When the most decorated 100-metre sprinter ever stepped to the line for a final time, she told herself what she knew: that she was prepared, powerful and this race was hers—for her. The next handful of seconds were to honour everything that had brought her to this moment.Green, yellow and black hair whipping behind her—a self-proclaimed "daughter of the soil", who chose to wear the colours of her nation's flag for her final finish—gold-hued&nbsp;nails splayed in front of her, <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/nike-celebrates-shelly-ann-fraser-pryce" target="_blank">Shelly-Ann Fraser-Pryce</a> exploded off the blocks in the World Athletics Championship final in a capacity-filled Japan National Stadium in Tokyo. She ended her 100-metre career in the same way she began racing 18 years ago in Japan—with fierce speed, strength and composure. It was a bold tribute to Jamaica, the nation whose unyielding support has carried her through two decades at the top of the sport.In her decades of dominance—from becoming the first Caribbean woman to win Olympic gold in the 100 metres in 2008, to returning as World Champion in 2019 after giving birth to her son, Zyon—Shelly-Ann has embodied the power of duality.&nbsp;The ability to have longevity in athletics's shortest, most intense discipline; exuding femininity and self-expression in a physically demanding sport; proving motherhood and greatness can coexist.What athletes everywhere, and especially young girls, can take from Shelly-Ann's lead: the courage to run your own race, on your terms. To trust that setbacks don't define you, only your response to them. And the assurance that, if you believe in yourself and work with discipline, harmony is possible. Dreams and family, career and legacy.For that and for the now 276 incredible races and finishing line moments, thank you, Shelly-Ann.Below, go behind the scenes of the GOAT's final meet days in Tokyo.

The shoes. The hair. The finish. At the 2025 World Athletics Championships in Tokyo, Shelly-Ann, a five-time world champion, ended her career her way.

Sofieke van Bilsen is a 29-year-old Dutch photographer with a passion for storytelling through imagery. She is the in-house photographer for the German women's national football team, and was team photographer for the German Olympic Team in Paris 2024. She works closely with Nike athletes such as Faith Kipyegon, Eliud Kipchoge and Sifan Hassan.In her photography, she aims to create compelling visual narratives, focusing on the deep connection between emotion and athleticism. She strives to capture the raw moments behind the scenes, the untold stories of the journey and everything in between, bringing the spirit of sport to life.Sofieke's personality creates instant connections with people, and she is loved by the athletes she works with. Her relaxed and enthusiastic personality complements an incredible skill level and the ability to work in high-pressure environments for athletes.

Sofieke van Bilsen

Photo essay

Icon Shelly-Ann Fraser-Pryce Ran Her Final 100 Metre On Her Terms

Over the course of his career, LeBron James has shared his passion for the game globally, partnering with Nike to travel throughout Greater China during his offseason, galvanizing a nation in its love for basketball and hoops culture. Just as LeBron's career has evolved through different eras, his tours have represented different values over the many times he's visited since 2005. Below are some of his most memorable moments in the country.

2005–2009

LeBron began his debut tour in Beijing in August of 2005. He was invited to watch the awards ceremony of the Nike Battlegrounds tournament, but he'd depart as more than just a spectator. From the moment he stepped down in China, he believed his tour could become a cross-cultural exchange rooted in a shared love of hoops and a mission to inspire the next generation of young players in China. "Basketball is not only a sport, it's also a bridge that connects people", he said.&nbsp;"This is a great learning experience for everyone. I hope I can continue to help grow the game globally and inspire the youth in China to reach their dreams".

LeBron's legacy in China is woven into special China-specific iterations of his signature footwear. In 2007, LeBron James appeared alongside NIKE, Inc.'s then-President & CEO Mark Parker to debut his Nike Zoom LeBron V "China" colourway.

LeBron returned to Beijing in 2009 after his MVP season, where he enjoyed a hero's welcome. As part of his trip, he donated equipment and provided scholarships for the Zhenhua School, a school for the children of migrant workers in suburban Beijing.

To celebrate his season, LeBron was presented with an exclusive pair of the Nike Air Max LeBron VII, featuring a Shenyang-inspired design dubbed "Loyalty" created by the local artist Ray Lei, and a Shanghai-inspired design dubbed "Family", created by the local artist Sic.

2011–2015

LeBron embraced his role as a global ambassador for the game, focusing on the opportunity to inspire China's young players. In 2011, his tour expanded to eight days over four cities, promoting grassroots basketball through a series of skill clinics and tournaments.

In 2012, with a fresh gold medal to pair with his championship ring, LeBron James made a triumphant arrival in Beijing to kick off a four-day tour as part of the&nbsp;Find Your Greatness campaign. "Greatness is defined by how much you want to put into what you do", said LeBron. "Greatness comes with victory. It also comes with being able to come back from adversity".

In 2013, LeBron returned to China with plenty to celebrate: his second straight NBA championship and MVP awards for both the regular season and the Finals.

In 2014, LeBron James was the first mentor to announce the roster for the Nike RISE, designed to help players raise their competitive game and improve their skill.

In 2015, Nike RISE 2015 evolved with LED Courts and motion-tracking drills to create a pinnacle training experience, teach the fundamentals of basketball and push the boundaries of sports training.

An emotional finale saw four players chosen to represent China at the World Streetball Championships.

2016–2019

After winning another NBA title in 2016, LeBron entered Guangzhou to a massive championship parade, the streets flanked by tens of thousands of fans, many of them in Cavs #23 jerseys. It was a signal for just how widely James's legacy had expanded throughout Asia.&nbsp;His More Than an Athlete campaign inspired young players to see basketball as one of many tools for affecting social change.

After a warm welcome from thousands of fans, he spent most of his time in Beijing working out with and coaching members of the Chinese Junior National basketball team.

Visiting primary schools throughout Beijing, LeBron shared his personal basketball experiences with young athletes, emphasising the role that hard work, dedication and self-belief played in his path to success.

In 2018, the first day of his "More Than an Athlete" tour in Shanghai began with a panel discussion with students at the Shanghai Theatre&nbsp;Academy, and ended with a park shootaround. Hundreds of fans gathered outside the court to watch him play, hoping to catch a glimpse of the icon.

This month, LeBron flew to China for his "Forever King Tour", his 15th in the country and marking the 20th anniversary of tours in Asia. There, he joined some of the world's most passionate hoopers and basketball fans, reiterating his commitment to giving back to the game across the world.

Over the course of his career, LeBron James has shared his passion for the game globally, partnering with Nike to travel throughout Greater China during his offseason, galvanizing a nation in its love for basketball and hoops culture.

Journey of an icon: 20 years of LeBron James in China

Hours of powering up steep ascents and navigating gnarly descents. Whipping mountain winds, glaring direct sun and biting evening temps. Getting mentally right with the fact that the next aid station is far, far away. Ultra trail running can sound like a gruelling, relentless sport reserved for the wildest, most hardcore athletes among us.According to our <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/nike-acg-all-conditions-racing-department" target="_blank">All Conditions Racing Department</a> runners—six of whom just conquered pinnacle UTMB races across the French, Italian and Swiss Alps, on trails spanning 15 to 174 kilometres, with elevation gains of 1,200 to nearly 10,000 metres—the grit, determination, joy and freedom trail running gives you are worth every ounce of work. See for yourself.

<h3>ROSS GOLLAN</h3>Race: Experience Trail Courmayeur (ETC); 15K with 1,200m elevation gain Global finish rank: 29th

<h3>MARIE NIVET</h3>Race: ETC; 15K with 1,200m elevation gain Global women's finish rank: 7th

CESARE MAESTRIRace: ETC; 15K with 1,200m elevation gain Global finish rank: 2nd

<h3>BAPTISTE COATANTIEC</h3>Race: Ultra-Trail du Mont-Blanc (UTMB); 174K with nearly 10,000m elevation gain Global finish rank: 11th

<h3>ANTHONY COSTALES</h3>Race: Courmayeur—Champex—Chamonix (CCC); 101K with more than 6,050m elevation gain Global finish rank: 15th

<h3>DREW HOLMEN</h3>Race: CCC; 101K with more than 6,050m elevation gain Global finish rank: 3rd

Powering up steep ascents. Navigating gnarly descents. Whipping mountain winds. Ultra trail running is a relentless sport. But the payoff is well worth the grind.

Ultra trail running can take everything you've got—and give you even more

About Nike—stories from inside NIKE, Inc.

Words: <a rel="noopener noreferrer" href="/company/people/rachel-cavanaugh-contributing-writer" target="_blank" class="ql-size-small">Rachel Cavanaugh</a> Images: <a rel="noopener noreferrer" href="/company/people/dan-vernon-contributing-photographer" target="_blank" class="ql-size-small">Dan Vernon</a> and <a rel="noopener noreferrer" href="/company/people/sofieke-van-bilsen-contributing-photographer" target="_blank" class="ql-size-small">Sofieke van Bilsen</a>

The boldest ideas don't begin with guarantees. They begin with a dream—and an audacious commitment to make it real. That's exactly how Nike FlyWeb, the company's newest performance material, came to life. The first-of-its-kind 3D-printing innovation was born through years of experimentation and a resolve to do what had never been done before.&nbsp;Nike FlyWeb represents a radical shift in how performance apparel is made and what it can feel like.Unlike traditional athletic apparel, which is typically knit or woven from yarn, FlyWeb is made from TPU—a soft, pliable polymer—and 3D-printed to form the desired product.&nbsp;Three-dimensional printing is nothing new for the footwear industry or Nike. "This is, however, the first time Nike has applied the manufacturing method to high-performance sports apparel for an athlete", says Janett Nichol, Nike VP of innovation.&nbsp;

"What works on a shoe doesn't just translate to something you wear on your body", she explains. "It took years of re-engineering—not just the materials but the design approach itself—to make FlyWeb feel soft, breathable and beautiful enough for apparel".The first product Nike design teams chose to tackle in the new material? One that hasn't changed in material form since its inception: the bra.The Nike FlyWeb Bra is an ode to minimalism. The FlyWeb material is one single, seamless layer, built through computational design so that Nike designers could control the fit and support down to the millimetre, adjusting density, airflow and stretch across different zones of the garment."We had to re-engineer everything—dismantling what we knew, then putting it back together—to make it wearable next to skin", says Nichol.

The result is something athletes have never felt before. The Nike FlyWeb Bra doesn't just reduce bulk or manage moisture more efficiently. It creates an entire sensory shift. For women athletes, it eliminates the multi-layer barrier found in most sports bras, unlocking airflow and comfort in ways traditional construction simply can't."It's soft. It's light—so light, it feels like you're not wearing anything at all", adds Nichol. "That's the number 1 thing testers tell us: it disappears on your body, yet somehow delivers incredible support".That support doesn't come from compression or layering but rather from the structure itself: the computationally designed pattern is specifically engineered to be denser in areas that need more containment.

Nike FlyWeb fluidly engages when the athlete moves, creating responsive athletic support without relying on seams, straps or extra material. That means pure freedom of movement."You can actually feel the air on your chest", says Nichol. "Most women have never experienced that while running. We don't even think about it because it's just not something we've ever expected to feel".On 26 June, in Paris, Faith Kipyegon will attempt to become the first woman in history to break the 4-minute mile, an effort that's been dubbed "Breaking4". And as she takes to the track for the legacy-defining attempt, she'll be wearing a one-of-a-kind sports bra made from the breakthrough material.

Nike FlyWeb material will debut during Faith Kipyegon's historic attempt to break the 4-minute mile.

Because of its light, breathable design, Faith's Nike FlyWeb Bra will help her body stay cooler during her all-out sprint.

Faith's FlyWeb Bra has a gossamer-soft hand feel and weight that's barely there.

It was her ambition—and the scale of that goal—that helped push Nike FlyWeb from bra prototype to bespoke product."Everyone was a thought partner; we really put our heads together", says Lisa Gibson, senior product manager, apparel innovation. "And when you have a team working in synergy, believing in Faith and this moment, that's when things start to magically unlock. It's that Nike magic".

FlyWeb's debut isn't only a material milestone. It's the start of a new era in how performance apparel is made.What began as a moonshot of its own—an experiment to reimagine how we think about apparel—quickly accelerated into a breakthrough once Kipyegon's goal came into view.&nbsp;"We knew that it was an opportunity for us to look at what we had in our arsenal and what we could really use to help her break this goal", says Nichol. "We realised a gift had been dropped in our laps and it was up to us to rise to the moment".Now&nbsp;that the material is here, its potential is beginning to unfold.&nbsp;"We're just scratching the surface", says Nichol. "This is a true unlock, not just for bras but for how we design and build high-performance apparel going forward. It opens the door to entirely new ideas for how athletes experience sport through what they wear".

Featherweight, soft and breathable, Nike FlyWeb—a first-of-its-kind 3D-printing innovation—is a sports material like no other.

Feature

Innovation

The future of performance apparel is here

What would the back of your athletic trading card say? That's what Nike's Baseline testing is for: a way for all athletes to understand their physical tools.What It DoesNike's Baseline testing, made up of five assessments, is as foundational as it sounds. The assessments are borrowed from the worlds of biomechanics, physiotherapy and exercise science, and can be completed in a matter of minutes: a 3D body scan, a foot scan, a barefoot pressure test, an ankle range of motion test and countermovement jumps. In many ways, Baseline is the most ubiquitous tool that the Nike Sport Research Lab (NSRL) offers. Every professional athlete who visits the NSRL has the option of doing the testing, no matter their itinerary. But that doesn't mean it's a resource that's exclusive to a precious few. Baseline is the one test series in the NSRL that's also open to every Nike employee.Considered together, the test results form the baseline of a person's athletic profile—how powerful they are, how mobile they are, how explosive they are and other traits. Knowing these attributes gives Nike researchers, scientists and designers a clearer picture of how to serve an athlete's needs.

Baseline helps provide foundational knowledge of an athlete's body, connecting anatomical structure, foot and lower-body mechanics and functional movement.

The three-dimensional foot scale measures foot shape during normal standing. The reported sizing can be a starting point for shoe or product fit.

Barefoot walking helps asses areas of high and low pressure underfoot. Seeing these areas of elevated pressure can help uncover an athlete's gait pattern.

Range of motion in the ankles and the toes, tested in different directions, can help determine joint function.

Performance jumps can be an indication of lower-body strength, power and asymmetry.

Data from Baseline testing goes beyond describing an athlete's current state. It can also shed light on an athlete's past, like what sport they played or what injuries they sustained.

What It Helps Us DoJackie Shea, Baseline operator, Innovation, says Nike researchers selected each of the&nbsp;Baseline tests to set an experiential, diagnostic tone for every athlete interaction within the NSRL. Before the opening of the <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/inside-the-nike-sports-research-lab-lebron-james-innovation-center" target="null">LeBron James Innovation Center</a> in October 2021, athlete engagement in the lab was largely reserved for testing footwear and apparel prototypes. There's nothing wrong with that, says Shea, a former D1 athlete who studied kinesiology and exercise science. But that process largely treats the athlete as a test pilot secondary to the vehicle—the product—they are steering. "We wanted Baseline to help bring athletes to the centre of the lab, distinct from product", she says.&nbsp;Through their Baseline results, athletes can see nuances in their athletic profile. Are you geared towards slower endurance or more explosive power? Your vertical jump results might point you towards an answer. Does your anatomy from the 3D body scan suggest you have any imbalances in your proportions? These results are valuable to athletes for their own sake. You don't need to test a product to gain a better awareness of your own body.&nbsp;&nbsp;&nbsp;

After guiding more than 4,000 athletes through Baseline, Shea has learned to spot trends in physical profiles among different sports while offering remedies via other Nike tools. For example, runners tend to have weak posterior strength, so in their back, glutes and hamstrings. They stand the most to gain from consistent weight training, provided in the hundreds of workouts from the <a rel="noopener noreferrer" href="https://www.nike.com/ntc-app" target="_blank">Nike Training Club App</a>. Athletes who play lateral sports, like basketball, tend to have limited mobility, so a Nike yoga class at a nearby store might be just what they need to balance out.Key to Shea's job is a fair amount of myth-busting when discussing test results. An athlete might comment on how running hurts their knees, but when they test their ankle mobility, the athlete grimaces, looking stiff as a board. They test their gait on <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/nike-nsrl-form" target="_blank">NSRL Form</a>—a recent addition to the test line-up—and are clearly overstriding. With each step, most of their force is displaced through their knees and their back instead of transferred evenly through their body. Running doesn't hurt their knees—the way they run hurts their knees. Baseline results help give athletes a course of action for what troubles them the most.&nbsp;

Baseline does play a role in ensuring that Nike researchers test products efficiently and orient them towards real solutions. For example, Baseline results are a common way for NSRL researchers to recruit for new studies. An athlete with strong results in explosive vertical jumping power is an ideal fit for a future basketball jumping study that tests a new hoops silhouette. A distance runner, on the other hand, might find a steady-state treadmill run in the <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/nike-sport-research-lab-environmental-chambers" target="_blank">climate chambers</a> a better match, which in turn can help scientists evaluate the latest sweat-wicking material innovations like <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/nike-aero-fit-official-images" target="null">Aero-FIT</a>. As more and more athletes do Baseline, the lab's research specificity gets sharper and sharper. The same is true for product development.&nbsp;That process is ongoing. A Baseline evaluation is never the end of the story. It's the beginning of a conversation.&nbsp;"Baseline creates relationships with athletes that aren't passive, but active", says Shea. "The conversations between athletes and their test results are in a constant cycle with each other. One of my favourite parts in this job is getting to ask follow-up questions. You're showing some imbalance between your left-leg power and your right leg. Did you have some kind of injury to your leg early on? Tell me more. There's always more to every athlete's story".

What would the back of your athletic trading card say? That's what the NSRL's Baseline testing is for: a way for all athletes to understand their physical tools.

John Shiel photographs the truth of Innovation—unpolished, intimate and in progress. He explores the choreography of art, science and athletes, documenting an honest record of Nike Innovation's inner life, covering the rebels, dreamers and makers who are forging the future of sport.He leads the Creative Studio in Nike Innovation, tracking the next frontier of Innovation stories that have the power to inspire athletes everywhere.

John Shiel

Nike Sports Science

Next Level

The NSRL Baseline Testing

A single Nike Aero-FIT shirt begins as recycled yarn on a spool. Before it reaches an athlete on the world's biggest stage, it will move through a specialised creation process—knit on a proprietary circular machine; dyed in precise lots; and extracted, finished, sublimated, cut, printed and hand-stitched panel by panel.&nbsp;&nbsp;Each step exists to protect the performance built into the material itself, a highly texturised knit that combines open and closed mesh zones to move air across the body, lift the fabric off the skin and deliver more than twice the airflow of legacy Nike fabrics. That's not nothing during a summer of sport that's delivered some of the hottest conditions footballers have ever seen.&nbsp;Fitting, then, that <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/nike-aero-fit-official-images" target="_blank">Aero-FIT</a> is also Nike's first elite performance apparel made from 100 percent textile waste. Nike's contract manufacturing suppliers use a textile-to-textile system enabled by advanced chemical recycling, creating a circular process that produces recycled polyester yarn as good as virgin material.&nbsp;That material comes together through a blend of technology and human expertise, yarn and machine, hand and eye, made for the <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/collections/nike-football-unveils-2026-federation-kits-featuring-aero-fit-performance-cooling-technology" target="_blank">athletes taking the pitch</a> and the fans standing with them in the same colours.See exactly how here.

When you're playing for your country, nothing should distract you, least of all heat and sweat.

Nike Football

The Making of Aero-FIT: The Material Innovation Keeping Footballers Cooler on the Pitch

See What Drives Us

Stories from inside NIKE, Inc.

Story Landing

Short Stories

In the late 1950s, veteran athletics coach Bill Bowerman was dissatisfied with available running spikes, which were made from weighty leather and metal. As a result, he became obsessed with shaving weight off the shoes to help runners slash seconds off their times. His quest wound up redefining athletic footwear.&nbsp; Prior to this feat, Bowerman's drive and relentless curiosity had precipitated a string of diverse accomplishments: born in 1911 in Portland, Oregon, he excelled as a student-athlete while attending the University of Oregon and later gained acclaim as a high-school American football and track coach. He fought in World War II and came back a decorated hero. In 1948, Bowerman returned to his university alma mater and, during his 24-year tenure, led the university to four NCAA track titles and coached 16 sub-four-minute milers. He also introduced jogging to the community of Eugene in the 1960s, which helped spark a national phenomenon, and he served as the US Olympic track coach in 1972.

Bowerman was also a mentor, coach and friend to Phil Knight, with whom he co-founded&nbsp;Blue Ribbon Sports, the precursor to Nike, in 1964. His confidence and counsel helped the company's original business model—importing and selling Japanese-made&nbsp;<a href="https://store.nike.com/us/en_us/pw/running-shoes/8yzZoi3" rel="noopener noreferrer" target="_blank">running shoes</a>&nbsp;—to succeed and grow.&nbsp;However, Bowerman's own footwear innovations proved even more influential, shaping Nike's ethos of leveraging athlete insights to design transformative products.

Building a better shoe

Bowerman first began tinkering with running shoes in the 1950s, when he wrote to several footwear companies proposing ideas for improving shoes to better serve runners. None accepted his recommendations. Frustrated but not deterred, Bowerman took matters into his own hands and, with the guidance of a local cobbler, learnt how to make shoes. To start, he deconstructed existing racing shoes with his band saw and examined their anatomy. Then, he toyed with metal and plastic spike plates and assembled various uppers over diverse lasts. Later, a Springfield-based boot maker provided technical advice and showed Bowerman how to craft shoe patterns.&nbsp;

Phil Knight became the first student-athlete to try a Bowerman original. In a letter to Knight dated 8 August 1958, Bowerman suggested a weight-training programme and running schedule. He closed the letter with a postscript: "If you have a pair of shoes that you think would make good flats, send them down to me. They will be ready for you when school starts". Bowerman fitted a handmade pair with an upper made from white rubber-coated fabric—"the kind you'd use for a tablecloth you could sponge off", he explained—to Knight's size. Knight says Bowerman chose him to try the shoes because he "wasn't one of the best runners on the team. Bowerman knew he could use me as a guinea pig without much risk".&nbsp; Whatever the reasoning, the young runner tested the shoes at training one evening but didn't get to wear them for long. His teammate Otis Davis spotted the prototype and wanted to give it a try. He liked the shoes so much he didn't give them back. In fact, Davis went on to win a conference championship and a gold medal in the 400 metres at the 1960 Olympic Games in Bowerman-made shoes. Moving forwards, Bowerman custom fit shoes to his runners by drawing an outline of their feet, measuring widths and noting individual features, such as an extended heel or slim ankle. He experimented with dozens of textiles—kangaroo leather, velvet, deer hide, snakeskin and even fish skin—to find the ideal lightweight, stretchy and resilient material, churning out new creations on a weekly basis. As his prototypes grew more refined and reliable, he continued to seek alliances with footwear companies, to no avail. In an August 1960 letter to a Portland company requesting steel for spikes, Bowerman wrote: "Most American shoemakers are not interested in what we track coaches think about track shoes. The best shoes … at this time are made by the Germans. Their sole material is not too good, and I can either replace their sole or I can make my own shoe. I don't think there is any question, certainly in my own mind there is not, that I now have the best shoe in the world—if I could just find some good American shoemaker to make it".

A shoe in the door

This opportunity finally arrived when Knight forged a relationship with Onitsuka in 1964, based on the belief that less expensive Japanese-made running shoes could perform as well as standard-bearer German shoes. Subsequently, he and Bowerman invested 50–50 in the business of importing and selling running shoes, opening a path for Bowerman's own ideas. The coach expressed his optimism in a letter to Onitsuka in May 1964: " I hope that your arrangements with Mr Knight would be such that I would be free to turn over the ideas that I have worked out on track shoes&nbsp;".Bowerman spent the following summer designing and in October travelled with his wife, Barbara, to Tokyo for the 1964 Olympics Games, where three of his Oregon runners were competing. The couple stayed an extra week so that Bowerman could meet with Onitsuka founder and CEO Kihachiro Onitsuka as well as S Morimoto, a company executive. Bowerman explained his ideas and toured factories to study the cutting and stitching machines. He gained confidence in the Japanese shoemaking process and established relationships with the two leaders, ensuring a receptive audience for his future prototypes and suggestions.

The dawn of Cortez

Bowerman's first breakthrough with Tiger shoes surfaced the following spring, in 1965, as the indirect result of an athletics competition. At the competition, University of Oregon distance runner and future Olympic marathoner Kenny Moore moved wide in an 880-metre race, into the path of a passing teammate. The misstep resulted in a spike-inflicted gash on the outside of his foot. That injury led to a stress fracture and one of Bowerman's most enduring inventions. Early in Moore's recovery, the runner trained in the Onitsuka Tiger TG-22, a high-jump shoe that Blue Ribbon Sports mistakenly sold as a running shoe. When Moore's X-ray showed a break across the third metatarsal, Bowerman asked to see his shoes and promptly ripped them apart. They had spongy cushioning in the heel and forefoot but zero arch support. "If you set out to engineer a shoe to bend metatarsals until they snap, you couldn't do much better than this", Bowerman growled. "Not only that, the outer sole rubber wears away like cornbread".&nbsp; To correct the TG-22, Bowerman fashioned a running shoe with a cushiony innersole, soft sponge rubber in the forefoot and on the top of the heel, hard sponge rubber in the middle of the heel and a firm rubber outsole. In June 1965, he sent Onitsuka instructions and samples for the shoe.

A month later, Morimoto responded, confirming that he was producing a training shoe to the specifications. But, Onitsuka had "some opinion as to the inserted sponge rubber in the heel". Despite the objections, Bowerman pushed for the placement of sponge rubber in the heel, stating that it would help alleviate Achilles tendon issues. That summer, Moore rebounded from his stress fracture and logged more than 1,000 miles in Bowerman's latest creations. Early Onitsuka prototypes featured two distinct pads in the heel and the ball of the foot, and a narrow heel. This eventually morphed into the full-length midsole Bowerman had originally conceived, a feature that ultimately became a major selling point for the shoe.Consequently, Onitsuka introduced the Bowerman-engineered Tiger Cortez, which an early 1967 catalogue explained as: "Designed to be the finest long-distance shoe in the world. Soft sponge midsole through ball and heel absorbs road shock; high-density outer sole for extra miles of wear".

Consumers loved it. The Cortez was the first stable, comfortable shoe for the roads. It looked cool and debuted as running emerged as an American pastime, popularised by Bowerman and his 1967 book "Jogging". And when Knight and Bowerman stopped importing and distributing running shoes through Blue Ribbon Sports and launched Nike as a designer and maker of athletic shoes, the Cortez silhouette carried over to the new brand. It also earned Bowerman a patent for its innovative continuously cushioned midsole. In July 1973, Runner's World called the Nike Cortez "the most popular long-distance training shoe in the US".

1973 Nike Cortez ad

1977 Nike Cortez tradition ad

Waffle windfall

The Cortez, however, was just the first of Bowerman's celebrated inventions, which came to comprise eight registered patents, including shoes with an external heel counter, improved spike placement and a cushioned spike plate. It was also just the first success in his enduring quest to create the lightest running shoe possible.&nbsp;"He thought running shoes could be better", Nike's first full-time employee Jeff Johnson says about Bowerman's early&nbsp;innovations. "He challenged accepted notions of traction, cushioning, biomechanics&nbsp;and even of anatomy itself".Bowerman next sought to manifest a shoe with excellent traction on multiple surfaces, without metal spikes. The solution came over breakfast in 1970, as he&nbsp;contemplated the syrup-cradling depressions of the waffle on his plate. "What if you reversed the pattern and formed a material with raised waffle-grid nubs?", he wondered. He subsequently commandeered the family waffle maker and substituted batter for melted urethane. Unfortunately, Bowerman initially forgot to grease the waffle maker with an anti-stick agent, and it glued shut. Despite this setback, he persevered&nbsp;and fashioned a flexible, springy and lightweight rubber material with a raised, gridded pattern and grip traction.&nbsp;The Blue Ribbon Sports crew raced to debut the Waffle sole at the upcoming 1972 US Olympic athletics trials in Eugene. They had nylon uppers flown in from Japan to pair with Waffle soles hand-cut from sheets of rubber made in Eugene. Early Blue Ribbon Sports employee Geoff Hollister glued the components together, creating shoes for a handful of trial competitors to wear during training or on the infield at the Hayward Field athletics stadium.The hand-built shoes were dubbed the Moon Shoe due to the distinctive imprint they made in the dirt, which resembled the lunar footprints left behind by American astronauts during the era's historic Apollo missions. The first iterations were crude, but runners liked the feel and traction of the Waffle sole and word of the invention quickly spread. Bowerman further refined the concept and developed the iconic Waffle Trainer in 1974.&nbsp;

The rubber studs of the Waffle sole offered give and cushioning that appealed to both elite athletes and everyday runners. The shoes, as TIME magazine wrote, were "grabbed by the army of weekend jocks suffering from bruised feet". The Waffle Trainer placed Nike on the global athletic footwear map, setting the stage for unparalleled growth. Bowerman's legacy as an original thinker and innovator will forever be linked with the Waffle sole, which like many brilliant inventions is so simple and intuitive it resonates immediately and broadly. Versions of it are still employed today in Nike footwear, as are Bowerman's many other contributions to running shoe innovation, including the raised heel, the nylon upper and the continuous midsole.&nbsp;Nike's footwear ideal has evolved, but Bowerman's preoccupation with creating products that enable athletes to perform at their highest potential continues to fuel Nike's culture of innovation. Contemporary examples can be found in footwear technologies such as the Nike Free articulated outsole and the compressive woven-in support of Nike Flyknit uppers.&nbsp;

Nike co-founder Bill Bowerman's quest to create footwear to improve athlete performance is a driving force for Nike's ever-evolving approach to product innovation.

Bill Bowerman: Nike's original innovator

"One of the biggest footballers in the world is going to read my letter. It's pretty crazy", says 12-year-old <a rel="noopener noreferrer" href="https://www.footballbeyondborders.org/" target="_blank">Football Beyond Borders</a> (FBB) participant Esme, in response to the words she is penning to an England international footballer. On a slightly less grey afternoon than usual in Greater Manchester, six young players are writing missives to their football heroes, bringing a&nbsp;palpable brightness and energy that can be felt in this FBB classroom. Team England is going to football's biggest tourney, and so are these kids, through first-class post.

Well-wishes and personal stories from the young players would soon reach the palms of the England national team, thanks to an opportunity with Nike and its youth-sport community partner FBB. Nike and FBB have been official partners since 2019, when the Swoosh invested in the non-profit to help some 3,000 young people from underserved UK communities with mentorship, state-of-the-art facilities and leadership programmes. FBB also offers intangible support to its players, building a community for the participants and providing mentors and coaches dedicated to aiding them through some of the most vulnerable years of their lives. Esme, Darcie, Marcus, Emanuel, Izzy and Noah are all FBB participants in northern England. As we sit in FBB's office in Manchester ranking our favourite crisps, it's clear how the organisation has helped these individuals become well-rounded people, confident and assured. Despite having a new adult in their ranks, they're quick to make me feel welcome, excitedly showing me the facilities, asking about my travels and telling me about their own journeys through FBB.&nbsp; As we enter a classroom, the players' energy picks up as they look at Nike x Palace bespoke envelopes and letterhead spread across a table. FBB's work is done within local communities, but the outcome of this particular project will propel these young people's voices globally.

This moment comes as Nike is celebrating and recognising FBB by featuring the organisation's logo on <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/from-pitch-to-street-to-community-nike-defines-the-future-of-football-culture" target="_blank">England's 'The Three Lions by Palace' shirt within their X2 collaboration collection</a>, which the team wore in a friendly match ahead of this summer's tournament. While football fans worldwide watched the most star-studded teams, they were also introduced to FBB.&nbsp; After I ask the young players about the effect this organisation has had on their lives, Noah tells me that he loves starting his week with his FBB session. He describes how the programme has been pivotal in his growth; from meeting new people to finding confidence in himself to having a space where he can "escape from everything", FBB has solidified his love for football while showing him that there is more to learn from it.&nbsp; You see that in the hard numbers: FBB's latest impact report shows that 97 percent of its participants stayed in school, and they also passed their secondary-school exams at a rate up to 10 times higher than peers in national comparison groups. Three in five FBB participants improved their behaviour in school, and two in three reported that their mental well-being improved or stabilised. "These young people are at a time when they are finding themselves", says Deputy Chief Executive Ceylon Andi Hickman, who has been at the organisation for more than eight years. "We create a space and tools for them to do that".This holistic support is exactly what Nike wants to invest in too, says Vanessa Garcia-Brito, VP & chief impact officer. "Sport can be transformational for youth. That's exactly why we're investing in amazing partners like Football Beyond Borders, who support these young athletes, on and off the pitch", says Garcia-Brito. "We work with more than 200 community organisations around the world to create a future of youth sport that invites all kids in and makes play more accessible, fun and inclusive. It's an honour to celebrate their work in our neighbourhoods and communities globally on the world's biggest stage for the beautiful game. The impact will be enduring".

Today, that empowerment sees 12-year-old Emanuel get to write to defender John Stones, a pivotal player for the club Emanuel—a football lover through and through—supports. Emanuel's progress through FBB is evident at this moment. He has the self-assurance to pen a letter to someone he cares about, and the thoughtfulness to speak to their shared similarities. "I'm quite calm, and I think he is too", says Emanuel. "So I would suggest some calming music before kick-off". One beautiful thing about FBB's work is the connections it creates and the belief in potential that it instils in its players. I've seen it first hand, as a previous mentor for the organisation. I watched young people realise, some for the first time, that other people could believe in and want the best for them, both in the game and in their everyday life. That gentle reminder that someone has your back is a real comfort, whether it's in the form of mentorship or simply an adult asking you how your day is going. That's a constant that FBB offers. My FBB mentee and I, for example, are still in contact today. Seeing the strong and confident person he has become, I know that this group can follow in his steps. One young player who stands out in particular is 13-year-old Izzy, who wrote her letter to Jordan Henderson.&nbsp; While she gives her family thanks for her love for Liverpool, she reflects on why FBB has become so important to her. The organisation has instilled a sense of teamwork, she says, and a feeling that she and the other players are accomplishing something together.&nbsp; Izzy's advice for Henderson rang true and also held meaning for herself: "Just try your best, because that's always good enough". In a time when young people are under increasing pressure, the work done by FBB is reiterating this positive message. They are enough, they are able, they are deserving.&nbsp;

The young players' letters were all intentional, maybe none more so than 13-year-old Marcus's, who penned a letter to his namesake, Marcus Rashford. The younger Marcus has an infectious love for the game; he arrived to this letter writing, in fact, straight from a friendly FBB football match.&nbsp; Rashford's journey has been well documented, and young Marcus has been following it. His joy in writing to the star forward is evident in the way he shows off his notebook from Play Forward, a development programme created by Rashford for FBB, and it's based on self-belief and resilience.&nbsp; Marcus was specific in describing how he wanted Rashford to reflect on his importance, mirroring how FBB has helped him do the same. "Society has pushed stuff onto us", Marcus writes. "It might not be noticeable at first, but it definitely affects a person's personality". There are many adults who wouldn't be able to detail so vividly how they felt, let alone convey a message of liberation to one of their sport idols.

While this day's activity was novel and exciting, the weight and power of FBB is in the everyday ways it serves its young athletes. As Esme put it, "FBB helps me feel more like myself and gives me a safe space to talk to people. Every young person deserves to feel that way". It's not far-fetched to envision a world in which the future England football team is filled with former participants from FBB. Moments like this, along with the always-on work the organisation provides, serve as key reminders that all kids can have that dream.

What if you got to write to your football hero? These players, part of the community organisation Football Beyond Borders, knew exactly what to say when they penned letters to the England national team.

The Young Footballers Behind England's X2 Collection

At this year's Hyrox World Championships in Stockholm, Dylan Scott has unfinished business.One of the sport's most ferocious competitors, the former doubles world champion finished third at last year's Championships in Chicago. The Nike athlete, who now has his sights set on the coveted individual title, has competed at every World Championship since entering Hyrox in 2021. Each year, he has finished closer to the top. He arrives in Stockholm intent on finishing the job.&nbsp;That he's here at all is remarkable. At 17, a career-altering injury derailed his dreams of becoming an elite runner and the future he'd always imagined for himself. Years later, after rebuilding both physically and mentally, he discovered Hyrox almost by accident. What followed was a steady rise through the sport's ranks that eventually caught Nike's attention. Last year, another long-held aspiration became a reality when he signed with the brand he'd loved for years.He'll tell you that he's not the fastest or the strongest. But Scott has something that's harder to manufacture: grit.&nbsp;Here, in his own words, he reflects on resilience, identity and what it means to win the right way.

I come from Ninety Six, South Carolina—a town of about 2,000 people—and that place shaped the athlete I became.&nbsp;It's actually a revolutionary war battleground, and a lot of our training was out there at the historical site. I ran so many miles on that cross-country course that I could close my eyes and run it in my head. The secondary school track wasn't even six lanes—it was five and a half, because you got to the back, and half of it fell off a hill. The weights in the weight room were all rusty. It wasn't this pretty thing you get with Hyrox, this production. It was grit.&nbsp;You don't always have access to the best things, the best facilities, but if you put your head down, you can start climbing that ladder. I came from doing workouts with tractor chains in the yard to standing on podiums at world championships. That's pretty cool.When you come from a really small town and ascend to a world stage, it instills humility and gratefulness. You start experiencing all of these things that are so big, with so much grandeur to them, but you know where you came from.

It really broke me down as a person when I lost the ability to run. I got injured right before I turned 18. I spent my entire last year of sixth form either on crutches or in a cast, and at points in a wheelchair. It happened when I was running on a treadmill watching the <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/how-steve-prefontaine-set-the-pace-for-nike" target="_blank">Prefontaine</a> movie. My iPod fell, I did a weird shuffle step and within 15 minutes my right foot was completely dead. Until that point, I had almost inextricably tied my entire identity to running. It was my emotional outlet, my social outlet, my sense of who I was. My sense of purpose was stripped away. I had to sit down and ask: "Who am I? What do I like? What else is going to occupy this space?"&nbsp;Over the four- or five-year span of recovering, my understanding of myself as a person grew so much. Looking back, I'm actually really, really thankful. As much pain as the injury caused me emotionally and physically, it created something in me as a person. It changed who I was and my entire perspective on life.Partnering with Nike was a dream I had that I'd almost let die. I'm so happy I didn't give up. The path I'd always imagined—running collegiately, earning it that way—wasn't going to happen after my injury. At some point, you have to look yourself in the mirror and go, "You're not enough at this. You're going to have to pick a different avenue". That fire had really dwindled down to where there was almost nothing left. But for some reason, it didn't completely burn out.When I did performance testing at the <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/lebron-james-innovation-center-nike-sport-research-lab" target="_blank">LeBron James Innovation Center</a>, I was working with people who could give me insights I couldn't facilitate on my own at home. The things I could find out about my body, my abilities, things I should change. All of that within that building, it's astronomical. It really could be the difference between where I am now and where I need to get to win it all.

I don't just want to be a winner for the sake of being a champion. I was drawn to Nike because of that same spirit. Nike wins. That's what they do. But they want to win the right way.&nbsp;With respect for the sport and my competition, I'm going to be the best I can be. I'm going to compete against the best competition. But I'm not going to race dirty. I'm not going to sh*t-talk you publicly or try to belittle you. I'm going to create an environment around the race where whoever wins won it fair and square, and against the best version of their competition. I want to be a champion where people say, "This guy did it the right way".I've always been willing to go to a dark place in training, but I've learned not to go there too often. A lot of athletes in sports like Hyrox really value the ability to suffer and sometimes test it too much. You keep checking in: "Am I tough enough? Can I hurt enough?" And what tends to happen is you just burn your body out, because there's only so often you can go to that well and actually handle it and recover from it.Still, I've always told myself that when I refuse to go to those places in training anymore, that's when I'll retire. When I'm at the 45-minute point of a workout, knowing that at 55 minutes we're going to enter that spot, I think, This is going to be hell. But today I'm choosing hell, because I still want to be a world champion.

I give a lot of kudos to my wife, Maria, for pushing me to be uncomfortable and not cling to the past. I was working a corporate job and I was afraid to move on from it because of the security it represented. She said, "You can do this. Please take the step". I was making it work before, but there were leaks in the ship. We're in a new boat now. It sails a lot better. Fewer holes.When you're around your kid, you get to rediscover things through their eyes. Having my son, August, has brought so much joy and perspective into my life. He doesn't care if I'm on top of the podium or not, he just yells for Dada, and that's it. Sometimes right before a race, if I'm in a weird emotional state, I'll think, Let me just hold my son for a second. Twenty seconds of a big hug. And then I'm like, All right, we're good, let's go. Sometimes that's all you need.I value effort over almost anything else. Outcomes take care of themselves when you put enough into them. I want my son to see that. He sees fitness as a lifestyle, he travels to races with us. The first beach he ever went to was in France. I want his life to be full of movement and culture, and I want him to see his dad doing it the right way.I never thought I'd be a world champion or even close to that, but as I stacked bricks over time, I kept getting closer. I kept moving up the podium and now I'm at a point where it's like, It wouldn't make sense if you didn't apply yourself, didn't try. You're too close to it. So the mindset has shifted from just doing something and happening to be good at it to committing to and pursuing being a world champion.

The Nike athlete has his sights set on the coveted individual title and knows exactly what will get him on top of the podium: grit.

Nike Training

For the win

Dylan Scott on the Slow, Steady Work of Becoming a Hyrox Champion

It was 14 July 1994, Brazil and Italy were about to play for the most coveted trophy in football. The temperature at the Rose Bowl had climbed past 27 degrees, and by the time the two teams walked out of the tunnel, there were more than 94,000 people in the stands and billions more watching from around the world.Among them was Phil Knight, co-founder and CEO of the world's largest athletic footwear company. Nike had already transformed running and basketball, but football, despite captivating the world, remained a great sport and cultural frontier.As he watched, Knight noticed something beyond the score. The Brasileiros—eight of them in Nike Tiempos—played with a quality he couldn't quite name. We know it now as joga bonito, Portuguese for "play beautifully", a style that is <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/nike-debuts-rip-the-script-a-step-inside-the-universe-of-nike-football" target="null">expressive, creative, joyful, unscripted</a>.Two days later, Knight pulled aside his global sports marketing director and said three words that would reshape the company's relationship with football forever:&nbsp;"I want Brazil".

The Mandate

To understand the significance of what came next, it helps to know where Nike stood going into the summer of 1994. Football—still called "soccer" inside the offices of Nike's headquarters near Beaverton, Oregon—had existed at the edges of the company for years. There were shoes. There were player and team relationships and some moderate success in the UK and Scandinavia. But on a global scale, Nike's influence on the sport barely registered. It was, by most internal accounts, an afterthought."We meant absolutely nothing in the sport to anybody", said Sandy Bodecker, Nike Football's first general manager.He was about to change that.In the early 1990s, Bodecker—who&nbsp;would go on to be a pivotal teammate, later leading projects such as the resurgence of <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/this-science-backed-sports-comic-is-made-to-better-your-mental-health" target="_blank">Nike SB</a> and <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/sandy-bodecker-the-man-behind-nike-breaking2" target="_blank">Nike's Breaking2 moonshot</a>—had&nbsp;been a trusted forward-thinker in Nike's footwear R&D operation. For years, he and a few others had been making the case that football was a sport the brand couldn't afford to ignore. But up until that point, there hadn't been the will to act on it. When Knight's directive came down after the 1994 final, Bodecker finally had the mandate he needed. <a rel="noopener noreferrer" href="https://about.nike.com/en/topics/nike-football-2026" target="_blank">Nike Football</a> was becoming its own division and he would lead it.The goal was simple: become a force in the sport by the time France hosted the tournament in 1998. They had four years to make it happen.

What followed was the assembly of a small, intentional core team, including an apparel director, apparel developer, creative director, sports marketing lead and global sports marketing director, among others. They were a unified force and the odds were stacked against them. Nike had no deep heritage in the sport and faced no small amount of scepticism from European football insiders about how an American company run out of Oregon would attempt to serve the world's game.Bodecker chose to see it differently. He embraced the scepticism. The absence of history, he decided, wasn't a liability. It was the whole point."We wanted to be the new heritage of the sport", he told the <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/nike-spaces-sports-design-innovation-performance" target="_blank">Department of Nike Archives (DNA)</a> in a series of interviews prior to his passing in 2018. "We liked that because we didn't have an old heritage".That didn't mean ignoring football's history. It meant knowing it well enough to go beyond it.&nbsp;Whatever <a rel="noopener noreferrer" href="https://about.nike.com/en/topics/nike-football-2026" target="_blank">Nike Football</a> was going to become, it would succeed by honouring that history—and&nbsp;then building something entirely its own.

The Foundation

The team got to work immediately. The first order of business was securing a deal with the US Soccer Federation, an ideal partner to help Nike support and serve the sport and its athletes on the brand's home turf. After months of relationship building, Nike was able to ink the deal, which covered both the men's and women's national programmes, ending a 28-year tenure with the team's previous sponsor, a major competitor.&nbsp;With this single stroke, Nike was embedded in American football at every level—able to work with its greatest athletes and the soon-to-be greatest and to innovate for their needs.

Around the same time, Nike made another essential move, signing an athlete who would come to define Nike's relationship with the women's game for a generation.&nbsp;An intrepid sports marketing executive had approached Mia Hamm two years earlier after watching the University of North Carolina football star score two goals in six minutes on a soggy day in Chapel Hill at the 1992 NCAA Championship.The contract was worked out in the basement of the Rams Head Rathskeller Bar in Chapel Hill, where the marketing exec sketched out details on a napkin and carried it back to Oregon to go about finding the money to honour it.&nbsp;

After Nike signed the US federation, the brand could make its commitment to women's football more formal. For instance, Nike treated Hamm and the US women's team as genuine collaborators, asking how they wanted their apparel to fit, developing footwear designed specifically for women's feet and listening in ways the sport hadn't seen before."They were doing a lot of research in the differences between men's and women's feet", said Hamm during a DNA interview. "They talked to me a lot about footwear and what I liked and what some of the other players like. The respect that they had for us made a huge difference. It makes you proactive. It makes you want to get out there and see what else you can do as an individual".When the apparel came back, it reflected everything the players had asked for. For Hamm, it added up to something that felt less like a sponsorship and more like a partnership. And it left a lasting impression on the entire team.Years later, a deal that began scribbled on a bar napkin would culminate in a building at <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/how-nike-built-its-world-headquarters" target="_blank">Nike's world headquarters</a> bearing her name.

The Deal

With the federation signed and Hamm inked, the new division turned to the prize that had started everything.Knight had said he wanted Brazil. Now, it was time to deliver.This would require something beyond hard work or ambition: patience. In Brazil, relationships come before deals and Nike's team learned that quickly. For two years, they showed Brazil why they should partner with the brand. Repeated meetings; follow-up calls; and, most important, listening.&nbsp;It was pure, dogged determination, the kind that comes from having a single, unwavering goal.In July 1996, the work paid off. The Nike team signed a contract to cover every Brazil national squad. To date, it was the sport's most monumental deal, and for the Swoosh, the Brazil ethos would set the tone for what Nike Football meant: creative, attacking, instinctive and joyful—<a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/behind-the-scenes-of-nike-football-rip-the-script-brand-film" target="null">a style that the brand still stands for and supports today</a>.

The day the deal was announced, Nike's stock dropped 5 percent. The market was grappling with the brand in unproven territory. Inside Nike, however, nobody was losing sleep. The team that had spent two years flying to Brazil for lunch understood exactly what they had secured. "It was an incredibly galvanising, exciting proposition", said Bodecker. "It's the New York Yankees or Boston Celtics". The stock would come around.They were so sure, in fact, that after the papers were signed, a couple of the deal's key players walked into a nearby bar and ordered the most expensive bottle of cognac they could find. As luck would have it, two of the most powerful figures in European football—men firmly in Nike's biggest competitor's corner—walked in and took a seat nearby. One of the Nike men recognised them instantly but said nothing."I had to control myself", Nike's then global sports marketing director recalled. "I would have loved to whisper in one of their ears, 'We just signed Brazil'".

"Au Revoir"

Signing Brazil wasn't the only thing that made 1996 a landmark year. That summer, at the Atlanta Olympics, the investments Nike had been making in football paid off on the biggest stage in sport.&nbsp;The US Women's national team—led by Mia Hamm, Brandi Chastain and Briana Scurry—won gold in the first Olympic women's football final, drawing the largest crowd ever to watch a women's sporting event in the United States. On the men's side, Nigeria, which had just been signed the year before, claimed gold against Argentina. Two Nike teams. Two gold medals.&nbsp;It was also the year Nike Football stepped into its creative identity.In April, the company released "Good vs Evil", a film that pitted a team of the world's best players against the Devil's own squad on a burning pitch in an ancient Tunisian coliseum. The shoot ran for approximately 16 consecutive nights, with a record budget at the time.

While earlier ads like "The Wall" had introduced Nike to the football world, this was the first to catch the attention of a global audience. Several countries deemed it too violent to air in prime time. It became a cultural phenomenon anyway.In the closing image, Eric Cantona, one of the world's most charismatic footballers at the time, scored the decisive goal against the Devil, flipped his collar and delivered a single icy line: "Au revoir". Across Europe, kids were flipping their collars and re-enacting the moment in backyards and playgrounds.A month after it aired, Glenn Cole, the Wieden+Kennedy creative director behind the film, found himself in a taxi in Europe. When the driver learned he worked in advertising, he began telling him about a commercial he'd seen on television—the "one with the Devil". His son, he said, asked him to go out in the backyard every night and stand on the far side of the yard while the boy kicked a ball at his chest, playing the Devil and trying to make him blow up."That's when I realised this actually captured the average guy's imagination", said Cole.

The Ad Nobody Expected

If "Good vs Evil" had announced Nike's arrival in football, "Airport" took it to the next level.The concept was deceptively simple: the newly signed Brazil national team, killing time before a flight, breaks into an impromptu match through the terminal. No villain. No Devil. No burning pitch. Just footballers doing what footballers do when no one is watching: playing and laughing, alive with the particular joy that had made Brazil the world's most beloved team."I always thought the secret to success was, whatever people are expecting, go the other way", said Cole. "Nobody saw 'Good vs Evil' coming. It was really dark and heavy, and I think people were waiting for the sequel to that".&nbsp;The misdirection worked. But it didn't come easy.The bulk of the shoot took place at the Rio de Janeiro International Airport between Christmas and New Year's Eve 1997, with director John Woo at the helm. Nike had negotiated permission to film once the terminal closed for the night.&nbsp;Everything was in place—except the talent.The national team, on holiday in Brazil, arrived four hours late and the logistics were further complicated by the nature of the set itself. Woo was a celebrated film director, but commercial shoots run on athletes' schedules, not director's schedules. On top of that, he was working through severe heat exhaustion.Nike brought in Hollywood producer Lawrence Bender to help manage the chaos.&nbsp;What emerged from the mayhem, however, was something unlike anything Nike had made before. Instead of a cast of global stars or a dramatic storyline, "Airport" simply showed Brazil being Brazil: unscripted, buoyant and completely themselves. It was the first time Nike had ever built a campaign around a team rather than an individual. Bodecker called it a "watershed".&nbsp;"When you transcend the sport and start seeping into popular culture, that's what Nike does best", said one of the Nike Football lead teammates. "Being able to do that with football, which was the one sport that Nike hadn't really been able to crack, was a huge accomplishment. After that, it was off to the races".

Finding a Philosophy

As the ads were capturing the world's attention, Nike was putting language to something that was already taking shape around them.At the time, there was a feeling inside the sport that football was losing something—becoming more predictable, more cautious, less alive. Pierre-Laurent Baudey, the football-obsessed Frenchman Nike had brought in to lead its advertising efforts, felt it acutely.&nbsp;When Nike asked him to define what the brand stood for in the game, he said he'd been waiting for the question.To find the answer, he travelled to schools and clubs across Europe, asking kids where they thought the game should go. What came back, distilled through months of conversation, echoed what was already unfolding in the team they'd just signed: creativity, spontaneity and joy. Football played with freedom rather than fear."It was something hard to define", said Baudey. "But at the time we just signed Ronaldo and he was becoming this uber star. He was a gifted, visionary, passionate player and added a dimensional soul to his game".They called it "Brilliant Football"—a philosophy that argued the "beautiful game" should actually be beautiful. Inside Nike, it was captured in a single Portuguese word: alegria or "joy of life".&nbsp;Brazil was its living embodiment. It would shape everything Nike did in football for the next decade.

A Different Kind of Boot

By 1997, the pieces were falling into place. The team was signed. The films were resonating. The philosophy had taken shape. What Nike needed now was a boot that would match the ambition of everything around it.To get there, Nike had first needed to solve a more specific problem: how to make a boot that elite European players would want to wear. The answer came from the foothills of the Dolomites.&nbsp;A couple of years earlier, as the football deals were unfolding, Nike had sent Mark Wasley, an expat living in Italy, to a facility in Montebelluna, Italy. The area had been the epicentre of European shoemaking for generations, home to the world's ski boot manufacturing hub and the birthplace of other well-known football brands.&nbsp;The operation was built around a fundamentally different, artisan philosophy. In Asia, factories produced everything under one roof. <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/inside-the-italian-workspaces-where-we-craft-the-nike-mercurial-boot" target="_blank">In Montebelluna</a>, every component was sourced to a specialist; a vendor who made nothing but sockliners had spent a career perfecting that single craft. The result was a partnership that created a level of craftsmanship that would change what Nike could do in football footwear.With the Montebelluna collaboration running, Nike was ready to attempt something genuinely new.

Tim Smith, a Nike PLM with a degree in creative writing, took a track spike, removed the spikes, screwed in football studs and sketched it to look like a football boot. That crude prototype was the beginning of what would become the Mercurial.The shoe was built around <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/ronaldo-r9-interview-mentorship" target="_blank">Ronaldo</a>, specifically around the way he played. The long stretches of stillness, the sudden violent acceleration. Nike surveyed elite under-17 players across seven European countries, choosing them because none of them had shoe contracts and they would give honest answers. Their priorities became the engineering brief.The most consequential decision was the upper. Up until that point, quality football boots were made with leather, and synthetic materials were typically considered for knockoffs. Nike worked with a Japanese company to develop something called KNG-100, a synthetic leather that didn't absorb water, didn't stretch and was lighter and thinner than anything the sport had seen. A ball-control coating sourced from Italian racing motorcycle chassis gave it unprecedented feel on the ball. At 1.75 millimetres, the plate was nearly half the standard thickness.Nike took prototypes to members of the Brazil national team and told them it was the best leather they had ever used, not mentioning that it wasn't actually leather at all. The players loved them so much they refused to return them.

When it came time to name this new boot (which had internally been called the "Ronaldo Ultra Speed"), Smith and his teammates consulted Greek mythology books and were considering the name "Ultravelox". Smith was driving home from work one evening when the word "mercurial" popped into his head.&nbsp;"One of the definitions is 'quickly changing in nature', which is perfect because if you look at Ronaldo, he's walking around waiting for the right moment to strike and then when he does, he's a different player", said Smith. "He accelerates".<a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/built-for-speed-nike-unveils-new-mercurial-vapor-and-superfly-football-boots" target="_blank">The Mercurial</a> debuted at the 1998 tournament in France on Ronaldo's feet—blue, yellow and chrome, the first significantly coloured boot the sport had seen. "That was an absolutely defining moment in my involvement in football", recalled Dave Daly, Europe's football marketing manager.&nbsp;"We made a shoe that was so different to what anybody had ever seen before and it was absolutely fantastic. It wasn't bogus. It wasn't just a bizarre, cranky, crazy Nike idea. It was actually real, it was authentic and it was beautiful, and players absolutely died to be in it".Nike estimated they would make around 20,000 pairs in the first year. They closed the year with 80,000.

France, 1998

Nike arrived in Paris that summer outfitting six national teams: Brazil, the United States, Italy, Nigeria, Portugal and the Netherlands. But the most visible statement wasn't in the stadium. At the Arche de Défense, one of Paris's most iconic landmarks, the company built a 70,000-square-foot interactive space called Nike Park with pitch turf; interactive drills; a retail store; and, at its centre, in a glass case, the 1994 trophy on loan from Brazil. On the arch itself—a grand structure that sits on the same axis as the Arc de Triomphe and the Champs-Elysées—Nike erected a giant model of <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/built-for-speed-nike-unveils-new-mercurial-vapor-and-superfly-football-boots" target="_blank">the Mercurial</a>.&nbsp;One of the most recognisable landmarks in France, draped in the Swoosh."We were new to football and needed to make a splash", said Mark Pilkenton, who oversaw Nike Park's construction.

France won that year, and while it wasn't Brazil with the trophy, Nike's support of the sport was clear. The brand that had arrived in football as an outsider four years earlier had become an undeniable presence in the game.This summer, the tournament returns to American soil for the first time since that hot July afternoon at the Rose Bowl. The sport Nike once called an afterthought is now one of the most significant chapters in the company's history—and one of the most powerful forces in the game.

From signing Brazil and US Soccer to debuting iconic ads and the first Mercurial boot, the period from 1994 to 1998 laid the foundation for Nike's presence and philosophy in the beautiful game.

Nike Heritage

The Four Years That Launched Nike Football

After winning 73 singles titles, 14 doubles titles, four Olympic gold medals and reigning as the No. 1 women's singles tennis player in the world for a collective six years, Serena Williams decided she was ready for a new challenge. In 2022, she announced that she was "evolving away" from tennis, playing her final match at the US Open that September against Ajla Tomljanovic. A retirement this was not: by that point, Serena Ventures, her venture capital firm, had raised more than $100 million dollars for start-ups focused on female and POC consumers, and she wanted to devote more time to growing that work even more. She was also 40, wanted another child and knew that she didn't want to be pregnant and competing again. (She had her first child, Olympia, in 2017, eight months after she won the Australian Open, her 23rd Grand Slam, while eight weeks pregnant; she didn't drop a single set.) Throughout her farewell tour, reporters and fans asked if she'd ever come back. She didn't say no. Now four years, and another daughter, Adira, later, the Nike athlete since 2003 is back on court. Her return competition is fitting—the Queen's Club tournament in London—where she'll play doubles. Tennis has evolved since Williams took her pause, but then again, so has she. Below, in her own words, Williams shares her new outlook, why it's important for her daughters to see her return and why she's always believed in herself.

This return is not about wins or losses. I just want to have fun. I want to travel and I want to enjoy myself. I've always enjoyed tennis, but this time it's from a different angle. Every time I watched a tournament, I missed it. I miss the atmosphere. I miss the court.&nbsp; Still, what I'm looking for in a doubles partner is someone that wants to win and can win. I guess that hasn't changed! I'm choosing doubles because I'm not putting any pressure on myself to do singles right now. This is a good way to start for me.&nbsp; The only different thing in my training now is that I don't get angry. Although, yesterday, I did want to crack my racket. But I thought, 'Serena, you're absolutely not going to do that'. In the past, I would have. This moment is for my daughters too. I want them to see what a strong woman I am, who I am. Now, they'll be able to see what I do and the impact that I've had. There are so many different things that define excellence. But a lot of people don't understand the full work. We see lots of results that are really fast, things that seem like they happened overnight. But there's always some sort of sacrifice. To gain something, you have to not have something. You have to decide what it is. And sometimes, it's at a cost. &nbsp;&nbsp;&nbsp;&nbsp; Pressure can feel very heavy, but lighter if you step up to it and own it. There's this old saying, "He who doubts, loses". Doubt is for those who don't want to win. You can't doubt yourself. I work very hard, but I also know I'm at a different stage in my life, so I learn how to get more bang for my buck without sacrificing my hard work.

When I first started playing tennis, I had to fight to just belong. As a woman, you have to fight to show what you have done, and what you can do. And not necessarily fight, but "calmly and confidently remind". When you're sure of yourself, it's OK to walk away and say, "This isn't for me right now". I'm very fortunate that now I get to pick and choose the battles that I decide to fight. Some of those battles are great, especially if they involve my children, but other battles end with me saying, "You know what? Not my day today". To stay on top, you have to welcome change. You have to pivot. Take learning AI, for example—I pivoted instantly. I don't wait, I don't think, I just do. That's how I've always been. Especially with my career, I've always thought, oh, Roger's doing that? I'm pivoting immediately. That's why I had the ability to play for so many years, I was always open to change. I changed my racket and my strings at a time where no one was doing it, and people thought that was really crazy. It was unheard of at the time. I did it, and then suddenly everyone else did it. My partnership with Nike is all about building and creating new. I can see Nike's got back to <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/the-handshake-that-started-it-all" target="_blank">those roots of Phil</a>, starting each idea with "<a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/phil-mccartney-is-showing-what-innovation-means-inside-nike-now" target="_blank">how do we help athletes</a>". I love what's happening in <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/nikeskims-introduces-studio-stretch-material-innovation-collection" target="_blank">NikeSKIMS</a>. It embodies innovation. When I first saw that, I called Kim and said, "This is genius". I have always believed in myself. Other people believing in you is fantastic, but let's face it, that doesn't always happen. And there's a lot of times where people will say things that make you not believe in yourself. Having your self-belief is so important. Then, it doesn't matter what happens—it won't change your foundation. It doesn't mean you self-believe in everything, because, quite frankly, I don't. I always have to go to my foundation and say, "This is what I'm great at, this is what I'm good at—now let's build on it".&nbsp;&nbsp;&nbsp;&nbsp;

The tennis champion has a new outlook, an important "why", and a belief in herself that's never gone away.

Nike Tennis

In Her Return to the Court, Serena Williams Reminds Us Why She's the GOAT

It's 2015, and touring Nike's world campus in Beaverton, Oregon, is Kobe Bryant, 6 foot 6 inches of genius basketball talent, and energetically curious about what his partner sports brand is up to in its product innovation spaces. The creator of Mamba Mentality wanders up to Nike teammates at work and asks, "Are you creating that epic sh*t?"That phrase from Kobe has become <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/nike-new-innovation-engine-announcement" target="_blank">the North Star</a> for Nike's EVP and chief innovation, design and product officer, Phil McCartney. It's a call to action, and it spells out a mission as important to him as <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/bill-bowerman-nike-s-original-innovator" target="_blank">Bill Bowerman</a>'s mandate that the company should make athletes* better. "We've got the authenticity of Bowerman in the roots of the company, plus the athlete irreverence from Kobe, so put that together and it becomes a standard of excellence", says McCartney. It's the way he measures products: is it epic? Does it make athletes better? "If it doesn't, then we shouldn't do it".

Before McCartney came into his role in June 2025, Nike had no shortage of ideas and sport-science research. What it needed was focus, the muscle memory to turn its athlete insights, science-backed data and design and product ideas into intentional, sharper, more epic swings. A little chutzpah couldn't hurt either. "I wanted us to get our swagger back, to be more responsive, have a competitive spirit and an athlete's mindset about the work", says McCartney.A clear strategy, ruthless prioritisation and licence to dream came through in short order. Last September, the Innovation team organised as "IDP"—Innovation, Design, Product—an acronym that McCartney says belies the creation process: before his team does anything, they have to innovate,&nbsp;then&nbsp;design, and the product is the outcome. At the same time, the company launched its <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/amy-montagne-the-force-returning-nike-to-sport" target="_blank">Sport Offense</a>—organising teams enterprise-wide by sport to better serve the athlete. His two immediate goals in his role: connect <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/meet-the-nike-mind-team" target="_blank">product back to science</a>, taking advantage of the company's ability to scrutinise and study like no one else, and shore it up with the art of athleticism. And build a deeper, holistic approach to innovating that better connects teams across NIKE, Inc., creating one engine that accelerates product creation.

McCartney says he's at his happiest in creative spaces on campus—the <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/inside-the-serena-williams-building" target="_blank">Serena Williams Building</a>, the Michael Jordan Building, the <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/inside-the-nike-sports-research-lab-lebron-james-innovation-center" target="_blank">LeBron James Innovation Center</a> and Converse spaces, and the Bowerman Footwear Lab, where he says teams create magic every day. This 8,361-square-metre space tucked inside the campus's Mia Hamm Building is an imagination machine for sneaker creation. Amidst heaps of colourful bolts of fabric and foot lasts, McCartney is like a kid at Disneyland, grinning at the technological abilities at the company's fingertips. "This footwear lab changes how people think about creating product and designing—it's&nbsp;our test kitchen", explains McCartney, emphasising that&nbsp;this&nbsp;is the space where you're reminded that Nike is a product company serving athletes through new solutions. One of the most exciting parts of the space to McCartney is its real-time prototyping capabilities and the ability to tinker with a product idea for an athlete <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/how-nike-built-its-world-headquarters" target="_blank">visiting campus</a>, then instantly modify the proto based on their feedback.That innovator's spirit goes hand in hand with another classic Nike strategy: get out into the communities and know your people. "I want us to go grassroots again, to operate a hyperlocal model and be so connected with the athletes that we can anticipate their next need", says McCartney. Sitting in his fifth-floor office in the Sebastian Coe Building, he pulls out his computer and flashes up a deck that goes deep on his innovation teams' three major product focuses for Nike's next fiscal year. You can see, he explains, how these three product constructs can be adapted by region, by sport and by athlete. The tight line-up didn't start this way, he adds. Winnowing down the most innovative products to these three constructs took months of killing good ideas in favour of great ones, then punching those up to be epic.One step to making this a reality, says McCartney, is to bring key partners along. He's fresh off a two-week trip to Asia, where he says he worked directly with factory owners he's known for 20 years. "We walked through the steps to accelerate my teams' ideas from concept to final product faster and more efficiently", he says. "This is an essential part of revving our innovation engine and solving challenges in real time".

Like everyone else he knew growing up, McCartney wanted to be a footballer. The sport was the lifeblood of Newcastle, the city in northern England where he was raised. Football was also one of the clearest paths out of the working-class town, a place where most people left secondary school after 16 to start earning money. University was something that other people did, and opportunities elsewhere, like the US, seemed about as close as the moon. So, along with the rest of the boys he knew, McCartney joined his school football team, shoring up dreams of kicking his way into the Premier League.After his first few uninspiring games, his dad suggested he try something else. This was young Phil's first lesson in editing and prioritising, walking away from an OK idea for a better one. McCartney tried a running club, set up by local parents to keep their kids out of trouble. The families operated on a tight budget—his&nbsp;father installed drywall and his mother worked in youth community building—and the rule within the club was that once you outgrew your trainers, you passed them down to a younger kid. McCartney was soon in possession of a pair of bright orange-red sneakers, replete with a yellow Swoosh as electric as lightening. "Imagine getting that as an 11-year-old kid", he says. He loved them so much, he slept in them. "I had no idea what Nike was, didn't know it was American, never even heard of Oregon". But he knew how the shoes made him feel: invincible, strong, fast, capable.&nbsp;The first race he ever won—1,500 metres on the track—was in Nikes.He punctuates this story by pulling out a pair of those exact Nike Flame spikes on a January morning in Glo's Cafe at the base of the LeBron James Innovation Building on Nike's <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/how-nike-built-its-world-headquarters" target="_blank">Philip H. Knight Campus</a>. (These aren't the same shoes he had as a youth, but rather a pair he tracked down later on.) They're more than just leather and suede: the shoes are a reminder of his duality—who he is and who he's been—and what has kept him going. The kid who filled his hours doodling sneakers; the teen who started working in retail to help support his family; the young man who applied for his dream job at Nike, becoming a Nike EKIN (because these experts are supposed to know the brand's products backwards and forwards); and now, the leader who sets its strategy for innovation, design and product.McCartney knows persistence, intelligence and hard work brought him to where he is today, but for years, he says, he couldn't help feelings of imposter syndrome, of thinking he was still that working-class kid from middle-of-nowhere-England pretending to be just as sophisticated as everyone else. To this day, he says, those feelings can creep in on him. "I'm proud of where I'm from, but there is just such a huge gap from where I was to where I am", says McCartney. That fact makes it all the more important, he adds, to show his teams that they can be their authentic selves. "I want our people of all backgrounds to feel comfortable here", he says, adding, "it's hard to be creative if you're trying to be someone else at the same time".McCartney credits some of this managerial approach to Vincent Coates, a senior director, footwear product development lead, for football, who taught him that a great leader provides an environment for people to feel empowered. And Coates confirms that McCartney's earned that: "I'd walk through a brick wall for Phil", he says, calling him a leader who is as much at home leading an off-site to discuss footwear as he is bringing the levity to diffuse the day-to-day pressure—like when he donned an Elvis outfit and sang Suspicious Minds to lighten the team mood (that story is fact-checked and confirmed). Coates says the company's return to being a player in the football market came from strategies like McCartney's insistence on bringing siloed teams together. Before he took the role, Innovation sat separately from the Product and Marketing teams. Now, they're all connected and pulling towards the same focused goals. "Phil's created a greater team and this culture of belonging, inclusivity and fun", says Coates. "Yes, we have challenges. But now, because we're figuring things out together, it's an enjoyable journey. That's the impact he has on people—he makes you want to be all in".

Since childhood, sport has taken McCartney on some of the pivotal journeys of his life. Races gave him his first taste of exploring different parts of his home country and mixing with different people. With sport, "the world gets bigger and bigger", he says. And because of his long-held dedication to running, he brings a particular empathy to his work and the plight of the athlete. He knows what it's like to push yourself beyond what you think you could possibly do, to compete against yourself, to wake up at 5am for a run, because that's what he's trained his mind and body to do. It's a viewpoint he cherishes in his job, and one that athletes cherish within him. McCartney and legendary marathoner and <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/eliud-kipchoge-radical-airflow-new-york-city-marathon" target="_blank">Nike athlete Eliud Kipchoge</a> have been friends for more than a decade, and the record-breaking runner says that he and McCartney talk about everything: innovation, trail shoes, blisters, their families, the future of the company. Kipchoge loves that they can do that while on a run. "It feels great for me to talk to someone who was an athlete himself, who is working with Nike and&nbsp;is among the decision-makers", says Kipchoge.Listening to athletes is not only one of the most inspiring and motivating parts of the job, McCartney says, but a key to making it all work. "The biggest thing in innovation is to take a chance with the athletes and whatever ideas they might have", he says, citing <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/six-reasons-why-breaking2-goes-beyond-26-2-miles" target="_blank">Breaking2</a>, the 2017 project that ultimately helped Kipchoge <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/10-greatest-nike-air-sports-moments" target="_blank">complete a marathon in under two hours</a>. "It leads to huge advancements in sport, human potential and technology, and we need those moments just to think differently and bigger".

Like Nike athletes, McCartney wants his team to be bold in their approach to innovation and creativity. He knows, though, that it all starts with him as a leader: "I'm always balancing care with competitiveness", he says. "We've got to win. So how do you create the conditions to do that?" His role isn't just to execute or delegate; he also wants to create the right conditions for people to do their best work. "We don't need people to be told what to do; we have loads of incredibly talented people", he says. "What they need is direction, trust and the air cover to go after something big".While McCartney may still be a bit incredulous about leaving Newcastle, when he visits home, he likes to talk to the local kids about his journey: that you can go from being a young runner propelled by the potential in your soles to the executive who guides their production. And not only the sport science that helped create them, but the look, the feeling and the heat&nbsp;that make a new generation of kids wear those shoes to bed at night.That's the standard the company's embracing again under McCartney's guidance—in the lab, in athlete conversations, in the prototype, in the edit, in the final product. Nothing less than epic sh*t.

*If you have a body, you are an athlete.

Chief Innovation, Design and Product Officer Phil McCartney knows what the bar is when it comes to innovation at the Swoosh. This is how he's making sure the company's products clear it.

Nike Leadership

What Creating Epic Means Inside Nike Now

For kids around the world, going pro in a sport is the ultimate dream. But seeing is believing, and for indigenous youth in particular, there are fewer professional athletes to look up to. But Madison Hammond—who is a member of the San Felipe Pueblo (Katishtya) and Navajo (Diné) tribe, Black and a defensive midfielder for the Utah Royals—had a role model. Her uncle, Notah Begay III, was a professional golfer on the PGA Tour who started the NB3 Foundation, one of the non-profits that Nike and the <a rel="noopener noreferrer" href="https://about.nike.com/en/mission/initiatives/n7-fund" target="_blank">N7 Fund</a> have supported, when she was a child. "At the time, I didn't fully understand how close I was to excellence", Madison, the first Native American athlete in the NWSL, says. "I think in Indigenous communities, excellence isn't always the first attribute that's given to us, but it was ingrained in me from a really young age".&nbsp;&nbsp;Growing up in New Mexico, Madison started playing football when she was 5. At the age of 9, she moved with her mother to Arlington, Virginia, and was catapulted into the highly competitive world of youth football. There, her coaches told her that if she put in the work, she had the potential to be as good as she wanted to be—and it became her mantra.&nbsp;Returning to San Felipe Pueblo during summer holidays, Madison attended an NB3 Foundation-sponsored summer camp, where she played football all day on a turf pitch provided by the foundation. She could see the reservation's sacred hills from the bright green pitch, a stark contrast to the surrounding brown landscape. By playing on a team with other Native American girls, Madison was able to immerse herself both in her culture and her sport. It was empowering.&nbsp;&nbsp;Here, in her own words, Madison tells us about chance, circumstance, her road to success and the legacy she hopes to leave other young Indigenous athletes.&nbsp;&nbsp;

The Record: when did you realise you had a real talent for football?Madison Hammond: I was around 10 or 11 years old when that feeling first kicked in. I knew that I didn't just want to be good, I wanted to be great.TR: you've talked about your uncle as your role model. How has he inspired you?MH: my uncle was a professional golfer and a Nike athlete. I think he's inspired me in two different ways. One, the fact that he was the first Native American in his sport as well. He also established the NB3 Foundation, which has been around my whole life. I played on a team that was through his foundation, and my other uncle was my coach. Being able to do that on our reservation with other girls that were from San Felipe Pueblo was really impactful for me. That's just not what I have been able to do throughout my whole football journey. I've typically been one of the only Black/Brown girls on the team. I didn't realise how impactful it would be for me 20 years later.TR: when did you know that you wanted to play professionally?MH: I didn't go into university football with the intention of playing professionally. I went into it wanting to be the best I could be. That has been my mindset my entire life: as long as I am improving, as long as I'm getting better, nothing will stop me.TR: have there been any major hurdles along the way?MH: I went to a university that was primarily white and very affluent, and I felt like I was out of my depth. It was the first time that I had to challenge myself to remember who I was and to remember what my values were and why they made me successful as a footballer. Everything comes back to my traditional beliefs.

Madison at four years old playing football on the Young Dragons team in Albuquerque, New Mexico.

Madison at five, photographed with her aunt during a traditional celebration in San Felipe Pueblo.

Madison in primary school playing football for Prince William Soccer club in Woodbridge, Virginia.

TR: what was the transition like from playing at university to playing professionally?MH: in university, I played every game, I rarely came off the pitch, I played 90 minutes and out, I was captain my junior and senior year, I was named second-team All-ACC—everything was hard, but it was also easy. Everyone tells you you're the best, everyone tells you all these amazing things about yourself. And then you get to the pro level and you're a rookie, and literally you are back to the bottom after over a decade of playing football. They don't teach you the coping mechanisms for that.TR: how did you deal with that?MH:&nbsp;I think because of who I am and the family that raised me, I never really addressed when things were difficult. Being able to validate an experience, like, "It's OK to be upset, it's OK to not always be perfect, it's OK to not always achieve that excellence that you are pursuing every single day". I was so used to "rub some dirt in it, get over it, if you're having a bad day just push it down". Pushing all of that down for my whole life came up in these crazy ways my first few years as a pro, where you're suddenly doubting yourself and your confidence is dampened because you are not playing a game. I realised that I put too much value in just being on the pitch and put not enough value in the fact that I'd made it to this level.TR: when you reflect on your journey, what has changed? What have you learned since you started playing professionally?MH: I can see how easily doubt and hesitation can derail a career. This is my seventh year as a professional footballer. Personally, I don't think I ever gave myself enough credit for being a good footballer until I was older and was able to look back. In the moment, you feel like you are executing the mission every single day. You come in, you train hard, you play hard. But I don't think I gave myself the credit I'd earned. One thing I want to get better at is celebrating my journey.

Madison and TJ Kahoalii, a footballer who is Tolowa Dee-Ni' Nation and Kanaka Maoli (Native Hawaiian) are the faces of Nike's summer '26 N7 Collection.

TR: what does this <a rel="noopener noreferrer" href="https://www.nike.com/n7-native-american-indigenous-heritage" target="_blank">N7 Collection</a> represent to you? How does it feel to now have a role in bringing it to life?MH: to me, N7 represents opportunities for education and conversation and shows how incredible all these different communities and tribes are. I think that this collection shows that we can be a part of the mainstream culture. It is a dope example of Indigenous design influences, and it's come together into something that feels really authentic. There's a design motif that mimics a modern pueblo; the colours represent the mountainous terrain, clay and water. All of these things bring so much meaning to me, my family and my people.&nbsp;<a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/nike-s-new-n7-collection-celebrates-indigenous-communities-on-and-off-the-pitch" target="_blank">It feels like such an honour to have this N7 Collection come to life</a> and have it centred around football and indigenous people from the Southwest—and to be the face of it. It is a unique blend of everything I am.TR: what is your goal as a representative of your community?MH: as a woman of colour, one of my foundational pillars is to be an active participant in the communities that I occupy. I think having that consistency in my traditions and beliefs has given me the confidence to live bravely in the sports world. It can be a lonely place, and by using the innate experiences that I have access to as an indigenous and Black woman, I can approach every team I'm on with the same perspective and desire to be an active participant and the best teammate that I can be.TR: how would you like to inspire the next generation of Native American athletes?MH: I think the best way I could inspire the next generation of Native athletes is to continue striving for on-pitch excellence and remember to give back to where I came from. Now there are native athletes doing amazing things; there's Janee' Kassanavoid and SilentRain Espinoza. It makes me feel really positive to know that I'm not alone in carrying that message of visibility and opportunity. It's a reminder that when you give pathways to people in my community, we will deliver.TR: what kind of legacy do you want to leave?MH: I hope to be a reminder to young people that if you come from a small town, it's OK. If you come from a small community, it's OK. You can still make it to this level.

"When you give pathways to people in my community, we will deliver", says the Utah Royals defensive midfielder.

How I got here

On the Road to Excellence, Madison Hammond Is Celebrating the Journey

Shoemakers. Cobblers. Stitchers. Pattern engineers. These are only a handful of the specialists inside Italy's Montebelluna and Diamant workspaces, where Nike partners with teams that guide a single football boot through 35 individual manufacturing steps. In about three hours, the shoe moves from pre-assembly to shaping and stitching to final build.This work represents the final stretch of a much longer journey—nearly two years of development, testing and refinement—to deliver Nike's pinnacle football boot, the Mercurial.Nike came to the region in 1996, drawn to a place long regarded as the best in the world for boot manufacturing. For three decades, Nike has relied on the expertise here to provide old-world Italian craftsmanship to complement its advanced footwear innovations, using hands as often as machines.Inside the Montebelluna sample room lives a one-of-a-kind collection of roughly 300 pairs of foot lasts. These custom forms honour more than 200 players who've shaped Nike Football, from Cristiano Ronaldo to Kylian Mbappé to Sophia Wilson. And while Montebelluna perfects the boot for Nike's most elite athletes, the process starts in the Diamant factory, where this year's Mercurial Vapor 17 and Mercurial Superfly 11 are made for footballers around the world.Every iteration of the Mercurial builds on what came before, raising the bar for speed, performance and confidence on the pitch. For the artisans who meticulously engineer these boots, the reward goes beyond turning a "prototype into a masterpiece", as one bootmaker put it. It's the pride and responsibility of knowing their work will be worn by football's elite athletes on the world's biggest stage.Here, go inside the Italian workspaces where the Mercurial comes to life.

<a rel="noopener noreferrer" href="https://about.nike.com/en/topics/nike-football-2026" target="_blank">See more of our universe of Nike Football.</a>

Shoemakers. Cobblers. Stitchers. Pattern engineers. They all partner with Nike in these unique facilities to perfect football boots—like the new Merc—for the game's most elite as well as everyday footballers around the world.

Inside the Italian Workspaces Where We Craft the Nike Mercurial Boot

Walk through NIKE, Inc.'s global campus in Beaverton, Oregon, and you'll experience a place defined by both its scale and the life within it.This isn't an office park or even a corporate headquarters. It's a world. And it's one built around sport, where movement, the landscape and daily life intersect in ways that feel all-encompassing.Spanning more than 400 acres, this rolling campus has buildings named for legendary athletes and running paths that wind past football pitches, a lake and cutting-edge innovation labs dedicated to the future of sport. It's an intentional, expansive environment.Last autumn, this city within a city, teeming with thousands of employees, was given a new name: the Philip H Knight Campus, honouring its visionary co-founder whose restless belief in athletes&nbsp;and innovation helped build the company from a fledgling startup into a global force.But long before this campus existed—before the full-size track, the 11-lane pool and 30-foot-high (9m) rock-climbing wall, the tens of thousands of square metres of athlete buildings or the world-renowned <a rel="noopener noreferrer" href="https://about.nike.com/en/topics/next-level" target="_blank">Nike Sport Research Lab</a>—Nike had no headquarters at all. In 1964, it was known as Blue Ribbon Sports, and it had far humbler surroundings.

Before There Was a Campus

In April 1964, a delivery of 300 pairs of shoes arrived at the home of Bill and Lota Knight on SE Claybourne in Portland. Their 26-year-old son, Phil Knight—known to friends as "Buck"—was beginning his shoe business, and he stacked the boxes in the basement laundry room.This space became, quite literally, the company's first office."I don't remember if I asked them", Knight later recalled in an interview with the Department of Nike Archives. "I just moved the shoes in".

From there, Knight would load the shoes into his Plymouth Valiant and drive to high schools around Portland, trying to sell them directly to runners. Sometimes the athletes didn't have cash on hand, so they would come by the house later to buy a pair."It was pretty amazing that they could find their way", says Knight. "We were on a one-block street that was hard to find".As Knight's shoe company, Blue Ribbon Sports, grew, it decamped from his parents' basement, but stability was still years away.The first official office opened in 1967 at a small building at SE 50th and Powell Boulevard in Portland. Rent was only $50 a month."It was cheap", says Knight. "Cheap and available".Inside, the tiny space served as nearly everything at once: home office, warehouse, sales office and retail store. Orders were packed in the back, invoices typed at the front desk and deliveries dispatched by hand."We'd get an order and go back and pack the shoes in a box", recalled Bob Woodell, an early employee and the company's first chief operating officer. "Then we'd come up front and type up the invoice, address and stamp the envelope, and mail it out. Those were the days when if you could get a 10-pair order, you'd be in heaven". It wasn't exactly a quiet office space. At exactly 4pm, the jukebox next door at the Pink Bucket Tavern would kick on, its bass vibrating through the wall."You could set your watch by it", recalled Woodell. "Boom, boom. You'd know it was 4 o'clock".The Powell office was the first stop in what became a nomadic stretch for the young footwear company.During the next decade, Blue Ribbon Sports moved repeatedly—from its first offices in southeast Portland to Tigard's Horace Mann building, then to Beaverton and back to Tigard, near Nimbus Drive, before returning to Beaverton, where the company operated out of a pair of offices on Murray Boulevard known internally as "Murray I" and "Murray II". Along the way, it also established its first dedicated product warehouse on Burnside in Portland, separate from its office spaces. By this point, it had claimed its permanent moniker—Nike,&nbsp;after the Greek goddess of victory.By the early 1980s, Nike employees were scattered across more than 20 buildings throughout the Portland area. The company was growing rapidly, but it didn't yet have a true home base.

A Place to Unite the Team

Nike knew it needed to bring everyone together in one location."We were spread out in buildings all over Washington County", says Knight. "When we could move to a central place, we felt we could improve communications between the various departments".There was also a perception problem. The company was gaining momentum as a major global business, but it didn't yet look like one.

"[We] had some traction, but we had no presence", recalled Jim Robison, who joined the company in 1979 and later helped lead the campus project. "People were flying in from Asia and Europe, and they'd come to a little 40,000-square-foot building across the street from K-Mart. Then they'd have to get back in the car and go someplace else for a meeting, have the meeting, then get back in the car and go back".Nike needed more than space. It needed an environment that reflected what it was becoming.

In 1984, the company found that physical grounding in a 75-acre parcel just north of its existing offices in Beaverton. Nike purchased the land for $5.5 million in cash, securing the footprint for what would eventually become its permanent world campus.But construction didn't begin right away."We decided we didn't want to move on building the headquarters until we really understood what our brand stood for", says Knight.That clarity came in 1987, when Nike <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/full-court-press-how-nike-found-its-footing-in-college-basketball" target="_blank">sharpened its core identity</a>.&nbsp;"By 1987, we said we were going to be a performance company", says Knight. "We were going back to our roots—that was our focus".With that came a bigger question: if Nike was becoming a global company, what should its world headquarters look like?

Designing a Sense of Place

When construction began, the goal wasn't just to bring people together. It was to create a place that felt fundamentally different from the offices it had outgrown."We wanted a campus atmosphere because everybody is a junior in college at heart", says Knight. "We wanted a place where you could get your work done, but also a place you wanted to be". That idea became the foundation for everything that followed.

Rather than a single high-rise, the new headquarters would take shape as a collection of buildings organised around shared spaces, more like a college quad than a corporate office park. There would be room to move, gather and think.&nbsp;Early buildings were designed with places to eat, meet and reset. The Joan Benoit Samuelson Building, for example, functioned similarly to a student union, with a cafeteria, small shops and informal gathering spaces that drew employees together throughout the day. Weekly gatherings like the "Thirst Thursday" summer beer garden brought together employees across roles and tenures in a way that blurred the lines between departments.

"Everyone from rookie hires to senior executives bumped elbows and lifted pints together", recalls Nike historian Scott Reames. "It was a relaxed atmosphere that encouraged employees to let off a little steam and also meet Nike colleagues from across every department".Nearby, the Bo Jackson Fitness Center served as a campus recreation space, with workout facilities and fields that hosted intramural sports."Employees would be surrounded by each other all day, every workday—in their offices, at lunch, at the gym and on the jogging trails. This proximity promoted spontaneous interactions, facilitated collaboration and fostered a sense of community", says Reames.

Incorporating Natural Elements

Nature wouldn't be pushed away or relegated to an afterthought. It was central to the campus design.At the heart of the grounds, a man-made lake was introduced, with buildings arranged carefully around it. Rather than treating water and landscape as obstacles, the team chose to build with them, shaping the campus around the environment rather than forcing the environment to conform.

The earth that was removed to create the lake became a berm surrounding the campus—a quiet, tree-lined buffer that separated the company's space from the outside world while creating running paths that looped through the property.The effect was intentional. Drawing inspiration from the contrast of dense urban life and quiet interiors he had experienced in Japan, Knight envisioned a place that offered a sense of calm after the intensity of work travel."You'd go out and fight the wars", he says, "and you'd come home and just want a place where there was peace".

Even the buildings themselves reflected that thinking. Kept relatively low in the beginning, they were spread across the landscape to take advantage of light, space and the surrounding environment. With more land available, Knight and his leadership team made the decision to build outward rather than upward, favouring four-storey structures over taller towers. Inside, design decisions prioritised openness and movement, with elements like expanded stairways introduced to bring in more daylight, even at the expense of usable office space.From the beginning, the campus wasn't just built to house a business. It was built to reflect its identity as a company shaped by athletes and the environments they move through.

Built Around Athletes

As the campus took shape, even its buildings' names reflected the company's values.Early plans that referred to the buildings simply as "A", "B" and "C" were scrapped in favour of a system that better aligned with Nike's sports culture."I said, 'If you want to name our buildings that way, you're going to have a heck of a time'", recalled project leader Howard Slusher. "'It doesn't seem like who we are. Why don't we just name them after our athletes?'"That thinking reshaped the plan. Buildings were named for athletes who stood apart in their sport—Hall of Famers, figures who were head and shoulders above their peers.The first buildings were named for icons like Steve Prefontaine, Joan Benoit Samuelson and Michael Jordan, a precedent that would continue as the campus grew.

The original campus came to be over a two-year stretch, beginning in 1990 with buildings such as Mike Schmidt and Michael Jordan, and continuing through 1992, culminating with the Nolan Ryan Building.For the first time, the company had a place designed for how it worked—and for what it aspired to become.It wasn't just a headquarters. It was a foundation."Bringing the Footwear Design and Apparel Design teams together created amazing synergy", recalls former Design Director Wilson Smith, who spent more than 40 years with the company. "We were separated only by an internal bridge between the two sides of the building ... I don't think it was coincidental that we look back on the 1990s as the golden age of product design".

Expansion and reinvention

Growth came quickly—and in waves.By the late 1980s, construction was moving in step with the company's momentum, with new buildings added as demand surged. Nike officially dedicated its new headquarters in October 1990, bringing together employees who had long been spread across the region.The pace didn't slow. Within a decade, Nike expanded the campus significantly, roughly doubling its footprint as the business surged in the 1990s. The athlete-naming tradition continued, with buildings honouring figures like Ken Griffey, Jr, Mia Hamm and Jerry Rice, reinforcing the connection between the company and the athletes it served.

The next phase wasn't just about scale but also capability.As Nike entered the late 1990s and early 2000s, the campus evolved to reflect a company no longer building with contingency in mind, but rather with confidence in its trajectory."The original campus was laid out in such a way that if Nike's business took a sharp downturn—which was a threat in the 1980s—one or more of the buildings could be sold off or rented to another company", explains Reames. "But the explosive growth in the 1990s cemented the idea that the second expansion would need no back-up plan, and the layout of the new buildings reflects that air of permanency".New facilities were larger, designed to support a rapidly expanding workforce and the increasingly complex demands of a global brand. Additions like the Tiger Woods Center, dedicated in 2001, created space for large-scale gatherings, from sales meetings to product launches, that previously required off-site venues. Each building expanded not just how much space Nike had, but what the campus could do.

The evolution culminated in a sweeping modern expansion that reshaped the campus once again.Beginning in the late 2010s, Nike undertook a major development project that included three major new buildings across thousands of acres and more than 1.1 million square feet (102,000 sq m) of new space. The expansion introduced a new architectural language—darker, more minimal structures designed with sustainability, performance and collaboration at their core—and brought together research, design and product creation in closer proximity than ever before."Nike leadership wanted world-class architecture that captured the ethos of the brand and reflected Nike as a leader", says Gene Sandoval, partner, ZGF Architects, who led the design of the Sebastian Coe Building, which opened in 2018. "Seb Coe was designed to represent movement, dynamism and be an inspirational creative office space nestled in the North Wood Forest".Nike knew what it wanted from its structures. When Sandoval would bring plans to Knight and Howard Slusher, they would tell him to "go bigger". Knight's philosophy was simple: if Nike was going to do this, it was going to do it big. Sandoval says he was continually struck by how seriously they took the idea that architecture should carry the culture and ethos of the brand.That vision shaped every detail of the Seb Coe Building. Nestled in the North Wood Forest—and originally named for that forest—the building was designed around preservation. They were asked to preserve as many trees as possible, and they wanted the interiors to feel like you were part of the surrounding woods. This can be sensed strongly in the cafeteria, with the floor-to-ceiling windows looking out over the forest. The building was meant to feel like it was coming out of Oregon.In its cantilevered front, a water element anchors the structure's most striking feature. The original plans called for the cantilever to reach 60 feet (18.2m) from base to tip—until Sandoval showed them to Mark Parker, who pushed for more. They ended up doubling it. At 120 feet—36.5 metres—it stands as an engineering marvel unlike any other building in Oregon.At the centre of the architectural transformation was the <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/inside-the-nike-sports-research-lab-lebron-james-innovation-center" target="_blank">LeBron James Innovation Center</a>, which opened in 2021, representing a sea change in how Nike develops product. At its core was the groundbreaking Nike Sport Research Lab (NSRL), a world-class innovation laboratory built to study athletes in motion. Equipped with hundreds of motion-capture cameras, dozens of force plates and advanced testing environments, the lab allowed researchers, designers and engineers to observe performance in real time and translate it directly into innovation."The NSRL is the epicentre of where we work with athletes of all abilities, all backgrounds, all skills and all sports", says Matthew Nurse, Nike chief science officer.If the LeBron Building represented a leap forward in sport science, the <a rel="noopener noreferrer" href="https://about.nike.com/en/newsroom/releases/inside-the-serena-williams-building" target="_blank">Serena Williams Building</a> reflected an equally ambitious investment in creativity.

Opened in 2022, the 1-million-square-foot structure (93,000 sq m) is the largest on campus and one of Nike's most significant commitments to design. It brought together teams across product, insights and merchandising in a single space, designed to accelerate collaboration and push new ideas from concept to reality. Dedicated labs, immersive environments and expansive showrooms allowed teams to test, visualise and refine ideas at scale."The whole building takes your breath away", says Serena Williams of the building named after her. "Every element, everywhere you go, is an opportunity to be inspired".The more recent additions marked a new era for the campus, one characterised not just by growth, but by integration. Science and creativity, research and design, all working side by side.

A Rare Workplace

Taken together, decades of considered decisions have created something rare at the Philip H. Knight Campus: a workplace that operates at the scale of a global company, but can feel like a personal, immersive home for its teammates.For first-time visitors, the impression is immediate. Walk the campus, and open fields and tree-lined paths reshape your sense of distance. Crossing from one side to the other can take 15 minutes or more, and the setting shifts constantly, from wide-open spaces to scenic stretches that feel hidden within the landscape. Like any special space, the people give it its energy. Teammates pass one another between meetings, mid-conversation or mid-stride in moments that feel closer to a university campus than a corporate office, raising quick waves as familiar faces cross paths throughout the day.

It's the kind of place Phil Knight envisioned early on. Somewhere you come back to reset and prepare to go again."I worked at Nike for 30 years and studied it closely as the company's historian for 17, and I truly believe that the creation of what is now the Philip H. Knight Campus was a catalyst that fostered an unprecedented era of creativity and innovation", says Reames.&nbsp;"If the Nike campus is the nucleus, then its employees are the electrons, bouncing off one another to create energy, light and ideas".

A new name, a lasting legacy

For more than three decades, the campus has been known simply as Nike World Headquarters, the centre of a company that grew from a basement operation into a global force.In 2025, it was officially renamed the Philip H. Knight Campus, cementing its connection to the company's co-founder."This is more than a name change", wrote <a rel="noopener noreferrer" href="https://about.nike.com/en/magazine/elliott-hill-ceo-of-sport-interview" target="_blank">Elliott Hill, president & CEO, NIKE, Inc.</a>, in a letter to Nike employees. "It's a tribute to the man whose vision created a global movement. And it's a reminder,&nbsp;to every one of us who will walk these paths and run these fields, of what can happen when belief meets action".The renaming will be formally marked on 21 May 2026, a moment designed to bring the Nike community together around the legacy—and future—of a space that has shaped the company for more than 35 years.In that sense, the renaming doesn't mark a new chapter as much as it clarifies the one Nike has been writing all along. From a basement laundry room to a world headquarters spanning hundreds of acres, the throughline remains the same: a belief in athletes, in innovation and in knowing that the greatest is always yet to come.

From a basement laundry room to a global headquarters spanning hundreds of acres, the throughline for the space remains the same: a belief in athletes, in innovation and in knowing that the greatest is always yet to come.

The Definitive History of Nike's World Campus

On an early Wednesday morning in February, Amy Montagne stands in front of a small production team in the Serena Williams Building on Philip H. Knight Campus in Beaverton, Oregon. The president of Nike has a presence—commanding, assured and dressed in hues of black; she stands on a makeshift stage while the crew adjusts the lights. Whether or not the camera's recording, Montagne is on—personable, assertive and ready to go—despite waking up well before sunrise. She says the energy and passion it takes to do that day after day, week after week, comes from the shared dedication of the teammates surrounding her during her more than two decades with the company: "Bringing my A-game is critical to my role, because I want to rise to the level of the people around me".Montagne is filming a message for the global Nike team meeting in Milan, a thank you to the tens of thousands of worldwide employees for the hard work leading up to the winter's major sporting moments—the Super Bowl, All-Star Weekend, the Winter Olympics—and a rallying cry for the hard work everyone knows is still ahead. After her first read-through under the lights, a make-up artist dabs her face with a sponge while she listens to feedback. Her delivery (only two takes!) earns applause, and she laughs. "This is not a normal day", she promises.But when a day in the life of the president of the world's largest sports brand can encompass anything from lunching with premier athletes to leading meetings on global sport brand strategy to snapping a pic with Kim Kardashian for her Instagram grid during the NikeSKIMS launch in New York (this one jackpotted Montagne cool points with her triplet teenage sons), maybe the normalcy is found in accepting that every day will be different. And that's exactly what she loves about it: "Each day, you get new information: people loved a certain product drop, a new sport campaign resonated with a specific community, an athlete's authentic style led to a whole-new way of dressing to compete—the energy of that immediate response from people who love Nike is what inspires me", she says. The question that she has asked herself to guide each unique day, over her two decades at the company, remains the same: "How do we lead our teammates and this brand to greatness?"

With more than 20 years of experience over 12 roles, the brand president is guiding Nike's new Sport Offense, taking the company back to its athlete-first roots and strengthening the business for the long term.