specifically on the mountains and not on the outdoors in general.
2. Ambience & service: A store should not be a warehouse, but an expression of competence.
3. Partnership chemistry: It's a people business, and the shared values and vision between partners and Oberalp have to be a good fit because you always have to coordinate closely in a strategic collaboration like this.
For the Mountain Shop concept, we have realized that the most important criterion is people. And so choosing the right partners and the right team is of fundamental importance, because by definition, a specialist store is a destination store, which means I am willing to travel a greater distance to get to this store.
Which regions are currently the focus?
We are already committed to our Alpine region and are paying close attention to where opportunities are opening up. Austria, Germany, and Switzerland are currently the regions where we are increasingly focusing our attention, but also Spain and France. We already have a strong presence in some Alpine hotspots. Italy is also already very well developed because we started this process there earlier.
What is the vision for the coming years?
In the future, Mountain Shop will further sharpen its positioning, concept, and clear message, while remaining diverse and continuing to evolve, just like the communities themselves. At the same time, we have already built up a good network with around 50 Mountain Shops. In the future, we also want to move in the direction of an alpine marketplace—strongly locally anchored and service-oriented, but digitally networked. We are now laying the foundations for this, including through POS systems and gradual omnichannel connectivity.
And what role do future trends such as climbing or trail running play?
Trail running is now more than just a niche activity and one of our core competencies, just like climbing and ski touring. Of course, hiking is also important as a broader segment. But it's also about Mountain Shop not only serving the masses, but also being a trendsetter. This creates excitement and develops a new generation of mountain athletes. Trail running and climbing have long been a reality in the market – and we are developing our own concepts, such as Mountain Shops in climbing halls, where we operate at the interface between urban culture and mountain sports, as we know from our brand Evolv, an American climbing brand that is also very strongly anchored in skate culture. Some of these concepts are very innovation-driven and perhaps atypical for a retail location, but we are convinced that it makes sense to position ourselves where the community spends its time. Accordingly, the Mountain Shop is not just a place of sale. It is also a contact point for services such as recycling, care & repair, and biomechanical analyses. This strengthens customer loyalty and creates real added value.
Ski mountaineering (SkiMo) is celebrating its Olympic premiere at the Winter Games in Milan and Cortina. How will appearing on the biggest stage change the niche sport of ski mountaineering? What opportunities and possibly also risks are there for ski mountaineering and the associated sports industry? Alexander Nehls, Global Marketing Director of market leader Dynafit, is divided.
There will be more in-depth insights on this topic at ISPO 2025 when Alexander Nehls presents "Dynafit: From the Mountain to the Olympic Stage" together with Lena Haushofer and Katharina Kleinfeldt on December 1, 2025, 11:00-11:15 in the House of Content.
Skeleton mixed team, women's luge doubles, ski freestyle dual moguls or women's ski jumping from the large hill - there are a lot of new events at the Winter Olympics in Milan and Cortina (February 6 to 22, 2026). However, the most spectacular premiere will undoubtedly be the ski mountaineering competitions - also known as SkiMo or ski mountaineering - on the legendary Stelvio downhill run in Bormio. This is exactly where the alpine skiers will determine their Olympic downhill champion.
The high-speed downhill run at speeds of up to 150 km/h is traditionally one of the absolute highlights of the Winter Games. What role will ski mountaineering play on the biggest stage in world sport and what consequences will this have for the sports industry? This is exactly what will be discussed at Media Monday on December 1 at ISPO Munich. "This is a very exciting question that we ask ourselves every day," says Alexander Nehls in an interview with ISPO.com. So the answer is not easy even for the Global Marketing Director of SkiMo market leader Dynafit.
The first impulse is obvious: Hundreds of millions of TV viewers at the Olympics all over the world ensure a rapid increase in awareness of the sport and a real boom. Just like beach volleyball, for example, which celebrated its premiere at the 1996 Summer Olympics in Atlanta. The perfect mix of sport, sun, sand, sound and sex appeal has long since become a permanent trend; at the 2024 Olympic Games in Paris, the best players played against the dream backdrop of the Eiffel Tower. Sport climbing, which has been an Olympic sport since Tokyo 2021, has also sparked a growing global interest in this spectacular outdoor and indoor sport.
In ski mountaineering, the forecast is not so easy because the show at the Olympics does not have much to do with the origin of the sport. "You run a lot of vertical meters into the mountains. Maybe three or four peaks, long ascents, great descents. It often takes several hours," says Nehls. At the Olympic premiere in Bormio, all of this will be condensed into just a few minutes. "Because it had to be suitable for television, of course, a new format was invented. To be honest, the SkiMo sprint is a sport - just like speed climbing - that nobody really does outside of competitive sports," says the expert.
On a course, the athletes have to master all the elements of the original ski touring sport in the shortest possible time - i.e. ascent with skins under the skis, carrying passages and descents. The races are held in a knockout format with several athletes, so the first to finish is also the winner. This makes the format easy to understand for TV viewers.
However, this has little to do with the reality for the average ski tourer: "The top athletes need seven seconds to change skins, the average ski tourer needs 15 minutes," says Alexander Nehls. That's why two hearts are beating in his chest: "I'm really happy for the athletes that it's an Olympic event, because they finally deserve the big stage. On the other hand, not all spectators will probably immediately understand what they are doing at the Olympics in such a short space of time. But that's the pill we have to swallow in order to get this big stage. The question remains: Will the transfer to our beautiful, original winter sport succeed?"
It is precisely this question that will also decide what impact the Olympic premiere will have on the sports industry. "I'm excited," says Alexander Nehls. Some days, the marketing manager thinks that "nobody outside of our mountain sports bubble will be interested, because very few people actually know that you can go up the mountain with skins under your skis. The sport is just niche." Nehls cites figures to put this into perspective: Around 600,000 people could be described as passionate ski tourers who do at least 15 tours a year. Of these, 80 percent are hobby skiers. The sport is also comparatively expensive, especially at the top end: "Skis cost around 1,200 euros, boots 2,000 euros and bindings 600 euros for racing. That's not something you just buy straight away and say. 'I would give it a try'."
On the other hand, ski touring is a growth area in times of uncertain snow conditions because mountain enthusiasts can react more flexibly to the conditions. That's why Nehls sometimes thinks that the Olympic premiere could be the start of something big: "Sports like biathlon are also very artificial and are still experiencing a lot of hype. That's why I have a little hope that it will establish itself, that it will be on the longlist for the Olympics and then maybe even become a relevant sport at some point." It's important to note that ski mountaineering was initially only included in the program for the 2026 Winter Olympics. However, the chances for the following Winter Games in France in 2030 are also quite good, as the country, like Italy, is one of the absolute supporters of the sport.
Either way, Nehls does not expect the Olympic premiere for ski mountaineering to cause a huge explosion in the winter sports industry for the time being. After the steep coronavirus upswing, the market has reached saturation point and the trend is only slowly becoming positive again. Currently, the alpine ski sector is the big winner. The ski mountaineering sector will be difficult for new brands to conquer: "The investments to bring new innovations are already very high for an extremely low return." Even Dynafit doesn't make any real turnover in the racing sector: "For us, it's brand-building, we do it for the sport and it's like a Formula 1 racing team." New companies would certainly try to jump on the bandwagon at some point: "Today, however, there are already many good ones for a very manageable sized pie."
Dynafit, which is based in Kiefersfelden, is nevertheless fully committed to ski mountaineering/ski touring alongside trail running - the sector in which it generates around 60 percent of its turnover. "We are the only brand that truly equips from head to toe in this area. And we have revolutionized this traditional sport with the pin binding, for example."
Of course, this expertise could also be extended to snowboarding, cross-country skiing or even snowshoeing, but the company has made a conscious decision not to grow by expanding into other sports: "We simply want to remain true to mountain endurance sports in this form instead of opting for more sales. A brand grows through attraction and not through expansion. We want to continue to polarize and remain true to ourselves. The aim is not to scale up to the extreme right now. At some point, you're no longer trendy and then it's over. This is a very conscious brand decision."
However, this does not mean that Dynafit does not want to take advantage of the potential boom effects of the Olympic premiere. In order to take advantage of the tailwind, Nehls can imagine, for example, organizing ski mountaineering events close to the potential audience in the future. Whether that be close to the company headquarters in Kiefersfelden or on the Olympic mountain in Munich. In October, the biathletes' Loop One Festival in Munich's Olympic Park with tens of thousands of spectators showed what a boost this can provide.
When the running and sports community comes to ISPO from November 30 to December 2, the focus will be on a segment that is currently growing more dynamically than almost any other: Running. Whether road, trail or hybrid formats - the running segment is booming, and brands and retailers are increasingly focusing on innovation, experience and real encounters. CEP is part of this and is taking the ISPO community with it as the brand transforms from a compression specialist to a holistic running brand.
Running is booming in Europe, just as it is all over the world. In 2024, the running shoe market was estimated at around 50.98 billion US dollars, in 2025 it is expected to reach 53.62 billion US dollars. This dynamic ensures that specialist retailers, industry and brands are taking a particularly close look at ISPO: Where are the innovations emerging? Which concepts are gaining acceptance? And how is the interaction between technology, community and experience changing?
However, the figures also show that anyone active in the running environment, from retailers to brands, is operating in a market that is not only growing, but is also constantly looking for new stimuli.
A key driver is the longing for experiences and outdoor exercise, with the running trend generally being shaped primarily by urban developments. Running symbolizes the need to get out, push boundaries and get into the flow.
At the same time, the community dimension is gaining in importance: running clubs, social runs, brand events, hybrid challenges. The big trend in sport, and not just in running, is that it is becoming more social, more inclusive and therefore more emotional. Different groups are forming and their diversity appeals to more people, allowing them to build their identity around the feeling, the sport and the special form of community it creates. Because running is no longer just about pace, kilometers and competition. It's also about belonging, storytelling and experience.
New target groups, a greater focus on experience, increasing technical requirements and a specialist retailer that increasingly sees itself as a host and curator of product experiences: The industry has been talking about "experience" for years, and in the running segment it is now a must. Activation with test tracks, labs, workshops, community runs or modular test areas has become
test areas are now a matter of course. Those who want to impress stand out with additional services or special and exclusive events.
For sports retailers, this means that products sell more successfully if they can be experienced. More sophisticated technologies in particular - such as sole construction or innovative cushioning principles - need touchpoints where shoes can not only be explained, but also felt and run in.
One example that perfectly illustrates this development is CEP. Traditionally strong in the medical compression sector, the brand is now on its way to becoming a comprehensive running brand.
At ISPO, CEP is presenting the Omnispeed Bowtech, its first own running shoe - with the innovative BowTech dual-plate construction, which optimizes natural foot movement, increases energy efficiency and relieves muscles and joints at the same time. Developed by medical experts, it releases stored energy with every step - a technology that has already proven itself in orthopaedics.
In addition to the first model, which has been on the market since May 25, the successor model, the Optaspeed BowTech, will also be presented, which has been optimized in several key areas: A roomier forefoot, a revised heel construction and an adapted fit that offers more space and comfort over long distances. The second model will be available to end consumers in May 2026.
CEP is using an interactive test & try set-up that was specially developed for the trade show. Here, retailers, industry partners and the media can test the two shoe models and engage directly with the experts.
The format is exemplary of a trend: complex innovations need experiential spaces to get a first-hand impression and to understand the background in more detail in discussions with developers, designers and experts. This also applies to a trade fair where real hands-on moments are crucial.
After all, the technology only unfolds its potential when you can feel it for yourself and the brand wants to literally help the community in the shoe.
An interactive test booth invites visitors to ISPO to experience the Omnispeed BowTech and the Optaspeed BowTech first-hand, run and talk to the product team directly afterwards.
For retailers this means
● You can directly test how the BowTech technology feels.
● You get a feel for the target group and positioning
● You experience the innovation in your own use and not just on the product data sheet
CEP translates medical technologies into the running world.
Together with partner Fino(@runningshoesworld), CEP invites you to the Morning Run on December 1: a format that fits perfectly into the current community trend. In addition to the community, there will also be a group of content creators who will accompany the run together and use it for content.
At the same time, the shoe will be tested where it belongs: on the street, in exchange, in a shared experience. There will also be added value for trade visitors. In addition to the product test and the brand experience, direct feedback on the shoe can be given and the trade fair day can be started with movement together.
With its further development as a brand and the Omnispeed and Optaspeed BowTech, CEP provides insights into the future of the entire industry
1. health tech & running will grow closer together
The demand for personalized, relief solutions is increasing - and CEP demonstrates how performance, innovation and orthopedic expertise can come together.
2. test & try becomes the standard
The more complex the technology, the more important the experience becomes. Retailers need to create more places to test. Brands need to offer more experiences.
3. brand becomes community - and community becomes product moment
Morning runs, test tracks and hands-on events create an emotional experience that no display can replace.
4. innovation needs context
Not every factor can be explained in a catalog. But it is easier to feel them while running.
You often only feel the best innovations when you start running. If you're at ISPO, take the opportunity to see for yourself. Come along to the CEP Morning Run on Monday at 8 a.m. or to the CEP test booth. Because the future of running is not created in the showroom - but in movement.
The London-based barefoot shoe brand Vivobarefoot is one of the pioneers of a new movement. Instead of developing increasingly complex sole constructions for even more cushioning, stability, and energy return, Vivobarefoot is taking a step back to fokus on the exact opposite: the natural abilities of our feet.
In this interview, Galahad Clark talks about the development of the brand, the international growth of the barefoot shoe market, and the potential he sees for barefoot shoes in the sports market.
Vivobarefoot will be presenting its latest innovations as an official exhibitor at ISPO 2025 from NOV. 30 - DEC. 02. in Munich.
In 2012, Galahad Clark and his cousin Asher founded the Vivobarefoot brand. They were no strangers to the shoe industry: both come from the Clark family, an English shoemaking dynasty that gave rise to the well-known Clarks shoe brand 200 years ago. But while their family name stands for classic shoes, the two are pursuing a completely different approach: Vivobarefoot is one of the pioneers of the barefoot shoe movement, which has gained significant momentum in recent years. Their goal: to reconnect feet and people with nature, to literally liberate them - both physically and metaphorically. The barefoot movement promotes shoes that allow for natural movement, thus supporting overall health. This approach is backed by scientific research. A strong emphasis on sustainability and a deep connection with the community further define Vivobarefoot's philosophy.
Galahad Clark: I come from seven generations of shoemakers, but I realised most modern shoes actually make people’s feet weaker. Vivobarefoot was born to reconnect people with their natural potential through their feet. A rebellion against “Big Shoe.” We make footwear that helps you feel more, move naturally, and live regeneratively.
Clark: Conventional shoes deform the foot and disconnect us from the ground. Barefoot shoes are wide, thin and flexible. They let the body’s natural technology do its job. Everyone benefits, especially children, athletes and anyone wanting to move well and age well. Human health starts from the ground up.
Clark: Wide, thin, flexible, with zero heel drop and sustainable materials. Anything that restricts or cushions excessively isn’t barefoot, no matter the marketing.
Clark: Vivobarefoot stepped out as its own company in 2012, led by cousins Asher and me. We wanted to challenge the conventional shoe industry and reconnect people to nature through their feet — and we’ve been on that mission ever since.
Clark: What started as a quirky niche has become a steadily scaling global movement. Independent reports now peg the barefoot/minimalist category at around 550 - 600 million US dollars in 2024, giving Vivo roughly 20 percent market share. Fashion has even tipped its hat, think of Balenciaga’s launches, and the mainstream media is catching on. For context, we sold just over 1.5 million pairs in FY25, generating just over 125 million US-Dollars last year. Proof that more people are waking up to natural health and natural movement.
Today it’s a recognised category, backed by science and culture. Many brands have entered, but few combine purpose, performance and sustainability. Our focus is to stay the benchmark for quality and authenticity.
Clark: Vivobarefoot has grown to over £100 million in global sales, roughly doubling every two years. But more important than revenue is the growing community of people living the barefoot philosophy.
Clark: Yes, and it’s exciting. Germany hosted Europe’s first dedicated barefoot trade fair, the Barefoot European Shoe Fair at Messe Offenbach, with 70+ exhibitors and around 80 brands. The U.S. has its own consumer‑plus‑industry events like the Barefoot Shoe Expo in Chicago 2024 and in Denver in May 2025. And the UK just ran its first Barefoot Shoe & Foot Health Expo in September 2025. These aren’t one‑offs, they’re signals of a vibrant, international ecosystem of brands, retailers and educators.
Clark: Our three anchor markets are the UK, the US and the DACH region. That’s where the bulk of our community lives and where we’re seeing the fastest growth. But Asia, especially Japan, is catching on fast.
Clark: We’re the regenerative barefoot footwear brand: B Corp‑certified, design‑led and science‑informed. Everything we do is about reconnecting people to nature and unlocking human natural potential. This includes our ReVivo offer of repair, reuse and resale; our VivoHealth education platform; the Livebarefoot Foundation, which supports rewilding nature and indigenous artisanship; and VivoBiome, which focuses on custom, local and additive manufacturing.
Clark: Design for us means biological design, creating around how the human foot is shaped and functions. A good shoe should disappear on the foot. We design for connection, not decoration.
Clark: Absolutely. Health is still the heartbeat, but design and desirability now run alongside it. Our range spans lifestyle, outdoor and performance and even innovation capsules like VivoBiome Tabi Gen 01 - a scan‑to‑print, bespoke sandal piloted in our stores. We also collaborate with athletes and creators, for example with world champion surfer John John Florence, and material innovators like Balena and Mycel to push form, function and aesthetics forward.
Clark: We began with runners and natural-movement enthusiasts. Now our community spans parents, educators, health professionals and outdoor explorers. Barefoot has evolved from a performance niche into a holistic lifestyle of movement and sustainability.
Clark: If anything, it’s clearer. Big Shoe has built a world of muffled sensory deprivation — a matrix of foam and fashion that literally disconnects people from nature and, frankly, from themselves. Against that backdrop, the counter‑culture of nature connection and full sensory experience is growing fast. It’s not driven by a dumbed‑down advertising maelstrom; it’s a word‑of‑mouth, conscious movement. People are waking up to the idea that when you free your feet, your mind will follow.
Maximalist cushioning might be culturally loud, but it’s also a symptom of disconnection. Our job is to offer the antidote: simplicity, sensory richness, and natural health. That’s why we give people a 100‑day no‑questions‑asked trial, because once they feel the ground, the product speaks for itself.
Clark: Nature already built the best technology: the human foot. We simply remove what gets in its way. Once people feel the difference, they don’t go back. We use science to prove what nature already knows.
Clark: Huge. More athletes are realising performance and longevity come from natural strength and recovery. We’re partnering with trainers and elite teams to rewild sport. Performance through nature, not against it.
Clark: We’re primarily direct‑to‑consumer through our global e‑commerce platform, complemented by a curated wholesale network, specialist barefoot retail partners and major outdoor retailers like REI in the US.
Clark: Yes, we have 25 stores around the world - from Tokyo to Vancouver - with new flagships coming in New York, Middle East and China in the next few months. Our stores are movement hubs - places to learn, connect and experience natural health.
We also have two UK concept stores in London and our new Bristol store. All feature VivoBiome foot‑scanning and community programming. Looking ahead, we’re expanding our omni‑channel footprint with more owned and franchised locations and additional VivoBiome scan hubs in priority markets.
Clark: Partners who see retail as education and community, not just shelves. We want to work with stores that believe in natural performance, sustainability and storytelling.
Clark: It’s everything. We don’t want customers; we want co-creators. Real change happens when people feel the benefits — that’s how a movement grows.
Galahad Clark from Vivobarefoot impressively demonstrates how barefoot shoes have developed from a niche product that was ridiculed to a category that is being taken seriously and is growing rapidly. The basic principle remains deliberately simple: shoes that do not correct the foot, but support its natural function. At the same time, the segment has evolved significantly in terms of design, technology and brand image: Away from a purely eco-image towards a modern, aesthetic and scientifically based product world that serves both lifestyle and performance demands. More and more people are recognizing this as a healthy alternative to over-engineered shoes and are consciously opting for a more natural feeling of movement.
You can experience for yourself how technology and design are evolving in the barefoot shoe segment at ISPO 2025, where Vivobarefoot will be presenting its latest innovations as an official exhibitor. From NOV 30. - DEC. 02 in Munich.
Meet Vivobarefoot Ltd. at ISPO 2025 here: BOOTH A1.208
How do you make the leap from professional sport to business? Which skills from sport are real career boosters and how can companies benefit from them? In an interview with ISPO.com, Paul Schif, Co-CEO of the Athletes Alliance, gives insights into the "Athletes Mindset", the importance of networking and the opportunities that athletes bring to business and society.
You can get even more exciting insights into network building and mentoring for sustainable career paths at ISPO 2025 in the House of Content from 30 NOV. - 02. DEZ. in Munich.
ISPO.com: Paul, what role has the sport played in your own life and how has it shaped you personally and professionally?
Paul Schif: I actively snowboarded and can say without exaggeration that I owe who I am today and where I am today to the sport. As a child, I was rather shy and reserved. Snowboarding brought me into contact with very different people, I learned to test my limits again and again and gained self-confidence step by step.
The sport showed me that development is never a straight line - you fall, get up again and get better with every experience. This attitude still shapes me today, both privately and professionally. And this time has resulted in a network that has developed organically and that I draw on every day. It is certainly one of my most important assets, not only for professional success, but also for inspiration and perspective.
Who or what inspired you to create a bridge between sport and business?
Paul: I've always been fascinated by how sport brings people together and creates connections in its own unique way. When you meet in a traditional business setting, it often remains formal and controlled, with everyone maintaining their role. In sport, on the other hand, you can't hide behind anything. It's not about how good you are, but about being honest, present and open. This is exactly what creates relationships that go deeper and can also lead to real joint success in a professional context
I realized this as a student when I applied for my first internship. The initial contact for my internship at adidas came through personal contacts from the world of sport. That was the first time I experienced how powerful the unifying force of sport can be in professional life.
I then really understood what the "Power of Sport" really means as Managing Director of the Laureus Sport for Good Foundation. There is probably no other organization where sport and business work so closely together to shape social change. Incidentally, the founding of Laureus Sport for Good was inspired by none other than Nelson Mandela, who was the first patron of the first Laureus World Sports Awards in 2000 and said: "Sport has the power to change the world. It has the power to inspire. It has the power to unite people in a way that little else does." This conviction remains with me to this day and is ultimately the core of what we want to carry forward with the Athletes Alliance.
What values are central to the Athletes Alliance, and what values should companies and athletes have in order to be good partners?
Paul: The most important value for the Athletes Alliance and for our partners is trust. You learn trust in sport and that's exactly what we've built the Athletes Alliance on. Miki Martin, Markus Kuhn and I know from our own experience that performance in sport only works if you can rely on others, take responsibility and get up again after setbacks. If you want to achieve big goals, you need team spirit, discipline and perseverance. In our view, there is no better school of life than sport.
These values can be transferred directly to business. With the Athletes Alliance, we are creating a platform that combines both: a unique pool of talent with a sporting mindset and a growing network of companies that are looking for precisely these qualities. In times of the "war for talent", i.e. increasing competition for qualified specialists, athletes are increasingly in demand as employees, brand ambassadors and managers.
Companies need to adapt their strategies in order to survive the competition for the best minds. This includes active recruiting, a strong employer brand, genuine development opportunities and working conditions that promote flexibility and appreciation. In all of these areas, we see the Athletes Alliance as a sparring partner that builds bridges - between people with attitude and companies with ambitions for the future.
What challenges do you face as Athletes Alliance when supporting athletes and building networks between athletes and companies?
Paul: The biggest challenge is that many decision-makers, especially in the HR sector, do not yet recognize experience from professional sport as real professional experience. Yet athletes bring with them over the years exactly what is needed in business: discipline, resilience, motivation and the ability to work in a team. There are numerous examples of successful careers of former professional athletes in the business world. Scientific studies, such as "Kollege Spitzensportler" by Professor Sascha Schmidt, also prove the potential of these talented individuals and their high potential for a second career.
We see a further challenge on the part of the athletes themselves. Many underestimate how important networks are for their professional integration, even though they have the best prerequisites for this through sport. Those who have had to rely on others in sport, build trust and achieve goals together have exactly the mindset that is valued in business.
This is exactly where we come in with the Athletes Alliance. We create structures in which athletes can recognize their strengths, develop them in a targeted manner and come into contact with the right companies.
Which athletes benefit most from your work? Are there any profiles that are particularly interesting for companies?
Paul: Basically, all athletes who want to actively shape the transition from competitive sport to business will benefit. Especially those who have learned to constantly adapt to new goals, teams and environments. In other words, typical top performers with a high degree of self-control, feedback skills and resilience.
We do not see a pattern according to sports, but according to skills and attitude: those who have internalized discipline, perseverance, team spirit and personal responsibility in sport have the ideal prerequisites to quickly make an impact in dynamic companies.
The key success factors for a second successful career for former professional athletes are the respective network and early career planning, not the type of sport. With the Athletes Alliance, we focus on these success factors and support all athletes who want to take the next step towards a successful second career with us. Regardless of which sport they come from.
What added value do former athletes bring to companies?
Paul: Former top athletes bring an extraordinary combination of motivation, goal orientation and team spirit. Many have learned over the years how to deal with pressure, analyze setbacks and continuously develop themselves. Skills that are often crucial in business, but are rarely practiced so consistently. They think in cycles, plan for the long term, but react quickly and remain focused.
This mindset is also transferred to teams and projects. Companies therefore value them not only as employees with a high level of self-motivation and willingness to learn, but also as credible brand ambassadors or partners both externally and internally, for example in transformation processes.
Many athletes report an identity hole after their career. What are the biggest hurdles?
Paul: The biggest hurdle is the sudden loss of structure, meaning and belonging. Everything is clearly defined in sport: Goals, training rhythm, performance feedback, team environment. When you end your career, this framework often disappears overnight and with it a large part of your own identity.
Many athletes have learned over the years to subordinate everything to success. After their career, they have to reorient themselves: Who am I without the next season, without a competition, without a medal? At the same time, they often lack professional networks and experience outside of sport.
What's more: In sport, failure is part of the system; in business, it is often perceived differently. Dealing with this new form of evaluation, with hierarchies or uncertainties, is a challenge for many.
That's why it's so important for athletes to start building up their second pillar early on. Not just after the last competition.
This is exactly where we come in with Athletes Alliance: We create the space and structure for athletes to recognize their strengths, transfer them to new contexts and develop a clear perspective.
What lessons can companies learn from this when integrating new talent?
Paul: Top-class sport shows very clearly that development takes time, trust and a clear role. No talent becomes a leader if they are only measured by results. The decisive factor is whether someone is allowed to grow.
Companies can learn a lot from this attitude: anyone integrating new talent should focus less on perfection and existing hard skills and more on potential and the ability to learn. In sport, an environment is created that challenges but also encourages. With honest feedback, clear goals and a culture in which mistakes are seen as part of progress.
Sport also shows how important team dynamics and identification are. Athletes do not function in isolation, but in systems that create meaning. Companies that embrace this idea create loyalty and motivation. Especially among the younger generation, who value purpose and development more than status or titles.
Ultimately, it's about a shared attitude: performance is created where people feel seen, challenged and valued, whether in sport or in the company.
You talk about the "athlete mindset". Which characteristics are particularly transferable and where do we perhaps need to rethink?
Paul: The "athletes mindset" describes the inner attitude with which competitive athletes approach challenges. Many of these principles are directly transferable: Clarity of purpose, discipline, dealing with setbacks, a focus on continuous improvement and the ability to perform under pressure.
What companies particularly appreciate is the consistency with which athletes take responsibility. For themselves, their team and the result. They think in terms of processes, not excuses, and they have learned not to take feedback personally, but to use it as a tool for further development.
At the same time, athletes in business need to rethink their approach in some areas. While sport is strongly focused on short-term performance, clear hierarchies and measurable results, the corporate world often requires more patience, cooperation across departmental boundaries and the courage to lead without complete control.
In our work with athletes, we repeatedly find that they have enormous self-confidence in their sport, but often lose this self-image as soon as they enter new territory, for example in a job outside of sport. Yet they should still be confident! In many crucial areas like mental strength, dealing with pressure, team dynamics, self-discipline, they have more experience than many of their peers in the business world. This is exactly what we teach the athletes we work with.
The "athletes mindset" is therefore not a ready-made recipe for success, but a strong foundation that can be supplemented by new perspectives, such as empathy, strategic thinking or dealing with uncertainty. When an athletic mindset and entrepreneurial thinking come together, the result is an extraordinary lever for personal and organizational development.
Last year, you held your first open forum at ISPO in Munich. What experiences and insights did you gain from it?
Paul: The response was overwhelming. The great interest shown by companies in our approach showed us that we started at the right time and in the right place with the Athletes Alliance. Many decision-makers from the business world have recognized the potential that athletes have. Not only as brand ambassadors, but above all as future leaders, innovators and team players with exceptional mental strength.
ISPO has clearly shown us how strong our network has become and how important it is to bring athletes and companies together in a targeted manner. The economy, sport and ultimately our society need these talents now more than ever to remain sustainable and successful.
For us, the forum was a clear signal: the demand for people with attitude, resilience and motivation is growing. And that's exactly what athletes bring to the table. That's why we now want to really step on the gas and continue to scale our platform - in Germany and beyond.
You are taking part again this year. What motivated you to take part again and what expectations do you have?
Paul: The decision to take part again was absolutely clear to us. ISPO is the ideal platform to consistently expand our network and to understand which skills and profiles are currently in particular demand in a direct exchange with decision-makers from companies. This feedback is extremely valuable for us in order to prepare athletes specifically for their second career.
This year, we are going one step further: in addition to public panels, we are also offering closed formats in which athletes can make contact with companies in a protected environment and develop their skills in discussions with mentors. This creates closeness, trust and real connectivity - exactly what is needed for successful transitions between sport and business.
Our goal is to use ISPO as a catalyst: for new collaborations, exciting career paths and long-term partnerships between business and athletes.
What role do networks and platforms like Athletes Alliance and ISPO play for the sports industry and how do you see the market developing in the future?
Paul: Networks and platforms like the Athletes Alliance and ISPO are playing an increasingly central role because they bring together people, ideas and opportunities that often used to exist side by side. Sport is increasingly being seen as part of the economy, education and social development and it is precisely at these interfaces that the most exciting innovations are emerging.
For athletes, such platforms are an opportunity to think outside the box, discover new roles and network at an early stage. For companies, on the other hand, they provide access to exceptional talent with clear values, leadership qualities and a genuine desire to perform.
I am convinced that the market will develop significantly over the next few years, away from pure sponsorship logic and towards genuine partnerships on an equal footing. Sport will be seen even more strongly as a driver of development for people and organizations. Networks such as the Athletes Alliance can act as bridge builders here - between sport, business and society.
If you could only give three top tips for athletes just starting their second career, what would they be?
Firstly: Use your network and actively expand it. In sport, performance counts; in business, visibility counts too. Talk about your goals, seek out exchanges with people outside your usual environment and don't be afraid to ask for advice. Good networks are created through openness, not perfection.
Secondly: train your head just as consistently as your body. Continuing education, curiosity and consciously thinking about new topics are crucial to transferring your experience from sport to other contexts. If you are willing to learn, you will quickly become adaptable, regardless of your CV.
Thirdly: Stay confident. Many athletes underestimate how much they can really do. The discipline, goal orientation, teamwork and mental strength you have built up in sport are worth their weight in gold in business. This experience is not a gap in your CV, but a real competitive advantage - you just have to recognize it as such yourself.
If you think back, what is your favorite example of an athlete creating a real business impact?
Paul: A great example for me is Thomas Rohregger. He was a professional cyclist, realized early on that sporting success alone was not enough and therefore studied business administration and law. After finishing his career, he very consciously took the step into business, started in management consultancy and developed the professional depth and strategic perspective that he benefits from today as Vice President Brand & Global Partnerships at Lidl.
It is impressive that Thomas only entered the business world at the age of 30 and yet has come a long way in a very short space of time. This shows very clearly that it is not the number of years in a career that determines success, but attitude, the ability to learn and the willingness to take on responsibility.
His path is an example of what happens when the "athlete's mindset" meets the right skills. Discipline, resilience and goal orientation from sport, combined with analytical thinking and business understanding. This is a mixture that is incredibly effective in companies.
Thomas is now 43 and well into his second career, proving that athletes who want to develop further do not have a lack of experience, but a head start in attitude and focus.
It is clear from the interview with Paul Schif that discipline, team spirit and resilience from sport are directly transferable to business. The Athletes Alliance supports athletes in their transition to work and promotes long-term partnerships between sport and business.
At ISPO 2025, Paul Schif will give insights into how athletes are prepared for their second career and how companies benefit from their mindset - with a focus on mentoring, networks and trustworthy contacts.
