Fine for a part time retail gig. Don’t recommend working at the store level full time if you want to keep your sanity. - Anonymous employee Vuori Employee Review

Until the company establishes standardized and consistent leadership training, transparent frameworks for internal employee development, refines operational processes, and takes a more measured approach to new store openings—ensuring adequate product allocation and smoother operation of existing stores, etc.—I would NOT recommend working here as a full-time sales associate. The relentless pursuit of rapid expansion and an IPO overshadows the need for internal employee growth and efficient operating systems. It might be worth considering working as a Lead or ASM since you're obviously paid more. However, in my opinion, the compensation is lacking, considering the company's high valuation and the administrative workload you have to juggle while managing associates on the floor amidst short staffing due to call-offs and payroll constraints. I've witnessed it burn out several of my colleagues. If you’re able to negotiate more money as a Lead/ASM at the store level, then it’s worth it. - Poor COMPANY Culture - Company is barely doing the bare minimum at HQ as far as DEI goes. The company culture promoted from the top down is poor. Nothing seems to be being done to improve or establish a good company culture, creating an environment where employees feel unappreciated. Dysfunctional systems and processes. HR could use serious improvement at the store level, they’re really just primarily shielding the executive level. Many store team members are afraid to speak up about their negative experiences for fear of repercussions. There is no oversight on store operations from HR. - Inadequate Support from HQ - HQ fails to adequately support store-level leadership in two ways: either by failing to provide essential information and support altogether or by delivering crucial details and directives at the last minute. This leaves store-level retail leadership consistently playing catch-up, reacting, and racing against the clock instead of having the ability to respond and execute strategically. GMs and SMs are often spread thin due to these challenges. Proper managerial staffing isn’t always possible due to payroll constraints, which further hinders processes leading to continued operational inefficiencies. - Training Disparities - GMs and SMs being spread thin result in inconsistent and insufficient training for new leadership. This trickles down, resulting in varied levels of preparedness among sales associates. Without more standardized onboarding procedures and proper staffing, the training manager is often forced to choose between supporting the team on the floor during a high-traffic day or thoroughly onboarding a new hire (new hire leadership as well), leading to inconsistencies in training quality. This lack of a structured framework places an undue burden on a few high-performing associates. Unfair work distribution affects job satisfaction and overall employee well-being. - Staff Shortages and Managerial Absence - Store-level managerial absences during critical times strain the team, impacting customer service and overall store efficiency. Inadequate support during these absences, such as managers assisting with NSOs or attending Leadership Summits, has led to challenges. Improving communication, delegation, and strategic planning are essential for better support during critical operational periods like staff shortages. Implementing measures for success, even without key leaders, is crucial for a resilient and effective retail operation. While it’s exciting and a great opportunity to be asked to help with new store openings— Constantly sending sales associates/leaders to new store openings without ensuring backfilling leaves home stores short-staffed, disrupting staffing balance at home stores and increasing workloads for remaining staff resulting in decreased customer service quality. - Lack of Proper Support - Home stores lacking proper support indicates a broader issue in the company's resource management, hindering overall performance and employee morale. - Employee Satisfaction Concerns - Consistently reallocating sales associates without addressing home store staffing may lead to dissatisfaction, decreased morale, and challenges in retaining skilled employees. Addressing this challenge requires a reevaluation of the company's staff allocation during new store openings, balancing support for new locations with maintaining staffing levels at home stores for sustained employee satisfaction and overall business success. This emphasizes the strain on retail sales associates at Vuori, highlighting the need for adequate compensation and support for those going above and beyond their responsibilities. High-performing full-time sales associates end up performing the duties of floor lead managers without proper compensation, while floor lead managers take on the responsibilities of assistant managers without adequate pay. Ensure fair compensation for employees and implement comprehensive training to distribute workload effectively. The pace and expectations for store-level employees needs to be reconsidered.