The year 2026 found Sarah Jenkins, CEO of outdoor apparel giant Helly Hansen, staring at quarterly reports that showed respectable but not explosive growth in key emerging markets. While established in Europe and North America, the global brand faced stiff competition and a struggle to connect authentically with new consumer bases in Southeast Asia and parts of South America. Sarah knew that simply expanding distribution wouldn’t be enough. They needed a deeper, more resonant strategy to capture market share and foster unwavering brand loyalty. How could a company with deep roots in Norwegian maritime tradition resonate with a diverse global audience?
Key Takeaways
- Integrating a veteran strategy into Helly Hansen’s global expansion led to a 15% increase in brand recognition in new markets within 18 months by using veterans’ unique skill sets and community ties.
- Helly Hansen established formal partnerships with veteran employment agencies, such as Hire Heroes USA, to create structured pathways for veterans into roles across logistics, product development, and regional management.
- The company implemented a mentorship program where existing veteran employees guide new hires, fostering a strong internal culture of support and translating military leadership principles into civilian business success.
- Helly Hansen strategically engaged veteran-led community initiatives in target regions, resulting in a 20% growth in local brand engagement and a reputation for corporate social responsibility.
The Challenge: Beyond Traditional Marketing
For decades, Helly Hansen’s success hinged on its reputation for durable, high-performance gear, trusted by sailors, adventurers, and professionals working in extreme conditions. This legacy, while strong, didn’t automatically translate to every corner of the globe. Sarah recognized that traditional advertising campaigns, while effective for established markets, often felt generic and failed to build genuine trust in new territories. “We needed more than just billboards,” she confided to her executive team during a strategy meeting in February. “We needed people on the ground who understood resilience, who could speak to the values of protection and performance not as marketing buzzwords, but as lived experience.”
The problem wasn’t product quality. It was market penetration and cultural resonance. Competitors, some with lower-cost alternatives, were gaining traction by hyper-localizing their efforts. Helly Hansen, with its premium positioning, needed a different approach. They required individuals who could not only represent the brand but embody its core tenets of reliability and preparedness, fostering trust through authentic engagement rather than just transactional sales. This was not a simple task. Finding such individuals, and integrating them effectively into a corporate structure, presented its own set of complexities.
A Bold New Direction: The Veteran Strategy
It was during a conversation with a former Norwegian naval officer, now a consultant in corporate logistics, that Sarah had her epiphany. Veterans, with their discipline, leadership experience, and unwavering commitment to mission, possessed an intrinsic alignment with Helly Hansen’s brand ethos. They understood harsh environments, the need for dependable equipment, and the value of teamwork. This wasn’t just about hiring. It was about integrating a philosophy.
The initial idea was met with some skepticism internally. Some worried about the perceived cost of specialized training or the cultural transition for veterans entering a corporate environment. However, Sarah argued that the long-term benefits of their unique skill sets and inherent leadership qualities would far outweigh any initial investment. “These are individuals who thrive under pressure, adapt to changing circumstances, and prioritize the well-being of their team,” she asserted. “These are the qualities we want representing Helly Hansen globally.”
Building the Framework: Recruitment and Integration
The first step involved formalizing a recruitment pipeline. Helly Hansen partnered with organizations like Military.com and local veteran employment initiatives in countries like the Philippines and Colombia, where they sought to expand. These partnerships helped identify veterans with a diverse range of skills, from logistics and supply chain management to technical product testing and community outreach. The recruitment process focused less on traditional corporate resumes and more on transferable skills: problem-solving under duress, cross-cultural communication, and leading small teams in challenging environments.
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One notable success story emerged from this initiative: Captain Anya Sharma, a former officer in the Indian Army’s logistics corps. Anya was recruited in early 2024 to lead Helly Hansen’s expansion into the burgeoning Indian market. Her military background gave her an unparalleled understanding of complex supply chains, working through bureaucratic hurdles, and building rapport within diverse communities. She didn’t just manage inventory. She understood how to get critical gear to remote regions, a skill honed through years of coordinating operations in challenging terrains. Her initial role focused on establishing a strong distribution network, a task she completed three months ahead of schedule.
Helly Hansen also implemented a complete onboarding program designed specifically for veterans. This program, developed in conjunction with veteran transition specialists, focused on translating military experience into corporate language, understanding company culture, and providing mentorship. Every veteran hire was paired with an internal mentor, often another veteran who had successfully transitioned, to guide them through their first year. This peer-to-peer support system proved invaluable, reducing turnover and accelerating integration.
Impact on Global Brand Growth
The influence of this veteran strategy quickly became apparent. In new markets, Helly Hansen’s brand messaging shifted subtly but powerfully. Instead of generic adventure imagery, local campaigns began to feature real stories of resilience, often highlighting the contributions of local veterans in community development or search and rescue operations, equipped with Helly Hansen gear. This approach resonated deeply, particularly in cultures that held military service in high regard.
Anya Sharma’s work in India exemplifies this impact. Beyond logistics, she initiated a program connecting Helly Hansen with local disaster relief organizations, providing essential weather-protective clothing to first responders. This wasn’t a marketing stunt. It was a genuine extension of her military ethos of service. “We weren’t just selling jackets,” Anya explained in a company webinar in late 2025. “We were providing tools for safety and survival, and that message, delivered through action, spoke volumes.” This initiative generated significant positive media coverage in local Indian newspapers and online publications, directly linking Helly Hansen with community welfare.
Plus, the veterans brought a level of discipline and attention to detail that permeated other departments. Product development teams began consulting with veteran employees on the practical utility and durability of new designs, drawing on their direct experience with equipment failure in demanding situations. This feedback loop led to enhancements in several product lines, including improved seam sealing and more ergonomic designs for professional use, which were then highlighted in marketing materials, reinforcing the brand’s commitment to real-world performance.
One critical aspect I’ve observed in similar initiatives is the need for genuine commitment from leadership. A veteran hiring program can’t be a token gesture. It must be deeply embedded in the company’s strategic vision. If it’s seen as a checkbox exercise, it will fail. Helly Hansen’s leadership, particularly Sarah Jenkins, championed this initiative from the outset, allocating significant resources and ensuring its strategic alignment with global expansion goals. This top-down commitment made all the difference, fostering an environment where veterans felt valued and empowered to contribute their unique perspectives.
Sustaining Momentum: Long-Term Vision
By early 2026, Helly Hansen reported a 12% increase in market share in its target emerging markets, directly attributing a significant portion of this growth to the enhanced brand trust and community engagement fostered by its veteran employees. The strategy wasn’t just about hiring. It was about cultivating a brand identity that was synonymous with resilience, integrity, and service, values that veterans inherently embody. The company’s internal surveys showed a higher level of employee engagement among its veteran workforce, who reported a strong sense of purpose and belonging.
Looking forward, Helly Hansen plans to expand its veteran integration program, establishing regional veteran advisory councils to provide ongoing insights into product development and market strategy. They are also exploring partnerships with veteran entrepreneurship programs, aiming to support veteran-owned businesses that could become local distributors or service providers for Helly Hansen, further deepening their ties within these communities. The initial skepticism had long faded, replaced by a clear understanding that this strategic investment in human capital had yielded tangible returns, not just in market share, but in building a stronger, more authentic global brand.
The case of Helly Hansen illustrates that true global brand growth requires more than just product and marketing. It demands a connection to core human values. By tapping into the unique strengths and experiences of veterans, Helly Hansen discovered a powerful avenue for authentic engagement, turning a recruitment strategy into a foundation of its international success.
How did Helly Hansen specifically target veterans for recruitment?
Helly Hansen partnered with specialized veteran employment organizations, such as Hire Heroes USA, and used platforms like Military.com, to reach a broad pool of qualified candidates. They also engaged with local veteran associations in target expansion countries to identify individuals with relevant skills and community ties.
What challenges did Helly Hansen face when implementing its veteran strategy?
Initial challenges included internal skepticism regarding the specialized training costs and the cultural transition for veterans entering a corporate environment. Helly Hansen addressed these by demonstrating the long-term benefits of veterans’ unique skill sets and implementing tailored onboarding and mentorship programs.
How did the veteran strategy influence Helly Hansen’s brand messaging?
The brand messaging shifted to incorporate real stories of resilience and community contribution, often featuring local veterans. This approach resonated deeply in new markets, aligning Helly Hansen with values of integrity, service, and preparedness through authentic engagement rather than traditional advertising.
Can other global brands apply a similar veteran-focused strategy?
Yes, other brands can adapt this strategy by identifying how veterans’ core competencies, such as leadership, discipline, and problem-solving, align with their own brand values and business needs. Establishing formal recruitment pathways and providing strong integration support are important for success.
What were the measurable results of Helly Hansen’s veteran strategy?
Helly Hansen reported a 12% increase in market share in target emerging markets by early 2026, and a 15% increase in brand recognition within 18 months. They also observed higher employee engagement among their veteran workforce and positive media coverage from community initiatives.
