Q&A With Top Women in Retail Honoree Kate Ridley, Chief Brand Officer, Stanley 1913

Women in Retail Leadership Circle (WIRLC) recently released its 16th annual Top Women in Retail report. The valuable resource highlights female executives who impressed our Editorial team as well as colleagues from across the industry. One such woman was Kate Ridley, chief brand officer of Stanley 1913. Here’s a sampling of Kate’s interview featured in the report.

Women in Retail Leadership Circle: Stanley’s rise has been fueled by a genuine, almost cult-like community. What have you discovered about nurturing a brand fandom that feels natural and self-driven? And how do you decide when to push culture forward vs. letting your customer guide the movement?
Kate Ridley: For over a century, Stanley 1913 has woven itself into the fabric of American life, from worksites to outdoor adventures. But our growth didn’t always reflect our brand’s potential. In 2021, the introduction of our hydrate category and the popularization of the must-have Quencher® unlocked a new, diverse audience for our brand, particularly Gen Z and millennial women, creating an emotional connection and driving a tenfold business growth in just four years.

This well-recognized and coveted silhouette kept her favorite beverage cold for hours while she was on the go and allowed her to express her personal style. Franchise success was fueled by not only word-of-mouth but by thoughtful, strategic partnerships, social media, and a deep understanding of our new audience, in addition to people leaning into wellness and hydration during and following the pandemic.

Listening HARD to your fans is key. We leveraged this moment to evolve from a utility brand to a cultural icon, leading the hydration category via innovation in colors, materials, finishes and design, and by building a loyal community through impactful omnichannel storytelling.

WIRLC: How do you stay grounded in a high-growth, high-visibility role, and what habits keep you centered as a leader?
KR: My family keep me grounded every day. There’s no deadline, no meeting, nothing more important than them. Having that perspective makes me a better leader, teammate and decision-maker.

My two daughters also keep me centered around my commitment to develop more women into leadership roles. Beyond formal mentorship initiatives with Northwestern [University] and Portland State University, I foster a culture of learning and empowerment at Stanley 1913, creating an environment where knowledge-sharing and professional growth ripple across the organization.

Guided by the philosophy, “You can’t be what you can’t see,” I push for inclusivity beyond “sameness,” campaigning actively for women of color and the LGBTQ community. I’m pretty vocal about efforts to level corporate behavior, leading to growth opportunities for women within the organization. I’m truly focusing on enacting change and celebrating the wonderful women at Stanley 1913 as opposed to the “to do” list to keep me focused.

WIRLC: What bold leadership move has had the biggest impact on your team in the past year?
KR: We were hearing more and more from team members that remote and hybrid work was really taking a toll on the team — physical and mental health. The Stanley 1913 leadership team made the decision in a difficult economic year to invest heavily in our office space in the Seattle HQ, creating and elevating communal work spaces as well as bringing the Stanley 1913 brand values to life in a physical way that would invite more people into the office and uplevel their experience. At the same time, we empower the team to manage their time in the office, giving maximum flexibility to the Bearforce. In a moment when companies are mandating time in the office, this feels like the right balance to give people both the in-person connection they crave with the flexibility the modern world demands.