Staff cut at Nike signals the next chapter in CEO Elliott Hill’s ambitious turnaround plan. The athletic apparel leader confirmed that fewer than one-percent of its corporate roles will be eliminated under a strategic realignment designed to sharpen its performance edge across key categories such as running and sneakers, as well as to reignite retailer partnerships and strengthen its physical retail presence globally. This latest move follows a February 2024 downsizing of around 2 percent—more than 1,600 roles—as the company sought to trim costs amid waning demand.
As of May 31, the Beaverton-based sportswear giant employed approximately 77,800 employees worldwide, spanning retail and part-time staff—a figure that underscores how modest the corporate trimming is in scale. Notably, Nike reaffirmed that the reductions will not extend to its EMEA divisions or its Converse brand, ensuring those operations remain untouched.
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Under Hill’s leadership, announced in June, the company has begun the transformation from organizational silos—previously divided by gender and category—into “sports-obsessed teams” structured around individual sports and athlete needs. This reorganization prioritizes agility and a stronger connection to both athletes and consumers, moving further away from lifestyle-driven strategy and refocusing on performance innovation.
Complementing the workforce changes is a strategic shift in Nike’s supply chain: reducing reliance on manufacturing in China for U.S. markets to mitigate escalating tariff pressures. The action underscores how operational and market forces are informing its broader “sport offense” strategy.
While exact figures remain undisclosed, internal communications—reported by The Business of Fashion—indicate employees received notices via memo on August 28, outlining that some team members will transition to new roles or leaders, while a small proportion will part ways. The memo emphasized that the realignment aims to “connect more deeply with the athlete and the consumer,” set the foundation for a winning next chapter, and supports the creation of “the most innovative and coveted product” for every athlete served.
These actions come as Nike navigates external headwinds, including slowing demand, margin pressures, and increasing competition from brands like On Running and Hoka that are rapidly gaining market share. In this context, Hill’s renewed emphasis on sport—not lifestyle—may be the decisive edge the company needs to reclaim its market leadership
