Perhaps there’s no better place to see how the worlds of high-performance tech and high-performing humans come together than the athletic wear industry. Companies are endlessly evolving their products and, most recently, connected services, to match the demands of customers who are constantly pushing their own limits. The 5G era has ushered in a wave of wearables, AR, VR and other smart devices that are changing the way we train. Companies such as Under Armour are utilizing that connectivity to help get those who put the work in, to the next level.
For this episode of The Restless Ones, Jonathan sits with Danny Miles, Chief Technology Officer of Under Armour, a self-proclaimed “performance junkie” that is constantly looking to improve all parts of business and the world around him. Danny’s quest to enhance the experience for Under Armour customers and athletes is interwoven with access to high-speed connectivity. His approach starts with the ability to collect data from wearables, and other training devices. His vision for the future banks on creating connected experiences that enhance personal workouts and help customers perform even better. For Danny, speed is at the heart of all performance.
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Episode Transcript
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Speaker 1 (00:03):
Technology, in my mind, should always be speeding up, and
we should keep pace with that and never get complacent.
Everybody wants that page so a second, especially on a
mobile device, that's where the traffic lives. That's where people
are connected all day, and I think in a fitness realm,
that's what you're really looking to do. People aren't carrying
their laptop or their desktop to the gym, and so
whether you're on a tract, the opportunity to leverage that
(00:25):
mobile device is still extremely important. It's got to be performant,
it's gotta be reliable, it's gotta work every single time,
and it's gotta work wherever you are. Welcome to the
restless Ones. I'm Jonathan Strickland. As you may know, I've
spent the last fifteen years covering technology and learning how
it works, demystifying everything from massive parallel processing to advanced
(00:48):
robotics and everything in between. Yet it's the conversations with
some of the most forward thinking leaders, those at the
intersection of technology and business that fascinate me the most.
The average person, when shopping for workout clothes or athletic gear,
might not give much consideration to how large a role
(01:11):
tech plays at under Armour, but in fact, the scope
and depth of under Armour's technology strategy is astounding. Clearly,
there's some traditional tech involved. You need the equipment to
design and make the clothing and other equipment. You need
the computer systems to run operations and provide services to employees,
(01:32):
and under Armour has those. But the company also relies
on tech in innovative and surprising ways. Whether it's analyzing
how a design for a shoe performs as an athlete
sprints down a track and under Armour tracks every metric
you can imagine, or an entirely new way for store
operators to visualize their shops in a virtual environment. Under
(01:55):
Armour is putting tech to work. Then there's the athletic
gear that's equipped with Bluetooth modules and accelerometers and gyroscopes
or apps that play a part in digital fitness and
the quantifying of the self. It's almost shocking the kind
of technological innovation going on at the company that started
in the ninety nineties with the entire business packed in
(02:17):
the trunk of a car. I learned a lot about
under Armour's use of tech when I spoke with Danny Miles,
the CTO of the company. We dove into challenges under
Armour faces as the company strives to meet ever expanding
customer expectations in a world where even our clothing can
be part of the Internet of Things, and I learned
how under Armour is taking the initiative to transform what
(02:40):
it means to be a company centered on athletic equipment
and apparel. But I also learned about Danny himself, his
thoughts as he transitioned from being on the tech side
of operations in business to becoming a leader in them,
his values when it comes to his approach to work,
and what it takes to be successful when executing a
company's tech strategy. But before we dive into all that,
(03:02):
I wanted to get some background on Danny himself. Danny,
I want to welcome you to the Restless Ones. Welcome
to our podcast. Thanks for having me. It's excited to
be a part of the conversation. Oh, we're excited to
have you here, and we're gonna be talking about your
job and your responsibilities and we're going to get to
(03:23):
all the exciting things going on and under Armour. But
before we do that, I always like to get to
know my guest a little better. So I'm curious, when
did you first start getting interested in technology? Yeah? You know,
so for me, I grew up in New Orleans and
I was pursuing music and that was my thing. I
was studying music for a long time, and you know,
(03:46):
really I got into digital music and that really was
kind of the beginning of me connecting devices and understanding
how does all these different hardware need to communicate, from
digital effects to synthesizers to recording equipment. And that kind
of just got me into a space that I felt
really comfortable with, and that evolved into being the guy
(04:09):
that everybody had computer questions for it. I think the
difference maker for me was when I realized, probably that
I have this passion for how things work. I have
to understand them completely. And when it came to the
I T side of the house, I realized at some
point that I wanted to go much deeper into how
things worked, which meant programming, which meant taking the operating
(04:32):
system apart. I remember the days I used to tell
people for the first four or five years of my career,
I got used to rebuilding my computer every week because
I would destroy it. I would replace operating system files.
I would mess with the Windows registry, I would tweet
drivers and really had to have a deeper understanding. I
wasn't satisfied with just installing something and it working. I
(04:52):
had to know why it worked and what it was
talking to and what made it take And so that
just kind of progressed, and that really drove me deeper
in too, eventually going back to school for computer science
studying obdiculate your programming and design, and from there, I guess,
you know, until she wrote, gosh, you know, and just
just to think, Danny, we could be sitting here talking
about middies and moves and all sorts of stuff that
(05:16):
I'm really passionate about too. But can you talk a
little bit about your early days as a software engineer. Yeah,
you know, in my day it was about going down
to Barnes and Noble, sitting there on the computer aisle
reading these three inch thick books on C plus plus
and databases. It was interesting for me. I would know
what I was wanting to solve for usually during the
(05:37):
day on my job and fighting for stuff, but I always,
you know, it was a double edged sword, and that
I would go home at night and be like, I've
got to figure out a better way to do this.
I've got to understand something. And in those times there
wasn't formal education. I looked at what a lot of
the colleges were doing, and they were teaching how to
build an ATARI if you basically went in and study
(05:58):
computer theory and CP processors and how all the hardware
and access layers work. But there wasn't a structure design
domain driven design object on your programming. You had to
really go get that from the network, from people that
you can talk to, from books, from people you could
follow and meet. It was a very, uh kind of
like club that you just started to get into, know
(06:18):
who to reach out to to ask questions, and so yeah,
that was what it was like for me in the
early days. It was almost a black art I remember first,
you know, and this is dating myself, but definitely in
the nineties we were trying to figure out how to
charge credit cards and process credit cards in a time
when that was black box. The banks didn't have open
a pi is. There was no protocols for doing that stuff,
(06:39):
and everybody did it different and you really had to
get in and look at the data and the messages
on the wire, figure out how to decrypt them and
figure out which packets of data have to be where
for me to get this thing to go through and
come back with a valid response. I appreciate those times
because it fed my need to understand how things worked
at its core. But I tease a lot of the
(07:01):
developers today that they have a lot of training wheels
that I didn't have. I I crashed a lot. There
are a lot more programming languages now too. How would
you describe your role at under Armour if you're talking
to a casual acquaintance, you know, a casual acquaimance. I
usually tell people, and it's hard when you have so
(07:22):
much going on at the top level, but you just
I'm just responsible for all the technology, everything from our
data platforms to our e commerce platforms, retail supply chain,
finance infrastructure. I basically lead a team of other technical
leaders that help us run all of the technical platforms
for the business. And usually that gets boiled down to
(07:44):
something much simpler. But I do get friends, especially in
the investment community startup community, They want to know deeper, like, well,
what are you actually doing, what are you transforming? What
are you there to do, and when I look at
an opportunity, I'm always looking for the difference that I
believe I can make, and so particularly with under Armour,
it really is about the transformation of their business that's
underway to really become a direct to consumer player in
(08:05):
a strong way to really serve athletes and really help
make them better. The lanes that I've chosen, I've always
felt like there's always something behind it behaviorally that drives
me to kind of improve someone's life through not just
selling them products, but through providing content and really being
able to connect to, you know, an audience from a
brand perspective that attracts me to it. So I think
(08:27):
we have a lot of things we talked about in
that lane of how does our brand really make athletes better?
How do we really understand their needs and to end
not just from what they need to wear and not
just what they need to wear in the gym or
on the field, but what do they need throughout their
day to prepare for that to recover from that? Right,
So we think holistically about how we can kind of
(08:47):
make people better, and that's one of the things that
gets me excited because I believe technology can really serve
the brand well there and helping achieve that vision with
under armor in mind. You mentioned cloud computing obviously has
been an enormous transformative force in all businesses, across all industries.
Can you talk a bit about how cloud computing has
(09:10):
transformed the industry of retail? Well, I think obviously it's
a transformative thing for all technology. It's just such a
huge transformation. For me, I think that was just one
of the most particularly when I went to Nike. That
was part of why I went there was to lead
their cloud transformation. When I look back at all that
we accomplished, there was just things we were not going
(09:32):
to be able to do. There was a whole batch
of applications. I'm reminded of when we build the Sneakers
app and the scale that has to go into that
product and how much we had to build that was
just not possible prior to us being able to scale up,
you know, to have that elasticity of I need a
hundred more servers, now do it, you know, and and
to have that muscle to go fast. For me, that's
(09:53):
just been hugely transformational and it's mostly been scale. I
also feel like, and this is an argument I made
in the casino industry early on with cloud as, I
also think it's transformati from a security perspective. You know,
one of the biggest arguments that we used to have
with regulators in the casino space was you cannot run
any compute outside the four walls of the licensed operator.
(10:13):
That was a law, and the reason was because they
believed there was a security risk to have this out there.
And through years of convincing and going back and saying,
you know what, I'll tell you what's a bigger security
risk is the employees in that casino that have access
to that server room and know those passwords. And there
was a point in time I remember we were talking
about Amazon and with a regulator that was like, well,
(10:34):
I want to go and inspect the data center and
see all their controls and security. And I was like,
you will never get into an AWS data center and
that's by design, like those are designed that there is
no public assets. Even a w S themselves is not
able to go in and log into the computers and
stuff there. And really understanding that there was such a
shift in centralized management, control and access, I really think,
(10:58):
you know, one of my early arguments was just security,
which just it really allowed me to create network layers.
It really allowed me to create different vpcs and connect
things in a different way so that I could really
control with scripting, what could talk to what right. So
the elevation for me initially with security and then it
became about scale. But you know, I've had the chance
to also kind of mentor and work with a lot
(11:18):
of startups. I always go back to the early days
of AWS and what it meant to the mobile industry
more particularly what it meant to startups. If you're doing
to study looking back and I think about what really
was one of the biggest changes there. It was when
you used to start a company, right, you had to
think about my first investment round is gonna have to
(11:39):
go buy some servers. I'm gonna have to go with
stand up iraq. I'm gonna have to go hire I
T folks and get something up and running, just to
get an app or a website running. When that change
from No, my first hire is going to be a
designer and we're gonna start building the front end user
experience and we're gonna get this thing up and run,
and I'll hire some infrastructure guy to build my server
network in a day on AWS. That was a real
(12:00):
game changer. I think you just saw how quickly technology
companies could be stood up. You saw how quickly innovation
can start to happen because you didn't have to have
that sunk cost up front of going out and building
a data center. Danny, you're making me think back to
those early days of the web where you knew that
something was a success when it crashed because the server
(12:20):
couldn't handle the load. And the first problem was how
do we get this tool to work? And then the
second problem was, oh the toolworks and people like it,
but we don't have enough server support to actually meet
the demand. And it became just a constant race to
stay ahead of the bottleneck. And cloud computing has really
removed that obstacle entirely. It really has sped up development
(12:42):
and innovation in that in that regard. Yea, you know,
there would be no hyper scaling without cloud right as
these companies that have been able to just scale really fast.
The nightmare is if you're running your own server farms
today and you need to scale, I really feel bad
for you because the supply change is wrecked. Right, we
can't get devices we can't get switches and have like
just for our basic retail, you've got ninety days to
(13:03):
six month lead times on that stuff, and I don't
think that's something that's just acceptable anymore. There was still
a lot of battles with cloud I think obviously an
operational change mind shift change to your point about when
debops became a thing and what is it, infrastructure engineering
and s R re became a thing like availability just
monitoring really understanding, Hey, you gotta watch this thing. It
(13:24):
can sprawl out of control and you can have a
cost problem and you can end up in a bad spot.
The other struggle was really you had to get really
good at forecasting because for most people and most companies,
you were moving your CAPEX investments, which were CAPEX investments
and idea one time we're pretty easy to get. You know,
I need a few million dollars, build a rack and
do whatever. You shifted all that to op X, right,
(13:45):
and you're paying for that on a monthly basis, and
you've got to be much better at how you plan
that usage and know what's coming. And so it definitely
calls some I would say operational shifts, not only for
the technology team, but how you engage with your business
and your finance team. I can tell you definitely when
I was at Nike, you know, really there was a
big concern over and I was remembers kind of batting
(14:07):
with the CEO at one point about, oh, we're we
don't like a w S. We don't want to host
our workload there. The c SO the security officer had
a lot of concerns like your developers are going to
have this access to that and well, by the way,
they're a competitor, aren't they Amazon dot Com? So we
went through all of those kind of battles early on.
But I'll tell you retailers did not want to do
business for data, yes, and you know there's all the oh,
(14:29):
I'm just funding their work chest to compete with me,
or are they going to steal my customer data because
it's in their data centers. So I really had to
work through the legal side of it. One of the
hardest things to do is getting the enterprise agreement with
a WS and Nike gart It took me like six
months of legal finance, the c SO, the c i
O really getting everybody to kind of believe not only
(14:50):
that cloud WHI was right but that the way we
were going to do it. Who are we going to
choose was kind of the right partner there. Conventional thinking
says you have to pay more to get more. I
want the world, but T Mobile for Business uses unconventional
thinking to deliver premium benefits for better r o I
(15:11):
from customized five G solutions to three sixties support. We
help you reach your business goals right now, I want
it now, innovating to improve business today and tomorrow. That's
unconventional thinking from T Mobile for Business. Capable device required
covers not available in some areas some US require certain
planter features c T mobile dot Com. One of the
(15:35):
things you touched on earlier was this mission to help
athletes be their best, whether it's when they're actually competing
or performing or when they're recovering. Can you talk a
little bit about technology that goes into that. What's the
process of analyzing performance? Do you incorporate AI and machine
(15:59):
learning in to your approach when you're designing these solutions
for athletes? We do. I think measurement and tracking is
kind of a lane that we think about a lot,
and that is really comes down to currently, we have
a device, we have a chip in the shoe that
actually can record what you're doing and connects to our
our map, my suite of apps, and that gives us
quite a bit of telemetry on what's happening during a run.
(16:22):
We think there's a future evolution of how we can
start to learn more about, you know, kind of tracking
a workout or a fitness routine. And so we're exploring
lots of options thinking about what we can do not
only with machine learning, but really just what we can
do now with cameras right and what we can do
with machine vision and some of the things. There is
a wide open lane that we're exploring. But I also
(16:43):
think there's other things that matter so much more, and
we always have conversations about things like heart rate. The
challenging part to me is to go beyond measurement and
to really work with our sports science teams to figure out,
but what are the experiences that we want to be
able to create. To me, that's the harder working. That's
the area I'm excited about that. I don't think that
we've done enough, and we can achieve a certain level
(17:04):
of measurement and data collection, but I'm much more excited
about figuring out what are the ways that we can
kind of interrupt your experience, either before you're gonna go
on a run or after from a recovery perspective, things
that you might need to do that you may not
know you need to do. That's where I think all
of the content and really using the data to drive
a behavioral change that would improve an athletes performance is
(17:27):
the open kind of lane for us that we're thinking about.
To me it comes down to content, comes down to coaching,
comes down to really leveraging what we know about athletes,
what we know about sports science, what we can measure.
There's what we can think about measuring for a consumer. Obviously,
in our product creation and design teams, the things we're
able to measure on a track, on the field in
a gym are exhaustive and extensive. That's where I think
(17:48):
a lot of our learning comes from about how to
create the products we're creating. The next step is to
figure out how can we intersect with that consumer and
their journey and their workout to really provide and added
value it's going to help them perform better. I mean, obviously,
the entire digital fitness trend has really been about the
quantifiable self I'm curious, are you also looking at ways
(18:13):
now that we have rollouts of five G technology where
we have these high throughput and low latency wireless networks
that are maturing. Are you looking into ways to leverage
that as well with tech in order to augment this
mission of creating the best products to help athletes perform
(18:34):
at their best. Yeah. Absolutely, I mean I think you
have to take advantage of everything that's out there from
that perspective, especially as we're talking about some of the
experiential things. An area that's really interesting to everyone right
now is a r v R. Right, what does the
meta universe look like for a fitness brand. I think
that's the lane where you still really start to become
dependent on that network and you have to really have
(18:56):
the ability to deliver a technical performance. And I think
that that's something that's across the board that again, just
one of the things that makes me tick is I'm
a performance chunky. You know, I want everything delivered faster,
rendered faster. I want every model run faster and every
report produced faster. That's something that's just always a KPI
across every team that I have to some degree is
(19:17):
how can we make sure that it's always moving faster
because technology, in my mind, should always be speeding up
and we should keep pace with that and never get complacent.
You know, we used to be happy with eight second
page load speeds, and then we got content with five
is the benchmark, and then we said, you're not in
business if you don't do three. But now it's sub second.
Everybody wants that page so second, Especially on a mobile device,
(19:38):
that's where the traffic lives. That's where people are connected,
and really that's where people are connected all day, and
I think in a fitness realm, that's what you're really
looking to do. People aren't carrying their laptop or their
desktop to the gym, and so whether you're on a track,
the opportunity to leverage that mobile device is still extremely important.
It's got to be performance, it's gotta be reliable, it's
got to work every single time, and it's gotta work
(20:00):
wherever you are right and the v R a R
example is perfect because obviously you need as little latency
as possible for that to become an effective tool for VR.
You need it so that you don't yack all over
the place if you turn your head and your point
of view changes a second later. That's no good. But
even for a R obviously it's only useful if it's
(20:20):
very responsive. I get really excited when I start thinking
about potential use cases for a are leveraging things like
a very high speed network, whereas you know a few
years ago, you wouldn't be able to manage that unless
you had a tethered connection, which obviously limits whatever implementation
you're thinking about. You're not going to be connecting your
(20:41):
phone to a massive computer that's like three ft away
from your treadmill or whatever. We're right now kind of
in the blue sky hypothesis phase of whatever the metaverse maybe,
and it's really exciting to talk to different leaders who
are ideating around that and trying to think of ways
that add value not just to the business but to
(21:04):
the user experience. Because it's undefined, it's hard to do.
And the other whole lane there that I'm truly passionate
about is it isn't just you know, from my role,
it isn't just our athletes. It's our teammates. That's our
word for our employees as teammates. And I think that
that's a transformation that hasn't happened the way it should.
Has video conference really changed that much in twenty years?
(21:25):
It really has it? It had gotten that much better, right,
And I really feel like that the way people work
is changing. I mean, obviously coming out of the pandemic
from us all being at home. In my world, we're
a highly distributed workforce, a lot of remote full time employees,
and to me, that's a huge lane to think about
how these types of technologies again keep people connected all
(21:46):
the time. I think about it just as much as
they do the athletes is I want my teammates to
feel like they're having experience with our brand and they're
able to connect and create culture, a sense of belonging
with the brand, even though you know they're all working
across the globe and around the country in a virtual environment.
I think that's a wide open area for innovation. We
talked about a R and VR and one of the
(22:07):
things I think that I'm most proud of what the
team did through the pandemic was early on in the
pandemic and credit this is right before I started, but
there was a decision made to begin creating three D
assets of all of our products, so before they were made,
we were going to actually make sure that we had
a three D asset of every single skew that we
were going to use. And the purpose for that was
because we knew that our sell in our go to
(22:28):
market cycle, especially with our wholesale partners, was going to
go completely virtual. We weren't gonna be able to meet
them in person. So we ended up partnering with an
innovation partner who was building a virtual retail product that
allows us to bring our customers into a virtual room
and look at all of the products for the next
season in a three D model, and that's continued to
evolve to where now we're actually able to say, hey,
(22:50):
you know, to one of our partners, we can render
your store and your shelves and your layout, and we
can show you what the fall product assortment's gonna look
like on your shelves in a virtual environment. And we
were able to bring them into these rooms where we
have just wall to wall screens and we can show
them that virtual environment there we're playing. You know, we
do have some headsets that we've been able to integrate,
but even just in a browser for people to be
(23:11):
able to go into a three D environment and see
the products, see what it might look like on their shelves.
I don't know that that's something we ever would have
got to without the pandemic. But what that's done is
it set us up for the future. We now have
those assets we're looking at, how do I bring all
those assets to my e commerce experience, you know, and
start to render three D models there. If I end
up in a virtual world, guess what, I have all
(23:32):
of these assets and they're in They're high quality renderings
three D of all of our products. So I'm really
excited about all of those lanes, especially for kind of
what I call experiential tech a r v R. Yeah.
What I find remarkable is the rate of success I've
seen in those changes. I mean, obviously it's succeed or
(23:52):
you might become irrelevant. So the existential thread was there,
but the innovation and the agility, the quick adoption of
new technologies and new approaches in order to have as
minimum a disruption as possible, knowing there was going to
be one but trying to minimize it. I love those stories.
(24:14):
But it also creates a new foundation to build upon
in the future. It does. The thing I'm most excited
about is the operational model that it changes that it
really is a disruption if you think about and again,
I've been around long enough to to see different I
T models. I think in the early world where a
large portion of your I T budget, your spend your
support with I T support making sure people had computers
(24:35):
and printers and the network worked and they had a camera.
That gets instituted, right. But what I love is how
much we're not walking around taking people's computers, like you
know what everyone's at home. You should know how to
set up your own computer. You should know how to
set up a network in your home, get on a WiFi.
You should know how to get a camera and a
microphone to work. Like I feel like that's something that's
really shifted, and that to me means we have a
(24:57):
more technically advanced workforce than we had, not necessarily just
before the pandemic, but definitely ten years ago. Because I
feel like that ownership of in order for me to
work and do my job, I have to be kind
of managing my own tech to a degree. My I
T company is responsible for making sure I have a device,
making sure that my account is provisioned. But we're not
(25:17):
having to go down and replace keyboards. They got coffee
spilt in them, and it was a cost. It was
a significant kind of ongoing operational effort, and we still
have I T support. I don't want to say it's
gone away, but I do think this idea of a
more across enterprises, brands that haven't always been viewed as
you know, technically strong companies, like everyone's having to be
(25:37):
a technologist to some degree in this day and age.
Before I could let him go, I had to ask
Danny one more thing. We talked about metrics in this episode,
but how do you measure success? Well, I do look
at a principle of approach. So there's our business objectives
(25:58):
and goals, which we say we're aligned with a business
that we have to achieve certain goals throughout the year.
But on the technology side, there's a list of things
that we really care about that are what I call
our principles that don't change year over year and associated
with those principles as a set of metrics. Right, just
to give an example, some of those principles to me
are secure architecture, user experience, data completeness, strategic partnership. All
(26:22):
of these principles that we've called out, we've knowed it
down to six. I try to keep it small. I
could always have ten on my mind. But I've always
worked with a team to say, let's pick some things
that we stand for outside of achieving our business goals
as a technology organization. What are the things that we
stand for, and how do we measure success against those things.
We track all the things with the business, obviously revenue,
everything from conversion to article activation times to how quickly
(26:45):
we can process transactions and collect payments and ship and deliver.
All those things matter, and we align with our business
on those. But if we do those and we don't
pay attention to what I like to call the important
technology principles, and we slip on something like cyber security,
all we slip on making sure that data is complete
and whole on quality. I think those are things we
(27:05):
have to measure ourselves against you over year, and so
when I look at success, I'll look at a combination
of the alignment that we have on the business objective
goals and how we're contributing to those, as well as
how are we measuring ourselves against the principles that we've
decided as a technology leadership PAM are important to be
a world class technology organization. Thank you Danny so much
for joining the show. Thank you Jonathan for having me
(27:27):
really enjoy the conversation. Thanks again to Danny Miles of
under Armour for joining the show. I admired Danny's proactive
approach to tackling problems, finding solutions, and then implementing them.
I also like his philosophy that while you should be
proud of the work you have done, you should always
(27:48):
strive to do better. And it's exciting to think about
the tech that is transforming under Armor right now. I'm
very curious to see what the next generation of technological
innovation brings to the comp and its products. It's fascinating
because I've seen over and over how the combination of
athletic skill and technological innovation leads to breaking world records
(28:10):
and setting new standards for athletic performance. And yet I
keep finding myself thinking, well, that's it, that's the best
we can be, only to be proven wrong. The limit
does not exist, it would seem. I expect we'll see
more mundane items become high tech over time. Some of
those will likely be specialty equipment for high performing athletes,
(28:30):
some of it might be more for you know folks
like me who aren't. But beyond all that, the elements
that make that innovation possible in the first place are
already there. With compute power, wireless networks and the right
team in place, a company can innovate in ways that
will make operations more efficient, it will be able to
(28:52):
respond to dynamic situations in an agile way, and of
course they can find new ways to delight their customers.
Thanks for listening to the restless ones. Be sure to
check back for future episodes. We're all talk with more
restless leaders in the tech space. I'll see you then.
(29:15):
T Mobile for Business knows companies want more than a
one size fits all approach to support. I want the world,
so we provide three sixty support customized to your business.
From discovery through post deployment. You'll get a dedicated account
team and expertise from solutions engineers and industry advisors already
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(29:39):
customized for your success. That's unconventional thinking from T Mobile
for Business
Technology, in my mind, should always be speeding up, and
we should keep pace with that and never get complacent.
Everybody wants that page so a second, especially on a
mobile device, that's where the traffic lives. That's where people
are connected all day, and I think in a fitness realm,
that's what you're really looking to do. People aren't carrying
their laptop or their desktop to the gym, and so
whether you're on a tract, the opportunity to leverage that
(00:25):
mobile device is still extremely important. It's got to be performant,
it's gotta be reliable, it's gotta work every single time,
and it's gotta work wherever you are. Welcome to the
restless Ones. I'm Jonathan Strickland. As you may know, I've
spent the last fifteen years covering technology and learning how
it works, demystifying everything from massive parallel processing to advanced
(00:48):
robotics and everything in between. Yet it's the conversations with
some of the most forward thinking leaders, those at the
intersection of technology and business that fascinate me the most.
The average person, when shopping for workout clothes or athletic gear,
might not give much consideration to how large a role
(01:11):
tech plays at under Armour, but in fact, the scope
and depth of under Armour's technology strategy is astounding. Clearly,
there's some traditional tech involved. You need the equipment to
design and make the clothing and other equipment. You need
the computer systems to run operations and provide services to employees,
(01:32):
and under Armour has those. But the company also relies
on tech in innovative and surprising ways. Whether it's analyzing
how a design for a shoe performs as an athlete
sprints down a track and under Armour tracks every metric
you can imagine, or an entirely new way for store
operators to visualize their shops in a virtual environment. Under
(01:55):
Armour is putting tech to work. Then there's the athletic
gear that's equipped with Bluetooth modules and accelerometers and gyroscopes
or apps that play a part in digital fitness and
the quantifying of the self. It's almost shocking the kind
of technological innovation going on at the company that started
in the ninety nineties with the entire business packed in
(02:17):
the trunk of a car. I learned a lot about
under Armour's use of tech when I spoke with Danny Miles,
the CTO of the company. We dove into challenges under
Armour faces as the company strives to meet ever expanding
customer expectations in a world where even our clothing can
be part of the Internet of Things, and I learned
how under Armour is taking the initiative to transform what
(02:40):
it means to be a company centered on athletic equipment
and apparel. But I also learned about Danny himself, his
thoughts as he transitioned from being on the tech side
of operations in business to becoming a leader in them,
his values when it comes to his approach to work,
and what it takes to be successful when executing a
company's tech strategy. But before we dive into all that,
(03:02):
I wanted to get some background on Danny himself. Danny,
I want to welcome you to the Restless Ones. Welcome
to our podcast. Thanks for having me. It's excited to
be a part of the conversation. Oh, we're excited to
have you here, and we're gonna be talking about your
job and your responsibilities and we're going to get to
(03:23):
all the exciting things going on and under Armour. But
before we do that, I always like to get to
know my guest a little better. So I'm curious, when
did you first start getting interested in technology? Yeah? You know,
so for me, I grew up in New Orleans and
I was pursuing music and that was my thing. I
was studying music for a long time, and you know,
(03:46):
really I got into digital music and that really was
kind of the beginning of me connecting devices and understanding
how does all these different hardware need to communicate, from
digital effects to synthesizers to recording equipment. And that kind
of just got me into a space that I felt
really comfortable with, and that evolved into being the guy
(04:09):
that everybody had computer questions for it. I think the
difference maker for me was when I realized, probably that
I have this passion for how things work. I have
to understand them completely. And when it came to the
I T side of the house, I realized at some
point that I wanted to go much deeper into how
things worked, which meant programming, which meant taking the operating
(04:32):
system apart. I remember the days I used to tell
people for the first four or five years of my career,
I got used to rebuilding my computer every week because
I would destroy it. I would replace operating system files.
I would mess with the Windows registry, I would tweet
drivers and really had to have a deeper understanding. I
wasn't satisfied with just installing something and it working. I
(04:52):
had to know why it worked and what it was
talking to and what made it take And so that
just kind of progressed, and that really drove me deeper
in too, eventually going back to school for computer science
studying obdiculate your programming and design, and from there, I guess,
you know, until she wrote, gosh, you know, and just
just to think, Danny, we could be sitting here talking
about middies and moves and all sorts of stuff that
(05:16):
I'm really passionate about too. But can you talk a
little bit about your early days as a software engineer. Yeah,
you know, in my day it was about going down
to Barnes and Noble, sitting there on the computer aisle
reading these three inch thick books on C plus plus
and databases. It was interesting for me. I would know
what I was wanting to solve for usually during the
(05:37):
day on my job and fighting for stuff, but I always,
you know, it was a double edged sword, and that
I would go home at night and be like, I've
got to figure out a better way to do this.
I've got to understand something. And in those times there
wasn't formal education. I looked at what a lot of
the colleges were doing, and they were teaching how to
build an ATARI if you basically went in and study
(05:58):
computer theory and CP processors and how all the hardware
and access layers work. But there wasn't a structure design
domain driven design object on your programming. You had to
really go get that from the network, from people that
you can talk to, from books, from people you could
follow and meet. It was a very, uh kind of
like club that you just started to get into, know
(06:18):
who to reach out to to ask questions, and so yeah,
that was what it was like for me in the
early days. It was almost a black art I remember first,
you know, and this is dating myself, but definitely in
the nineties we were trying to figure out how to
charge credit cards and process credit cards in a time
when that was black box. The banks didn't have open
a pi is. There was no protocols for doing that stuff,
(06:39):
and everybody did it different and you really had to
get in and look at the data and the messages
on the wire, figure out how to decrypt them and
figure out which packets of data have to be where
for me to get this thing to go through and
come back with a valid response. I appreciate those times
because it fed my need to understand how things worked
at its core. But I tease a lot of the
(07:01):
developers today that they have a lot of training wheels
that I didn't have. I I crashed a lot. There
are a lot more programming languages now too. How would
you describe your role at under Armour if you're talking
to a casual acquaintance, you know, a casual acquaimance. I
usually tell people, and it's hard when you have so
(07:22):
much going on at the top level, but you just
I'm just responsible for all the technology, everything from our
data platforms to our e commerce platforms, retail supply chain,
finance infrastructure. I basically lead a team of other technical
leaders that help us run all of the technical platforms
for the business. And usually that gets boiled down to
(07:44):
something much simpler. But I do get friends, especially in
the investment community startup community, They want to know deeper, like, well,
what are you actually doing, what are you transforming? What
are you there to do, and when I look at
an opportunity, I'm always looking for the difference that I
believe I can make, and so particularly with under Armour,
it really is about the transformation of their business that's
underway to really become a direct to consumer player in
(08:05):
a strong way to really serve athletes and really help
make them better. The lanes that I've chosen, I've always
felt like there's always something behind it behaviorally that drives
me to kind of improve someone's life through not just
selling them products, but through providing content and really being
able to connect to, you know, an audience from a
brand perspective that attracts me to it. So I think
(08:27):
we have a lot of things we talked about in
that lane of how does our brand really make athletes better?
How do we really understand their needs and to end
not just from what they need to wear and not
just what they need to wear in the gym or
on the field, but what do they need throughout their
day to prepare for that to recover from that? Right,
So we think holistically about how we can kind of
(08:47):
make people better, and that's one of the things that
gets me excited because I believe technology can really serve
the brand well there and helping achieve that vision with
under armor in mind. You mentioned cloud computing obviously has
been an enormous transformative force in all businesses, across all industries.
Can you talk a bit about how cloud computing has
(09:10):
transformed the industry of retail? Well, I think obviously it's
a transformative thing for all technology. It's just such a
huge transformation. For me, I think that was just one
of the most particularly when I went to Nike. That
was part of why I went there was to lead
their cloud transformation. When I look back at all that
we accomplished, there was just things we were not going
(09:32):
to be able to do. There was a whole batch
of applications. I'm reminded of when we build the Sneakers
app and the scale that has to go into that
product and how much we had to build that was
just not possible prior to us being able to scale up,
you know, to have that elasticity of I need a
hundred more servers, now do it, you know, and and
to have that muscle to go fast. For me, that's
(09:53):
just been hugely transformational and it's mostly been scale. I
also feel like, and this is an argument I made
in the casino industry early on with cloud as, I
also think it's transformati from a security perspective. You know,
one of the biggest arguments that we used to have
with regulators in the casino space was you cannot run
any compute outside the four walls of the licensed operator.
(10:13):
That was a law, and the reason was because they
believed there was a security risk to have this out there.
And through years of convincing and going back and saying,
you know what, I'll tell you what's a bigger security
risk is the employees in that casino that have access
to that server room and know those passwords. And there
was a point in time I remember we were talking
about Amazon and with a regulator that was like, well,
(10:34):
I want to go and inspect the data center and
see all their controls and security. And I was like,
you will never get into an AWS data center and
that's by design, like those are designed that there is
no public assets. Even a w S themselves is not
able to go in and log into the computers and
stuff there. And really understanding that there was such a
shift in centralized management, control and access, I really think,
(10:58):
you know, one of my early arguments was just security,
which just it really allowed me to create network layers.
It really allowed me to create different vpcs and connect
things in a different way so that I could really
control with scripting, what could talk to what right. So
the elevation for me initially with security and then it
became about scale. But you know, I've had the chance
to also kind of mentor and work with a lot
(11:18):
of startups. I always go back to the early days
of AWS and what it meant to the mobile industry
more particularly what it meant to startups. If you're doing
to study looking back and I think about what really
was one of the biggest changes there. It was when
you used to start a company, right, you had to
think about my first investment round is gonna have to
(11:39):
go buy some servers. I'm gonna have to go with
stand up iraq. I'm gonna have to go hire I
T folks and get something up and running, just to
get an app or a website running. When that change
from No, my first hire is going to be a
designer and we're gonna start building the front end user
experience and we're gonna get this thing up and run,
and I'll hire some infrastructure guy to build my server
network in a day on AWS. That was a real
(12:00):
game changer. I think you just saw how quickly technology
companies could be stood up. You saw how quickly innovation
can start to happen because you didn't have to have
that sunk cost up front of going out and building
a data center. Danny, you're making me think back to
those early days of the web where you knew that
something was a success when it crashed because the server
(12:20):
couldn't handle the load. And the first problem was how
do we get this tool to work? And then the
second problem was, oh the toolworks and people like it,
but we don't have enough server support to actually meet
the demand. And it became just a constant race to
stay ahead of the bottleneck. And cloud computing has really
removed that obstacle entirely. It really has sped up development
(12:42):
and innovation in that in that regard. Yea, you know,
there would be no hyper scaling without cloud right as
these companies that have been able to just scale really fast.
The nightmare is if you're running your own server farms
today and you need to scale, I really feel bad
for you because the supply change is wrecked. Right, we
can't get devices we can't get switches and have like
just for our basic retail, you've got ninety days to
(13:03):
six month lead times on that stuff, and I don't
think that's something that's just acceptable anymore. There was still
a lot of battles with cloud I think obviously an
operational change mind shift change to your point about when
debops became a thing and what is it, infrastructure engineering
and s R re became a thing like availability just
monitoring really understanding, Hey, you gotta watch this thing. It
(13:24):
can sprawl out of control and you can have a
cost problem and you can end up in a bad spot.
The other struggle was really you had to get really
good at forecasting because for most people and most companies,
you were moving your CAPEX investments, which were CAPEX investments
and idea one time we're pretty easy to get. You know,
I need a few million dollars, build a rack and
do whatever. You shifted all that to op X, right,
(13:45):
and you're paying for that on a monthly basis, and
you've got to be much better at how you plan
that usage and know what's coming. And so it definitely
calls some I would say operational shifts, not only for
the technology team, but how you engage with your business
and your finance team. I can tell you definitely when
I was at Nike, you know, really there was a
big concern over and I was remembers kind of batting
(14:07):
with the CEO at one point about, oh, we're we
don't like a w S. We don't want to host
our workload there. The c SO the security officer had
a lot of concerns like your developers are going to
have this access to that and well, by the way,
they're a competitor, aren't they Amazon dot Com? So we
went through all of those kind of battles early on.
But I'll tell you retailers did not want to do
business for data, yes, and you know there's all the oh,
(14:29):
I'm just funding their work chest to compete with me,
or are they going to steal my customer data because
it's in their data centers. So I really had to
work through the legal side of it. One of the
hardest things to do is getting the enterprise agreement with
a WS and Nike gart It took me like six
months of legal finance, the c SO, the c i
O really getting everybody to kind of believe not only
(14:50):
that cloud WHI was right but that the way we
were going to do it. Who are we going to
choose was kind of the right partner there. Conventional thinking
says you have to pay more to get more. I
want the world, but T Mobile for Business uses unconventional
thinking to deliver premium benefits for better r o I
(15:11):
from customized five G solutions to three sixties support. We
help you reach your business goals right now, I want
it now, innovating to improve business today and tomorrow. That's
unconventional thinking from T Mobile for Business. Capable device required
covers not available in some areas some US require certain
planter features c T mobile dot Com. One of the
(15:35):
things you touched on earlier was this mission to help
athletes be their best, whether it's when they're actually competing
or performing or when they're recovering. Can you talk a
little bit about technology that goes into that. What's the
process of analyzing performance? Do you incorporate AI and machine
(15:59):
learning in to your approach when you're designing these solutions
for athletes? We do. I think measurement and tracking is
kind of a lane that we think about a lot,
and that is really comes down to currently, we have
a device, we have a chip in the shoe that
actually can record what you're doing and connects to our
our map, my suite of apps, and that gives us
quite a bit of telemetry on what's happening during a run.
(16:22):
We think there's a future evolution of how we can
start to learn more about, you know, kind of tracking
a workout or a fitness routine. And so we're exploring
lots of options thinking about what we can do not
only with machine learning, but really just what we can
do now with cameras right and what we can do
with machine vision and some of the things. There is
a wide open lane that we're exploring. But I also
(16:43):
think there's other things that matter so much more, and
we always have conversations about things like heart rate. The
challenging part to me is to go beyond measurement and
to really work with our sports science teams to figure out,
but what are the experiences that we want to be
able to create. To me, that's the harder working. That's
the area I'm excited about that. I don't think that
we've done enough, and we can achieve a certain level
(17:04):
of measurement and data collection, but I'm much more excited
about figuring out what are the ways that we can
kind of interrupt your experience, either before you're gonna go
on a run or after from a recovery perspective, things
that you might need to do that you may not
know you need to do. That's where I think all
of the content and really using the data to drive
a behavioral change that would improve an athletes performance is
(17:27):
the open kind of lane for us that we're thinking about.
To me it comes down to content, comes down to coaching,
comes down to really leveraging what we know about athletes,
what we know about sports science, what we can measure.
There's what we can think about measuring for a consumer. Obviously,
in our product creation and design teams, the things we're
able to measure on a track, on the field in
a gym are exhaustive and extensive. That's where I think
(17:48):
a lot of our learning comes from about how to
create the products we're creating. The next step is to
figure out how can we intersect with that consumer and
their journey and their workout to really provide and added
value it's going to help them perform better. I mean, obviously,
the entire digital fitness trend has really been about the
quantifiable self I'm curious, are you also looking at ways
(18:13):
now that we have rollouts of five G technology where
we have these high throughput and low latency wireless networks
that are maturing. Are you looking into ways to leverage
that as well with tech in order to augment this
mission of creating the best products to help athletes perform
(18:34):
at their best. Yeah. Absolutely, I mean I think you
have to take advantage of everything that's out there from
that perspective, especially as we're talking about some of the
experiential things. An area that's really interesting to everyone right
now is a r v R. Right, what does the
meta universe look like for a fitness brand. I think
that's the lane where you still really start to become
dependent on that network and you have to really have
(18:56):
the ability to deliver a technical performance. And I think
that that's something that's across the board that again, just
one of the things that makes me tick is I'm
a performance chunky. You know, I want everything delivered faster,
rendered faster. I want every model run faster and every
report produced faster. That's something that's just always a KPI
across every team that I have to some degree is
(19:17):
how can we make sure that it's always moving faster
because technology, in my mind, should always be speeding up
and we should keep pace with that and never get complacent.
You know, we used to be happy with eight second
page load speeds, and then we got content with five
is the benchmark, and then we said, you're not in
business if you don't do three. But now it's sub second.
Everybody wants that page so second, Especially on a mobile device,
(19:38):
that's where the traffic lives. That's where people are connected,
and really that's where people are connected all day, and
I think in a fitness realm, that's what you're really
looking to do. People aren't carrying their laptop or their
desktop to the gym, and so whether you're on a track,
the opportunity to leverage that mobile device is still extremely important.
It's got to be performance, it's gotta be reliable, it's
got to work every single time, and it's gotta work
(20:00):
wherever you are right and the v R a R
example is perfect because obviously you need as little latency
as possible for that to become an effective tool for VR.
You need it so that you don't yack all over
the place if you turn your head and your point
of view changes a second later. That's no good. But
even for a R obviously it's only useful if it's
(20:20):
very responsive. I get really excited when I start thinking
about potential use cases for a are leveraging things like
a very high speed network, whereas you know a few
years ago, you wouldn't be able to manage that unless
you had a tethered connection, which obviously limits whatever implementation
you're thinking about. You're not going to be connecting your
(20:41):
phone to a massive computer that's like three ft away
from your treadmill or whatever. We're right now kind of
in the blue sky hypothesis phase of whatever the metaverse maybe,
and it's really exciting to talk to different leaders who
are ideating around that and trying to think of ways
that add value not just to the business but to
(21:04):
the user experience. Because it's undefined, it's hard to do.
And the other whole lane there that I'm truly passionate
about is it isn't just you know, from my role,
it isn't just our athletes. It's our teammates. That's our
word for our employees as teammates. And I think that
that's a transformation that hasn't happened the way it should.
Has video conference really changed that much in twenty years?
(21:25):
It really has it? It had gotten that much better, right,
And I really feel like that the way people work
is changing. I mean, obviously coming out of the pandemic
from us all being at home. In my world, we're
a highly distributed workforce, a lot of remote full time employees,
and to me, that's a huge lane to think about
how these types of technologies again keep people connected all
(21:46):
the time. I think about it just as much as
they do the athletes is I want my teammates to
feel like they're having experience with our brand and they're
able to connect and create culture, a sense of belonging
with the brand, even though you know they're all working
across the globe and around the country in a virtual environment.
I think that's a wide open area for innovation. We
talked about a R and VR and one of the
(22:07):
things I think that I'm most proud of what the
team did through the pandemic was early on in the
pandemic and credit this is right before I started, but
there was a decision made to begin creating three D
assets of all of our products, so before they were made,
we were going to actually make sure that we had
a three D asset of every single skew that we
were going to use. And the purpose for that was
because we knew that our sell in our go to
(22:28):
market cycle, especially with our wholesale partners, was going to
go completely virtual. We weren't gonna be able to meet
them in person. So we ended up partnering with an
innovation partner who was building a virtual retail product that
allows us to bring our customers into a virtual room
and look at all of the products for the next
season in a three D model, and that's continued to
evolve to where now we're actually able to say, hey,
(22:50):
you know, to one of our partners, we can render
your store and your shelves and your layout, and we
can show you what the fall product assortment's gonna look
like on your shelves in a virtual environment. And we
were able to bring them into these rooms where we
have just wall to wall screens and we can show
them that virtual environment there we're playing. You know, we
do have some headsets that we've been able to integrate,
but even just in a browser for people to be
(23:11):
able to go into a three D environment and see
the products, see what it might look like on their shelves.
I don't know that that's something we ever would have
got to without the pandemic. But what that's done is
it set us up for the future. We now have
those assets we're looking at, how do I bring all
those assets to my e commerce experience, you know, and
start to render three D models there. If I end
up in a virtual world, guess what, I have all
(23:32):
of these assets and they're in They're high quality renderings
three D of all of our products. So I'm really
excited about all of those lanes, especially for kind of
what I call experiential tech a r v R. Yeah.
What I find remarkable is the rate of success I've
seen in those changes. I mean, obviously it's succeed or
(23:52):
you might become irrelevant. So the existential thread was there,
but the innovation and the agility, the quick adoption of
new technologies and new approaches in order to have as
minimum a disruption as possible, knowing there was going to
be one but trying to minimize it. I love those stories.
(24:14):
But it also creates a new foundation to build upon
in the future. It does. The thing I'm most excited
about is the operational model that it changes that it
really is a disruption if you think about and again,
I've been around long enough to to see different I
T models. I think in the early world where a
large portion of your I T budget, your spend your
support with I T support making sure people had computers
(24:35):
and printers and the network worked and they had a camera.
That gets instituted, right. But what I love is how
much we're not walking around taking people's computers, like you
know what everyone's at home. You should know how to
set up your own computer. You should know how to
set up a network in your home, get on a WiFi.
You should know how to get a camera and a
microphone to work. Like I feel like that's something that's
really shifted, and that to me means we have a
(24:57):
more technically advanced workforce than we had, not necessarily just
before the pandemic, but definitely ten years ago. Because I
feel like that ownership of in order for me to
work and do my job, I have to be kind
of managing my own tech to a degree. My I
T company is responsible for making sure I have a device,
making sure that my account is provisioned. But we're not
(25:17):
having to go down and replace keyboards. They got coffee
spilt in them, and it was a cost. It was
a significant kind of ongoing operational effort, and we still
have I T support. I don't want to say it's
gone away, but I do think this idea of a
more across enterprises, brands that haven't always been viewed as
you know, technically strong companies, like everyone's having to be
(25:37):
a technologist to some degree in this day and age.
Before I could let him go, I had to ask
Danny one more thing. We talked about metrics in this episode,
but how do you measure success? Well, I do look
at a principle of approach. So there's our business objectives
(25:58):
and goals, which we say we're aligned with a business
that we have to achieve certain goals throughout the year.
But on the technology side, there's a list of things
that we really care about that are what I call
our principles that don't change year over year and associated
with those principles as a set of metrics. Right, just
to give an example, some of those principles to me
are secure architecture, user experience, data completeness, strategic partnership. All
(26:22):
of these principles that we've called out, we've knowed it
down to six. I try to keep it small. I
could always have ten on my mind. But I've always
worked with a team to say, let's pick some things
that we stand for outside of achieving our business goals
as a technology organization. What are the things that we
stand for, and how do we measure success against those things.
We track all the things with the business, obviously revenue,
everything from conversion to article activation times to how quickly
(26:45):
we can process transactions and collect payments and ship and deliver.
All those things matter, and we align with our business
on those. But if we do those and we don't
pay attention to what I like to call the important
technology principles, and we slip on something like cyber security,
all we slip on making sure that data is complete
and whole on quality. I think those are things we
(27:05):
have to measure ourselves against you over year, and so
when I look at success, I'll look at a combination
of the alignment that we have on the business objective
goals and how we're contributing to those, as well as
how are we measuring ourselves against the principles that we've
decided as a technology leadership PAM are important to be
a world class technology organization. Thank you Danny so much
for joining the show. Thank you Jonathan for having me
(27:27):
really enjoy the conversation. Thanks again to Danny Miles of
under Armour for joining the show. I admired Danny's proactive
approach to tackling problems, finding solutions, and then implementing them.
I also like his philosophy that while you should be
proud of the work you have done, you should always
(27:48):
strive to do better. And it's exciting to think about
the tech that is transforming under Armor right now. I'm
very curious to see what the next generation of technological
innovation brings to the comp and its products. It's fascinating
because I've seen over and over how the combination of
athletic skill and technological innovation leads to breaking world records
(28:10):
and setting new standards for athletic performance. And yet I
keep finding myself thinking, well, that's it, that's the best
we can be, only to be proven wrong. The limit
does not exist, it would seem. I expect we'll see
more mundane items become high tech over time. Some of
those will likely be specialty equipment for high performing athletes,
(28:30):
some of it might be more for you know folks
like me who aren't. But beyond all that, the elements
that make that innovation possible in the first place are
already there. With compute power, wireless networks and the right
team in place, a company can innovate in ways that
will make operations more efficient, it will be able to
(28:52):
respond to dynamic situations in an agile way, and of
course they can find new ways to delight their customers.
Thanks for listening to the restless ones. Be sure to
check back for future episodes. We're all talk with more
restless leaders in the tech space. I'll see you then.
(29:15):
T Mobile for Business knows companies want more than a
one size fits all approach to support. I want the world,
so we provide three sixty support customized to your business.
From discovery through post deployment. You'll get a dedicated account
team and expertise from solutions engineers and industry advisors already
right now. I want it now, three six support that's
(29:39):
customized for your success. That's unconventional thinking from T Mobile
for Business
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