Anthony Scaturro

Vice President & GM

2024 – Present

Guide Surf Technicians, LLC. and its brands, Surftech and NSP, into the future, leveraging a legacy of superior products developed in collaboration with legendary board shapers and product developers. • Responsible for the management, operations, and execution of strategic plans to achieve and exceed business objectives for the Surftech and NSP brands Surftech and NSP) • Oversee sales and marketing teams to maximize performance and drive revenue growth. • Focus on driving overall growth and profitability while maintaining the highest standards of excellence, and customer satisfaction. • Ensure cohesive and streamlined communications and performance across cross-functional teams. • Foster an environment of operational excellence, driving efficiency and effectiveness in all areas. • Cultivate and manage relationships with key domestic and international accounts, strengthening partnerships with licensees to create value and meet stakeholder expectations.

Executive Vice President

2022 – 2024

Developed the U.S. market for CARVE Eyewear, expanding penetration in wholesale and B2C channels. • Recruited and trained a high-performance sales team increasing revenue 45% YOY. • Implemented marketing strategies resulting in wholesale growth and 98% increase in B2C YOY. • Expanded wholesale distribution with specialty, key accounts, DTC, and eCommerce. • Established and maintained strong relationships with key customers. • Managed cross-functional teams to ensure alignment and synchronization of relevant teams. • Analyzed KPIs to track sales performance, identify areas for improvement, and took corrective actions.

President

2020 – 2022

Established SP-Connect as a leader in mobile-enabled smartphone cases and mounting ecosystems. • Recruited and trained a high-performance sales team increasing revenue 45% YOY. • Implemented marketing strategies resulting in B2C growth of 98%. • Expanded wholesale distribution with specialty, key accounts, DTC, and eCommerce. • Established and maintained strong relationships with key customers. • Managed cross-functional teams to ensure alignment and synchronization of relevant teams. • Analyzed KPIs to track sales performance, identify areas for improvement.

Consultant / Brand Strategist, BIC Sport

2017 – 2021

Led business development and global brand expansion for SIC Maui, a division of Tahe Outdoors, establishing SIC as a leader in premium water sports. • Set annual merchandising, technical and graphic design briefs. • Developed annual strategic marketing plan and managed internal and external marketing teams. • Managed product development and cross-functional teams ensuring timely product delivery. • Managed factory negotiations and global pricing. • Developed strategic marketing program to support go-to-market strategy exceeding revenue targets. • Implemented new technology platforms and line extensions improving competitive positioning and increasing market share.Led business development and global brand expansion for SIC Maui, a division of Tahe Outdoors, establishing SIC as a leader in premium water sports. • Set annual merchandising, technical and graphic design briefs. • Developed annual strategic marketing plan and managed internal and external marketing teams. • Managed product development and cross-functional teams ensuring timely product delivery. • Managed factory negotiations and global pricing. • Developed strategic marketing program to support go-to-market strategy exceeding revenue targets. • Implemented new technology platforms and line extensions improving competitive positioning and increasing market share.

CEO/President

2003 – 2017

Developed overall business strategy for Flow Sports, Inc. including brands Flow Snowboarding and SIC Maui. • Set annual budgets, pricing, and programs to achieve revenue and margin targets. • Led technical product development, merchandising, and marketing teams. • Managed supplier relations, pricing, and contract negotiations. • Handled legal matters, including athlete contracts, business agreements, IP, and products liability. • Achieved status as the second-largest snowboard binding brand gllbally and top 5 global brand in units sold all categories. • Established SIC as an industry leader, receiving numerous awards including “Brand of The Year.” • Managed the divestiture both Flow and SIC brand assets.

Associates

Associates

SIC Maui

I have spent 3+ decades at the helm of various companies. The responsibilities of the President and CEO, Brand Manager… revolve around more than operations, finance, and sales. You must have a vision for your brand, a story to tell, and technology to differentiate and elevate above your competitors. Your brand story and values are infused into and expressed through your products and delivered to the customer in the end-user experience. As a leader, it is your job to set strategic direction, guide your staff and give them the freedom to create, but it is also nice when you have the opportunity to create by your own hand. I have had the opportunity to design graphics for various products, like the SIC Raptor Wings pictured here. I am stoked to see it on water and flying high. 🙌🏼 🙌🏼

Flow Snowboarding

Flow - Against The Grain Cira 1995, Flow Snowboarding was born to Neilpryde Limited, which had commissioned an Austria team of engineers and designers to find an entry point into the snowboarding market. As Neilpryde was a windsurfing company and the team, avid windsurfers/designers, their inspiration came from the slip-in nature of a windsurf footstrap. The team introduced boots simultaneously, as the bindings required boots with minimal sole treads for low-friction entry and exit. Flow snowboards were introduced in 2002 to complete the package. While the brand was gaining traction in the freeride-centric market in Europe, it was a uphill trudge in the core market in the U.S. and Japan. Two-strap bindings were the thing, and the core did not like outsiders as is often the case. In the 90's, before running Flow, I owned a retail store called EZRider. Despite being a core snowboard and skateboard shop, we were an early adopter of Flow bindings. We, too, were pretty core, however, we were into technology, and Flow had a great story of power transmission and easy in and out. In 2003 I was recruited to run Flow. For similar reasons to John F. Kennedy, who wanted to go to the moon. "Not because it is easy but because it is hard." I believed in a mission, to make convenience and performance synonymous. I believed that Flow bindings were a better mouse trap and took on the challenge. The mission, to make Flow cool, relevant and gain acceptance from the freestyle riders where the growth was. Navigating the cultural resistance was an innovator's dilemma. The market was not ready, and to this day, there is still resistance despite the performance of Flow being equal if not better than two strap binding. Indeed, it is more convenient. We tried to be cool like other brands built on hype rather than technology. We signed some of the worlds best snowboarding athletes. We won Olympic medals and X-Games gold. We tried to be core and have edgy marketing. Then, one day, after extensive research, we realized we were aiming at the wrong target. We were growing and our studies showed that the "core" represented a small percentage of the actual consumer base. The story of Flow was about convenience, comfort, and performance. This value proposition resonated with a broad consumer base, and this base was much larger, more mainstream, than the "core" customer archetype. As we homed in on our unique value proposition and tailored our marketing to a specific customer profile, we saw exponential growth. We climbed to the second spot in global binding units sold and became a top five brands worldwide. In 2016, Flow was acquired by Nidecker SA, a strategic move that underscored our technology and strong global distribution network. Today, the snowboarding market is full of alternative "Speed Entry/Step-in/Convenience" systems, and thanks to Flow, who went against the grain to become a global success, a true disrupter, category maker, and market shaker.

Changing Tides - Flow to SIC

In 2012, the snow sports market faced tough times due to poor winters, declining participation, and challenging economic times. I was president and CEO of Flow Sports, and we needed a source for additional revenue that was also counter-seasonal to the snow business. Flow Snowboarding was the creator of "speed entry bindings" so innovation was at the brands core. At the time, stand-up paddle boarding was starting to boom, so I set out to find a brand to acquire rather than starting from scratch. After nearly a year of searching, I was introduced to SIC Maui's founder and master shaper, Mark Raaphorst. Mark was one of the pioneers of SUP and who was building the fastest, open ocean/channel-crossing boards, which nearly every elite athlete, regardless of sponsor, was paying out of pocket for a SIC to race in the M2O and Maui2Molokai. SIC was not yet a "real brand" but a pioneer with a rich and authentic heritage. Its founder, Mark Raaphorst, was the epitome of innovation in shaping and design, however, his passion lay in shaping and innovating, not in the business. Just as much as I sought a brand with pedigree, authentic roots, and a story to tell. Our goals aligned, and Flow Sports acquired SIC from Mark. Over the next 5 years, we set out and built SIC into the best brand in the business. From 2012 to 2017, we won brand of the year multiple times and received many awards for our race, touring, and recreational boards. We expanded the technology offering beyond the expensive carbon composite to lower-cost fiberglass and inflatable constructions. A few years later, we launched a surf collection followed by a range of foiling products. The brand was now covering three disciplines, various constructions, and price points. It was fast becoming one of the leading premium brands in the world. SIC's success caught the attention of BIC Sport in Vannes, France, a leader in thermoforming technology for surfboards, SUPs, and kayaks dominating the mid-lower price point at retail and rental markets. The goods were not cheap in quality but were an economical and eco-friendly way to build lower-cost products. They were best-in-class for their price position. They also had a very strong global distribution network, which gave watersports enthusiasts around the world access to the SIC brand. In 2017, we ended up licensing and eventually selling SIC to Tahe Outdoors, who had purchased SIC while under license to BIC as part of a pre-negotiated license with an option to buy. This acquisition opened up new technology platforms to SIC. It allowed SIC to build boards at lower price points using BIC/Tahe's thermoforming technology, which significantly increased sales. This move arguably made SIC the top premium brand and leader in sales units with more accessible prices and distribution. To see the brand continuing to thrive today gives me great pleasure. It is one of my favorite projects, and I will always be proud to have led it.