January 19, 2026
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Does Gap Inc. Need a Chief Entertainment Officer?
Gap Inc. appointed former Paramount executive Pam Kaufman as its first chief entertainment officer to lead the development of its “Fashiontainment” strategy in partnership with banners Old Navy, Gap, Banana Republic, and Athleta.
Kaufman, in her nearly 30-year career at Paramount, helped develop SpongeBob SquarePants, Teenage Mutant Ninja Turtles, Emily in Paris, and PAW Patrol into lifestyle brands; orchestrate limited-edition collaborations from Crocs to Supreme; and form licensed partnerships with designers from Stella McCartney to Gucci. She was the first chief marketing officer at Paramount-owned Nickelodeon.
Kaufman will be tasked with building and scaling Gap Inc.’s entertainment, content, and licensing initiatives across music, TV, film, sports, gaming, consumer products, and cultural collaborations.
With Kaufman’s appointment, Gap Inc. is opening a Los Angeles-based office on Sunset Boulevard this spring. The office will “anchor key initiatives and reinforce that our brands and products are positioned at the center of pop culture,” Gap said. Kaufman will split her time across L.A., New York, and San Francisco.
Celebrity endorsements became a bigger deal in fashion in the latter part of the 20th century when celebrities started wearing designer duds on red carpets and increasingly lending their names to products — including Jaclyn Smith launching her own apparel line with Kmart in 1985, and Elizabeth Taylor launching her fragrance in 1987.
Gap Appears Poised to Recapture its Former Hype
The Gap chain, in its heyday, was famed for its choreographed dance ads, including ones featuring Madonna, Missy Elliott, Sarah Jessica Parker, LL Cool J, Aerosmith and Run-DMC.
The arrival this century of “drop culture,” marked by limited-time fashion capsules hyped on social media, augmented tie-in opportunities for celebrities and entertainment franchises — with many food brands and fast-food chains getting in on the action.
Gap Inc’s. recent earnings have shown some recovery with the help of trend-right product, amplified by relevant storytelling.
Richard Dickson, president and CEO of Gap Inc., earned acclaim at Mattel for reviving Barbie as a global phenomenon. He has talked about the need to make his company’s banner’s “culturally relevant.” Recent fashiontainment executions include the Gap chain’s “Better in Denim” campaign featuring KATSEYE, the Gap chain’s partnership with Harlem’s Fashion Row during 2025 NBA All-Star Weekend, and Old Navy’s first-ever co-created collection and experience with Disney.
“Fashion is entertainment, and today’s customers aren’t just buying apparel, they’re buying into brands that tell compelling stories and drive cultural conversations,” said Dickson in press release. “As we reinvigorate Gap Inc.’s house of iconic American brands to drive relevance and revenue, we recognize entertainment is a critical link to the consumer. One we can lean on to create fandoms, inspire movements, and fuel sustained growth.”
“Gap Inc.’s brands have shaped culture for generations, creating a legacy that is incredibly powerful,” said Kaufman. “What excites me most is the opportunity to build on that foundation, thoughtfully expanding how these brands connect with people through partnerships and experiences over time.”
BrainTrust
Ricardo Belmar
Retail Transformation Thought Leader, Advisor, & Strategist
Jeff Hall
President, Second To None
Allison McCabe
Director Retail Technology, enVista
Recent Discussions
Discussion Questions
Can the hiring of a former Paramount executive create enough buzz and consumer engagement for Gap Inc’s banners to merit a c-level role?
How should such a position differ from the chief marketing officer’s duties?
Do you agree that ‘fashion is entertainment’?
Poll
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Fashion can be entertainment, but only during photo shoots and runway shows. The rest of the time, it’s a business, and in the case of Gap, a mid-tier business. This initiative certainly does not merit a c-suite role – it could be handled by a Senior Director/VP of Media Partnerships, reporting up to the CMO.
Bringing in a former Paramount executive signals that Gap Inc. wants to rethink how it connects culturally with consumers, but whether it will create meaningful buzz and engagement that justify a C-suite role depends on how deeply it’s rooted in consumer insights rather than a reactive gambit. The idea of treating “fashion as entertainment” isn’t new — we’ve seen it play out in successful drops, collaborations, experiential retail, and content-driven commerce — but it only works when it reflects what the target customer actually wants, not when it’s simply layering media tropes onto product. If Gap’s move is grounded in a robust understanding of its audience — their values, cultural touchpoints, and how they discover, share, and participate in trends — then there’s real upside in elevating a voice focused on engagement, storytelling, and experience. If it’s merely a high-profile hire without a clear consumer strategy behind it, it risks feeling like a retail Hail Mary that prioritizes hype over habitual relevance.
This role, if thoughtfully defined, should complement — not replace — what a chief marketing officer does. A CMO is typically responsible for brand positioning, campaign strategy, customer acquisition, and overall marketing execution. A “chief entertainment officer” should focus more on cultural resonance: driving content ecosystems, immersive experiences, partnerships that feel native to the audience, and narrative arcs that link Gap’s banners to social relevance in ways beyond traditional fashion advertising. The goal isn’t to make Gap a Hollywood studio, but to infuse storytelling with authenticity so that fashion becomes something consumers want to talk about and participate in, not just purchase.
I agree with the notion that fashion has entertainment elements — it can be participatory, social, and culturally expressive — but successful fashion-as-entertainment strategies are anchored in data and insight, not aspiration alone. The differentiator is whether Gap has done the work of listening to its customers, understanding how they define relevance today, and crafting experiences that fit into their digital lives. If this executive hire is part of a broader consumer-led strategy rather than a standalone headline, it could be an interesting evolution. If not, it risks being more flash than substance in an era where shoppers reward brands that demonstrate understanding and usefulness over spectacle alone.
I doubt Gap Inc. customers will be particularly motivated by this announcement.
The proof will be in the execution which follows. If the Gap or Banana Republic shopping experiences are percieved as more enjoyable and the merchandise quality and value are perceived as strong, they may win more positive reviews.
More important could the ability to drive social media conversations and store trips. Will we see Old Navy partnering with influencers and entertainment properties? Will entertainment be incorporated within the Athleta stores?
As to whether Ms. Kaufman’s role merits a C-level title, perhaps a better question might be whether her track record merits such a title. If her innovations drive sales and brand value, other retailers might follow suit.
This appointment to the C-suite is about further developing Gap as a lifestyle brand. If doing so via entertainment avenues results in more traffic to Gap stores and digital channels, then we won’t be debating the value of this appointment – we’ll be analyzing its success. Will this happen? It really depends on the appetite of mainstream consumers for this new era of content that Gap will no doubt rollout. If their collaboration with Katseye is an example, this may be a very smart move. The risk lies in how much funding will be invested in these efforts if they fail to convert into merchandise sales at Gap stores. There is potential here among Gap’s brands to execute this successfully and I”m looking forward to see what they develop. Let’s reevaluate at this time next year and see if Gap ends up on the NRF keynote stage talking about how they developed a lifestyle brand… or not!
One element of Richard Dickson’s strategy is to ensure Gap takes its place in wider culture. This has been a very important step in reconnecting with younger consumers, who increasingly fuse retail with entertainment. As such, this seems like a sensible appointment. That said, it is not a replacement for and should not overshadow retail fundamentals like great assortments, solid fashion, and engaging store experiences. Those things need to be at the heart of Gap and its brands.
Gap’s cultural influence, along with its related brands, has waned over the last several years. There has been little in the way of distinction, in merchandise and the customer experience. Reframing the value proposition anchored in entertainment is an interesting angle, and may be successful, though a tall order given the varied retail banners under the Gap umbrella.
A former Paramount executive could bring fresh perspectives and innovative strategies to Gap Inc, but there are potential risks as well. The individual may not have experience in the retail industry, leading to a misalignment with the company’s core operations. Furthermore, the focus on creating buzz may overshadow the need for sustainable long-term growth strategies.
Nice try GAP, but NO! It’s a reach.
Based on Ms. Kaufman’s history of success, I imagine she is paid a boatload of money. I can’t imagine what contribution she can make to Gap that outsourced consultants cannot.
Is this a licensing play or a marketing move? Sounds short lived.
Weren’t we just talking about retail transformation…uhmmm…yesterday…??? Yes, I think this move could make abundant sense. It all depends on how it’s integrated with product development and marketing. Yes, fashion is entertainment. Fashion is emotion and engagement. It’s experiential. Haven’t TikTok and all the other facets of social media rewritten the rules of retail and customer engagement? Having said that, there is a rather GIANT caveat that goes along with this conversation. Fashion may be entertainment, but is Gap fashion…?!? I’m remembering that Gap went off the rails for about 15 years as they chased a fashion persona, and lost a lot of market market share along the way. They are bouncing back with solid product and renewed fun marketing. Fun fashion and fun marketing layered on top of solid everyday wear is a good formula. The temptation to jump with both feet deep into the fashion business is what derailed Gap to begin with. So finesse in the execution is going to be key here. The possible outcomes include thunderous applause and a train wreck. While we watch this movie unfold I’ll be applauding the solid attempt at retail transformation.
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Fashion can be entertainment, but only during photo shoots and runway shows. The rest of the time, it’s a business, and in the case of Gap, a mid-tier business. This initiative certainly does not merit a c-suite role – it could be handled by a Senior Director/VP of Media Partnerships, reporting up to the CMO.
Bringing in a former Paramount executive signals that Gap Inc. wants to rethink how it connects culturally with consumers, but whether it will create meaningful buzz and engagement that justify a C-suite role depends on how deeply it’s rooted in consumer insights rather than a reactive gambit. The idea of treating “fashion as entertainment” isn’t new — we’ve seen it play out in successful drops, collaborations, experiential retail, and content-driven commerce — but it only works when it reflects what the target customer actually wants, not when it’s simply layering media tropes onto product. If Gap’s move is grounded in a robust understanding of its audience — their values, cultural touchpoints, and how they discover, share, and participate in trends — then there’s real upside in elevating a voice focused on engagement, storytelling, and experience. If it’s merely a high-profile hire without a clear consumer strategy behind it, it risks feeling like a retail Hail Mary that prioritizes hype over habitual relevance.
This role, if thoughtfully defined, should complement — not replace — what a chief marketing officer does. A CMO is typically responsible for brand positioning, campaign strategy, customer acquisition, and overall marketing execution. A “chief entertainment officer” should focus more on cultural resonance: driving content ecosystems, immersive experiences, partnerships that feel native to the audience, and narrative arcs that link Gap’s banners to social relevance in ways beyond traditional fashion advertising. The goal isn’t to make Gap a Hollywood studio, but to infuse storytelling with authenticity so that fashion becomes something consumers want to talk about and participate in, not just purchase.
I agree with the notion that fashion has entertainment elements — it can be participatory, social, and culturally expressive — but successful fashion-as-entertainment strategies are anchored in data and insight, not aspiration alone. The differentiator is whether Gap has done the work of listening to its customers, understanding how they define relevance today, and crafting experiences that fit into their digital lives. If this executive hire is part of a broader consumer-led strategy rather than a standalone headline, it could be an interesting evolution. If not, it risks being more flash than substance in an era where shoppers reward brands that demonstrate understanding and usefulness over spectacle alone.
I doubt Gap Inc. customers will be particularly motivated by this announcement.
The proof will be in the execution which follows. If the Gap or Banana Republic shopping experiences are percieved as more enjoyable and the merchandise quality and value are perceived as strong, they may win more positive reviews.
More important could the ability to drive social media conversations and store trips. Will we see Old Navy partnering with influencers and entertainment properties? Will entertainment be incorporated within the Athleta stores?
As to whether Ms. Kaufman’s role merits a C-level title, perhaps a better question might be whether her track record merits such a title. If her innovations drive sales and brand value, other retailers might follow suit.
This appointment to the C-suite is about further developing Gap as a lifestyle brand. If doing so via entertainment avenues results in more traffic to Gap stores and digital channels, then we won’t be debating the value of this appointment – we’ll be analyzing its success. Will this happen? It really depends on the appetite of mainstream consumers for this new era of content that Gap will no doubt rollout. If their collaboration with Katseye is an example, this may be a very smart move. The risk lies in how much funding will be invested in these efforts if they fail to convert into merchandise sales at Gap stores. There is potential here among Gap’s brands to execute this successfully and I”m looking forward to see what they develop. Let’s reevaluate at this time next year and see if Gap ends up on the NRF keynote stage talking about how they developed a lifestyle brand… or not!
One element of Richard Dickson’s strategy is to ensure Gap takes its place in wider culture. This has been a very important step in reconnecting with younger consumers, who increasingly fuse retail with entertainment. As such, this seems like a sensible appointment. That said, it is not a replacement for and should not overshadow retail fundamentals like great assortments, solid fashion, and engaging store experiences. Those things need to be at the heart of Gap and its brands.
Gap’s cultural influence, along with its related brands, has waned over the last several years. There has been little in the way of distinction, in merchandise and the customer experience. Reframing the value proposition anchored in entertainment is an interesting angle, and may be successful, though a tall order given the varied retail banners under the Gap umbrella.
A former Paramount executive could bring fresh perspectives and innovative strategies to Gap Inc, but there are potential risks as well. The individual may not have experience in the retail industry, leading to a misalignment with the company’s core operations. Furthermore, the focus on creating buzz may overshadow the need for sustainable long-term growth strategies.
Nice try GAP, but NO! It’s a reach.
Based on Ms. Kaufman’s history of success, I imagine she is paid a boatload of money. I can’t imagine what contribution she can make to Gap that outsourced consultants cannot.
Is this a licensing play or a marketing move? Sounds short lived.
Weren’t we just talking about retail transformation…uhmmm…yesterday…??? Yes, I think this move could make abundant sense. It all depends on how it’s integrated with product development and marketing. Yes, fashion is entertainment. Fashion is emotion and engagement. It’s experiential. Haven’t TikTok and all the other facets of social media rewritten the rules of retail and customer engagement? Having said that, there is a rather GIANT caveat that goes along with this conversation. Fashion may be entertainment, but is Gap fashion…?!? I’m remembering that Gap went off the rails for about 15 years as they chased a fashion persona, and lost a lot of market market share along the way. They are bouncing back with solid product and renewed fun marketing. Fun fashion and fun marketing layered on top of solid everyday wear is a good formula. The temptation to jump with both feet deep into the fashion business is what derailed Gap to begin with. So finesse in the execution is going to be key here. The possible outcomes include thunderous applause and a train wreck. While we watch this movie unfold I’ll be applauding the solid attempt at retail transformation.