Brooks Running CEO Dan Sheridan now oversees a thriving, billion‑dollar global athletic brand employing more than 1,400 individuals around the world, yet the story of how he reached the company’s most senior position defies the traditional trajectory of corporate leadership. His route to the executive suite was far from linear or predictable. Raised in a family deeply rooted in education, Sheridan grew up surrounded by lessons, classrooms, and curricula — the everyday rhythm of teachers committed to shaping young minds. Naturally, when he came of age and considered his professional path, he chose to follow in his family’s footsteps, seeking to extend that legacy of mentorship and learning. He spent the early years of his career teaching high‑school students a range of disciplines — physical education, history, and English — immersing himself in the day‑to‑day challenges of guiding adolescents through both physical development and intellectual exploration.
However, as Sheridan entered his twenties, an important realization began to crystallize: although he respected the vocation of teaching and valued the impact educators have, it was not where his deepest passion lay. Around this time, a close friend happened to work for a relatively modest athletic footwear company — Brooks Running — which, at that stage, employed only about fifty‑two people. Sheridan had developed an appreciation for running during college, where the sport had become both a personal pursuit and a source of discipline and motivation. When the opportunity arose, he joined Brooks in a field sales and marketing position — a role that was informally and affectionately dubbed a “guru,” emphasizing the company’s early culture of community connection and hands‑on brand advocacy.
Over nearly three decades since that pivotal career pivot, Sheridan has remained with Brooks Running, cultivating an intimate understanding of nearly every aspect of the business. During his twenty‑seven‑plus years at the company, he has occupied an impressive range of roles, experiencing the intricacies of product promotion, distribution, team management, and operational growth — virtually everything except the design of the shoes themselves. Reflecting on his evolution within the company, Sheridan often emphasizes the collaborative rather than hierarchical nature of his leadership. “It’s really a strange thing, the CEO title,” he observes, explaining that he still views himself primarily as part of a team — one teammate among many — because he has, in a very real sense, grown up professionally within Brooks.
Under his leadership, the brand’s financial trajectory has demonstrated consistent strength. Having already surpassed one billion dollars in annual global revenue in 2024, Brooks Running is, according to Sheridan, on pace to reach approximately $1.6 billion in global sales by the end of this current year — a testament to both strategic discipline and the loyalty of a passionate customer base. As Sheridan gradually advanced through the organization toward the helm, he accumulated a wealth of lessons and insights about leadership, decision‑making, and the centrality of customer focus.
When reflecting on past missteps, Sheridan is candid: the moments of greatest challenge for Brooks occurred precisely when the brand allowed its attention to drift away from its most important stakeholder — the customer. Whenever the organization’s strategic priorities strayed from the needs and experiences of the people who wear its products, errors inevitably followed. Sheridan characterizes these mistakes not as minor miscalculations or “flesh‑wound” oversights but as substantial, consequential lapses that provided enduring lessons. One defining example emerged early in the pandemic, when uncertainty swept across supply chains and consumer markets. During a critical discussion with his boss, Berkshire Hathaway’s Greg Abel, Sheridan was reminded of a guiding principle: in volatile times, enduring companies resist panic, think long term, and, most importantly, keep their ear attuned to the voice of the customer. Abel’s advice — to “play the long game” and continue to listen attentively to the needs of runners and retail partners — became a north star for Sheridan in steering Brooks through turbulent conditions.
That same philosophy now extends to external pressures such as rising tariffs. Facing a projected 100 percent increase on imports, Brooks Running has been compelled to consider how best to offset impending costs without compromising customer trust or brand accessibility. After careful analysis, the company decided to implement modest price adjustments — an increase of roughly two to three percent on its products. Sheridan describes this move as a measured and rational response, one that remains competitive and fair in light of higher tariff obligations. His priority, he adds, is to avoid penalizing consumers or undermining product demand. The underlying message is clear: every strategic choice must ultimately reinforce, rather than erode, the bond with the customer community.
Amidst these operational challenges, Sheridan continues to emphasize a deeper, human‑centered philosophy that transcends economic variables. At a time when both the promise and the uncertainty of artificial intelligence dominate corporate discourse, he insists on keeping the brand’s identity rooted in its fundamental connection to people. As he points out, few sports capture human authenticity and simplicity as vividly as running — an act that requires little more than one’s own body and determination. Acknowledging this, Brooks aims to harness new technologies such as AI to support its mission without losing sight of humanity’s role at its core. Sheridan notes that the company plans to deploy AI selectively in areas such as workforce productivity enhancement and product research and development, always with an emphasis on thoughtful, ethical integration. Artificial intelligence, in his view, should empower human ingenuity rather than overshadow it.
Sheridan’s leadership style reflects this same commitment to humility and approachability within the workplace. When the company office introduced plaques displaying job titles outside executive doors, he made a deliberately modest choice: instead of a formal nameplate reading “Chief Executive Officer,” Sheridan placed a simple Post‑it note with his first name, “Dan.” This small but symbolic gesture encapsulates his desire to maintain normal, genuine interactions with employees — to be seen not as an untouchable figurehead but as an equal member of the collective. Although he assumed the CEO role a mere eighteen months ago, he remains vigilant about the risks of hierarchy distorting relationships. As he jokes, when colleagues laugh at his jokes or return his phone calls, he sometimes wonders whether they are responding to Dan, the coworker, or to the title of CEO. To him, Brooks is fundamentally a relationship‑driven enterprise, and authentic connection is the backbone of its culture.
Over the years, Sheridan has even developed lasting friendships with many customers he met through his work, reinforcing his deep respect for the community that sustains the brand. Through deliberate self‑awareness, he strives to keep his ego in check and to foster an environment where power dynamics remain as flat and transparent as possible. This, he admits, is something he works “really hard” to maintain — ensuring that mutual respect, empathy, and authenticity continue to define Brooks Running’s leadership ethos in an ever‑evolving world.
Sourse: https://www.businessinsider.com/brooks-running-ceo-started-as-teacher-lessons-learned-2025-11
