Romaine Bostick

that there's a certain counterculture to that.

And how does Nike, which is probably one of the biggest sportswear companies in the world, a mainstream brand, are you at risk of maybe alienating some of those folks who just kind of want to be on the fringe?

So the airflow shirt that Caleb was wearing got a lot of attention.

When you look at the outdoor space, though, I mean, there are a lot of names that already dominate.

Ultra, Salomon, Smartwool, Patagonia.

Is this strategy of going for that outdoor consumer, is that actually playing offense or are you catching up to the rest of the folks?

I've seen a lot of these products, the Alpha Fly, the Hyper Ice, I'm forgetting a couple others, the Nike Mind.

All these things come out and I am curious, these are new products and they seem like risky products.

And forgive me for saying this, but it seemed like for a while,

Nike wasn't taking as much risk.

It was relying on your classics, your dunks, retro styles and such.

Are you giving your team a little bit more of a leash to be able to sort of come up with these crazy ideas and try to make them into something?

Your return, you were in Nike for three decades.

You left for about four years or so.

At some point, you got a call to come back and to actually be the CEO of this company.

16 months, roughly, now that you've been in that chair.

You talk about that Nike innovation lab.

I remember somebody said something to me.

You can tell me if this is true and forgive my French.

But there was some mantra going around, some memo saying create epic s**t.