Lululemon

December 12, 2025

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Did Lululemon’s CEO Have To Go?

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Lululemon announced Thursday that Calvin McDonald, its CEO over the last seven years, will step down at the close of the current fiscal year as the yoga-themed retailer faces slower growth, new competition, and rising costs.

McDonald’s planned departure comes as the yoga-themed retailer reported third-quarter results that topped guidance due to stronger-than-expected sales in China. A smaller-than-expected hit from tariffs also lead Lululemon to lift its full-year outlook.

However, investors have been particularly concerned about slowing growth in the U.S. region, where it’s facing newer competitors such as Vuori and Alo Yoga. Same-store sales in the Americas fell 5% in the third quarter, marking the third straight quarter of declines in the region.

The Vancouver-based chain is also facing cost pressures — not only due to higher U.S. tariffs, but also the removal of the de minimis provision, which allowed shipments valued under $800 to enter the country duty-free. Lululemon had taken advantage of the loophole, with about two-thirds of its U.S. e-commerce orders historically fulfilled through Canada.

On its second-quarter analyst call, McDonald had admitted that while Lululemon’s performance product continues to grow in the U.S., lifestyle offerings had underperformed — some franchises had “run too long” and become “stale” to top consumers.

On its third-quarter analyst call, McDonald and Meghan Frank, CFO, further detailed an “action plan” to reignite growth in the U.S. That plan includes increasing the penetration of new styles — from 23% of its mix in Q2 to 35% by next spring — and speeding turnaround times to increase the frequency of updates and restocking of strong sellers. Other steps include better curating stores based on local tastes, and more loudly calling out new styles in stores and in marketing.

Shares of Lululemon Still Down as Investors Eye New Leadership

Shares of Lululemon were trading up about 10% on Friday, at least in part because some investors were looking for a fresh leadership approach after efforts over the last year to inject more newness into offerings failed to revive U.S. growth. Shares had tumbled more than 50% since the year’s start.

On the analyst call, McDonald highlighted numerous accomplishments during his tenure, including tripling revenue, developing China into the brand’s second largest market, accelerating growth online, significantly expanding men’s assortment, and ranking as the leading women’s active apparel brand in the U.S. Based on 2025 guidance, Lululemon’s earnings will have expanded at ~20% CAGR (compound annual growth rate) from 2018 to 2025.

He said, “Lululemon is a very different and much stronger company today than when I first joined the organization in August of 2018.”

McDonald nonetheless noted that in conversations with the board, they agreed that the “timing is right for a change as we near the end of our 5-year plan cycle.”

He will continue as an advisor through March of next year after stepping down as CEO in January. Frank and André Maestrini, chief commercial officer, will serve as interim co-CEOs following McDonald’s exit, with the search for his successor already underway.

McDonald’s pending departure also comes as Chip Wilson, Lululemon’s founder and still-major shareholder, has criticized McDonald and the company’s board over its performance. Following news of McDonald’s pending departure, Wilson said in a statement, “The Board has failed to properly hold management accountable to deliver product innovation and instead has led with complacency. The erosion of premium brand value in the company’s core markets demonstrates that the board does not understand its target customers anymore.”

BrainTrust

"The results themselves, which were far from dire, did not warrant a resignation. The real tension came from public disagreements with Lululemon’s founder and some investors."
Avatar of Neil Saunders

Neil Saunders

Managing Director, GlobalData


"As I look at the results, I question if they are all that bad, given the challenges, such as tariffs, that are increasing costs."
Avatar of Shep Hyken

Shep Hyken

Chief Amazement Officer, Shepard Presentations, LLC


Discussion Questions

Do you see more benefits than drawbacks with Lululemon’s plan to move on from Calvin McDonald and seek a new CEO?

What type of qualities should Lululemon be looking for in its next CEO?

Poll

8 Comments
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Neil Saunders

The results themselves, which were far from dire, did not warrant a resignation. Admittedly, the strategy in North America has recently been lacking and Lululemon has struggled to defend its sales and share. But, still, that does not warrant a resignation. The real tension came from public disagreements with Lululemon’s founder and some investors. This difference in vision, and the lack of confidence it inspired, compromised Calvin McDonald’s position and led to both parties feeling a separation was best. All that said, Calvin has grown Lululemon from a $2.6 billion business to a business that will take over $11 billion this year. He deserves much credit for that. 

Last edited 25 days ago by Neil Saunders
Shep Hyken

As I look at the results, I question if they are all that bad, given the challenges, such as tariffs, that are increasing costs, which is a valid reason for sales and profits to go soft. In sports, coaches are hired to be fired. How many championship coaches find themselves on new teams shortly after they have hit their highest achievements? (That’s a rhetorical question.) It’s the same in business. CEOs are hired to lead until they are no longer effective, at which point new leadership takes over. Mr. McDonald deserves applause for his past performance, and I’m sure will land in a place where he has the opportunity to help another retailer, should he choose to do so.

Mohit Nigam
Mohit Nigam
Reply to  Shep Hyken

That’s a brilliant way to frame the departure using the coaching analogy—it perfectly captures the cyclical nature of executive leadership. I agree that McDonald’s overall success, demonstrated by tripling revenue and impressive international growth, is commendable and means he didn’t fail his mandate. However, the sustained 5% decline in U.S. comparable sales clearly indicated that the current strategy had reached its ceiling in the core market. The board’s decision was a necessary, strategic pivot to bring in a new perspective required for the next chapter of domestic product innovation and competition.

Robin M.
Robin M.
Reply to  Mohit Nigam

Investors love rising stars, and have antsy opinions of mature business that has to defend leadership status.

The 5% decline means the company has to truly pull it’s weight… the days of consumers being the pr steam engine have passed.

Mohit Nigam
Mohit Nigam

This is a classic case of a CEO delivering stellar global performance but missing a critical pivot in the core market. Calvin McDonald’s legacy of tripling revenue and establishing China as the #2 market is undeniable. However, three straight quarters of U.S. same-store sales declines shows the strategic failure to adequately counter aggressive competition from Alo and Vuori.
I’d argue the decision was ultimately forced by two factors: stale product (as McDonald admitted) and the significant, unavoidable hit from the $800 de minimis provision removal—an external operational shock that crushed e-commerce margins. The market required a clean slate.
The next leader must be a relentless product visionary who can not only deliver on the stated “action plan” (new styles, speed) but also restore Lululemon’s dominance in performance fabric innovation to justify its premium pricing. The US market needs a new, compelling reason to choose Lululemon over its hungry competitors.

Robin M.
Robin M.
Reply to  Mohit Nigam

Innovation: newness with a clear purpose.
You’ve hit on the ‘why’ … of why consumers should come back, spend more (volume & price), and give up dupes.

and speeding turnaround times to increase the frequency of updates”
Fashion is about updates/trends. Athletic performance has purpose & can hold any presumption of loyalty longer.

Product lines and branding can’t be separate. I’d like to see the classes/community come back… put that performance gear into action. (Everybody says they want to be a ‘lifestyle’ brand)

Business-wise, all the companies leaning on the de minimis should be thankful for the years they were gifted that ‘loophole’. But when you clearly know something is a loophole, then there is inherent risk (of getting too comfortable).

Jeff Sward

I look at Calvin McDonald’s tenure as one of some pretty remarkable achievements. The business had remarkable sales growth even in the face of new and emerging formidable competition. And yes, that competition was now slowing the growth curve. And yes, the product and storytelling got a little off the beam. And yes, there probably should have been some course correcting sooner than later. Also yes…Chip Wilson could have made his thoughts known in a slightly less public manner. Maybe he tried, maybe he didn’t. But once these kind of conversations go public it’s hard to put the genie back in the bottle.

I am reminded of Mickey Drexler leaving the Gap. Also a rather remarkable story, ending with frustrations with the founders. A whole bunch of new CEO’s tried different “fixes” over the years only to find the business more off course than ever. It took 2 decades to bounce back. And to my eye, with a strategy that is remarkably similar to what made it so great in the beginning. Let’s hope it doesn’t take Lululemon 2 decades to find their fix.

Nolan Wheeler
Nolan Wheeler

Did he have to go? Probably not based on performance alone. Lululemon remains profitable, is growing internationally, and continues to execute in key areas. But slowing momentum in the U.S. market and rising competition likely made a leadership change feel necessary as a signal of reset. This looks less like a failure of the business and more like the board deciding incremental fixes were no longer enough to regain traction.

8 Comments
Oldest
Newest Most Voted
Inline Feedbacks
View all comments
Neil Saunders

The results themselves, which were far from dire, did not warrant a resignation. Admittedly, the strategy in North America has recently been lacking and Lululemon has struggled to defend its sales and share. But, still, that does not warrant a resignation. The real tension came from public disagreements with Lululemon’s founder and some investors. This difference in vision, and the lack of confidence it inspired, compromised Calvin McDonald’s position and led to both parties feeling a separation was best. All that said, Calvin has grown Lululemon from a $2.6 billion business to a business that will take over $11 billion this year. He deserves much credit for that. 

Last edited 25 days ago by Neil Saunders
Shep Hyken

As I look at the results, I question if they are all that bad, given the challenges, such as tariffs, that are increasing costs, which is a valid reason for sales and profits to go soft. In sports, coaches are hired to be fired. How many championship coaches find themselves on new teams shortly after they have hit their highest achievements? (That’s a rhetorical question.) It’s the same in business. CEOs are hired to lead until they are no longer effective, at which point new leadership takes over. Mr. McDonald deserves applause for his past performance, and I’m sure will land in a place where he has the opportunity to help another retailer, should he choose to do so.

Mohit Nigam
Mohit Nigam
Reply to  Shep Hyken

That’s a brilliant way to frame the departure using the coaching analogy—it perfectly captures the cyclical nature of executive leadership. I agree that McDonald’s overall success, demonstrated by tripling revenue and impressive international growth, is commendable and means he didn’t fail his mandate. However, the sustained 5% decline in U.S. comparable sales clearly indicated that the current strategy had reached its ceiling in the core market. The board’s decision was a necessary, strategic pivot to bring in a new perspective required for the next chapter of domestic product innovation and competition.

Robin M.
Robin M.
Reply to  Mohit Nigam

Investors love rising stars, and have antsy opinions of mature business that has to defend leadership status.

The 5% decline means the company has to truly pull it’s weight… the days of consumers being the pr steam engine have passed.

Mohit Nigam
Mohit Nigam

This is a classic case of a CEO delivering stellar global performance but missing a critical pivot in the core market. Calvin McDonald’s legacy of tripling revenue and establishing China as the #2 market is undeniable. However, three straight quarters of U.S. same-store sales declines shows the strategic failure to adequately counter aggressive competition from Alo and Vuori.
I’d argue the decision was ultimately forced by two factors: stale product (as McDonald admitted) and the significant, unavoidable hit from the $800 de minimis provision removal—an external operational shock that crushed e-commerce margins. The market required a clean slate.
The next leader must be a relentless product visionary who can not only deliver on the stated “action plan” (new styles, speed) but also restore Lululemon’s dominance in performance fabric innovation to justify its premium pricing. The US market needs a new, compelling reason to choose Lululemon over its hungry competitors.

Robin M.
Robin M.
Reply to  Mohit Nigam

Innovation: newness with a clear purpose.
You’ve hit on the ‘why’ … of why consumers should come back, spend more (volume & price), and give up dupes.

and speeding turnaround times to increase the frequency of updates”
Fashion is about updates/trends. Athletic performance has purpose & can hold any presumption of loyalty longer.

Product lines and branding can’t be separate. I’d like to see the classes/community come back… put that performance gear into action. (Everybody says they want to be a ‘lifestyle’ brand)

Business-wise, all the companies leaning on the de minimis should be thankful for the years they were gifted that ‘loophole’. But when you clearly know something is a loophole, then there is inherent risk (of getting too comfortable).

Jeff Sward

I look at Calvin McDonald’s tenure as one of some pretty remarkable achievements. The business had remarkable sales growth even in the face of new and emerging formidable competition. And yes, that competition was now slowing the growth curve. And yes, the product and storytelling got a little off the beam. And yes, there probably should have been some course correcting sooner than later. Also yes…Chip Wilson could have made his thoughts known in a slightly less public manner. Maybe he tried, maybe he didn’t. But once these kind of conversations go public it’s hard to put the genie back in the bottle.

I am reminded of Mickey Drexler leaving the Gap. Also a rather remarkable story, ending with frustrations with the founders. A whole bunch of new CEO’s tried different “fixes” over the years only to find the business more off course than ever. It took 2 decades to bounce back. And to my eye, with a strategy that is remarkably similar to what made it so great in the beginning. Let’s hope it doesn’t take Lululemon 2 decades to find their fix.

Nolan Wheeler
Nolan Wheeler

Did he have to go? Probably not based on performance alone. Lululemon remains profitable, is growing internationally, and continues to execute in key areas. But slowing momentum in the U.S. market and rising competition likely made a leadership change feel necessary as a signal of reset. This looks less like a failure of the business and more like the board deciding incremental fixes were no longer enough to regain traction.

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