“Shubin is the perfect match for La Jolla Group and the right leader for the journey we are embarking on with True Love & False Idols,” commented Bost. “His understanding of the streetwear sector, combined with his business relationships, charisma, and overall positive spirit are all attributes that will make him successful in this position. We are excited for what will undoubtedly be a fun and successful venture.”

A Southern California native, Shubin has worked in the fashion and action sports industries for more than 20 years, and has become known by his peers as “the brand builder.” Most recently, he has consulted for CLASS and the Nielsen Group on the launch of CLASS@ASR in San Diego, CA; and managed various international apparel brands looking to expand into the U.S. market, most notably, WeSC. While at WeSC, Shubin conceptualized and implemented all marketing efforts and product launches, streamlined alliances and established a nationwide retail presence.

Earlier in his career, Shubin served as VP of Marketing and International Sales at Ezekiel, where he worked closely with the sales and design teams to reposition the brand and increased sales by 300%. Prior to Ezekiel, Shubin was the Director of Sales and Marketing at Dwindle Distribution, home to 10 of the most influential brands in skateboarding, including Almost, Enjoi, World Industries, Blind Skateboards, Tensor, Speed Demons, Darkstar, and Droors. During his tenure, Shubin’s non-traditional marketing approach and deep global network helped build Enjoi and then launch Almost Skateboards into two of the most recognizable names in action sports.

Shubin added, “I am excited about the challenge of building an emerging brand with tons of potential – especially one with as much depth and DNA as TLFI. La Jolla Group’s solid infrastructure provides a great foundation to further this brand’s growth and product evolution.”

Undeniably, the overall business landscape has changed. Take all the ingredients of the recession and mix it with a consumer that has been introduced to “mad” technology and incentive driving shopping, and you get a picture of what doing business in the 21st century is going to look like. Based on ‘09, an emphasis on brand- and user-generated content, social media, digital marketing, and e-commerce to communicate with a consumer who expects quality for value are at the top of the list. Despite all of the change, the good news is that consumers are brand loyal and continue to buy premium brands and products. So, delivering compelling product and using these new tools wisely will drive sales of authentic action sports brands … I have a firm belief that out of recession, new opportunities are born — from the emergence of new brands to the creation of new partnerships. I am confident that a number of new brands will find traction and capture market share. This of course, will be at the expense of others and a degree of “branded consolidation” will continue through 2010. In addition, my mantra all year is that true partnerships between wholesalers and retailers are the reigning formula for success.

“LJG has built a versatile company with strong operational and service capabilities. This acquisition presents an incredible opportunity to enter new markets and build a young up and coming brand. It also marks LJG’s commitment to partnership with its retail clients [and] bringing “newness” to the retail floor.” - Toby Bost, CEO, La Jolla Group.

Over the next few weeks, LJG will announce the addition of a sales executive to grow the brand’s national account base that includes high-end specialty retailers, boutiques, and other distribution channels, and tap into opportunities in the international market. TLFI will be based out of La Jolla Group’s corporate headquarters in Irvine, CA, effective Monday, January 11, 2010.

Group Y Panel Discussion & Gathering
“Inside the La Jolla Group”
presented by FUEL TV

Thursday, December 10, 2009
La Jolla Group headquarters

Executive speakers will include:
+ Bill Bussiere , LJG President & CFO
+ Steve Ward, O’Neill VP of Marketing, All Categories and VP of Sales, O’Neill Men & Boys
+ Michelle Devine, O’Neill VP of Sales, Juniors & Girls
+ Ryan Rush, O’Neill VP Men’s M&D
+ Michael Tomson, Design Consultant
+ Ryan Divel, Lost VP Sales & Marketing
+ Ryan Hagy, Metal Mulisha Marketing

Panel moderated by Jim Shubin

More info & upcoming events at www.groupYnetwork.com

group Y Panel Discussion & Gathering; “Inside the La Jolla Group”

Watch it LIVE at 6:30pm on lajollagroup.com/live

presented by Fuel TV

Thursday, December 10, 2009
6:30pm - 10pm

La Jolla Group headquarters
14350 Myford Rd
Irvine, CA 92606 map

A panel discussion on the inner workings of the La Jolla Group (Rusty, O’Neill, Lost & Metal Mulisha), presented by group Y and FUEL TV.

Execs from the company will discuss various topics including: the dynamics of having multiple brands under one roof, developing and designing a collection from A-Z, the importance of maximizing athlete relationships to engage & influence brand perception and purchase behavior, and more. Guests are encouraged to mingle outside the discussion and enjoy complimentary drinks and appetizers – and a holiday gift bag at the end of the night.

Executive speakers will include:

* Bill Bussiere , LJG President & CFO
* Steve Ward, O’Neill VP of Marketing, All Categories and VP of Sales, O’Neill Men & Boys
* Michelle Devine, O’Neill VP of Sales, Juniors & Girls
* Ryan Rush, O’Neill VP Men’s M&D
* Michael Tomson, Design Consultant
* Ryan Divel, Lost VP Sales & Marketing
* Ryan Hagy, Metal Mulisha Marketing

Panel moderated by Jim Shubin

Registration

$25 pre-registration, $30 at door (cash only) CLICK HERE TO REGISTER
Doors will open at 6:30 p.m. Apps, drinks, beer and wine will be provided.

The panel discussion will begin promptly at 7:30 p.m.

group Y and La Jolla Group invite all those involved with the action sports, youth marketing, brand marketing, entertainment & communications industries to attend. College Students interested in action sports and youth marketing are welcome to join us.

PLEASE READ:
-Pre registration ends on Wednesday, December 9th at midnight. If you are not pre-registered and paid before it closes, you must pay the walk-up fee of $30–CASH ONLY–at the door.
-If you need a receipt for business purposes, please use pre-pay!
-If you have any other questions and/or problems with registration, please email us.

As CEO and Chairman of the Board at La Jolla Group, Toby Bost oversees the Metal Mulisha, O’Neill, Lost, and Rusty brands. When he lost one of his friends and best Metal Mulisha riders to an FMX accident earlier this year, he helped take the lead to establish the Lusk Legacy Foundation and signed on as a founding member of the Board of Directors for the new American Freestyle Motocross Association.

Full FuelTV Article here.

We caught up with Bost after the 1st Annual AFMXA Awards and amateur contest to find out more about his involvement with the AFMXA, his vision for the future of FMX, and the legacy he’d like to leave in honor of the life – and death – of Jeremy Lusk.
Obviously the Metal Mulisha is heavily behind the AFMXA, with you and Brian Deegan on the Board and Ronnie Faisst as the official spokesperson. Why was it important to you personally to take the lead as a Board member with AFMXA?

We all have a vested interest in the growth and evolution of freestyle motocross. Given the sport’s increased popularity, additional support was needed to keep it moving forward: i.e. structure and guidelines for organized events, corporate backing, better safety policies and procedures in place, attention to emerging talent. As CEO of a company leading the industry, it was important for me to be a part of the Association to help implement these things and support the future of the sport.

Is the AFMXA something that had been in the works previously, or did it fully spring from the death of Jeremy Lusk and the establishment of the Lusk Legacy Foundation?
Through Jeremy’s untimely death, we realized how little organization there was in the sport. We knew we could collectively make a difference in the areas of safety and education, and want to build a legacy that Jeremy and the sport can rest on.

What do you personally hope will be Lusk’s legacy in terms of the future of FMX?
The Lusk Legacy Foundation (LLF): a non-profit established to protect and support athletes and their families in the event of severe injury and/or death. It offers a support system that comes to the aid of riders that go through life changing experiences as a result of the sport. We can’t prevent accidents from happening, of course, but through the work of the AFMXA and the LLF we can cut down on the number of them and be prepared to respond in an appropriate manner when required.

Obviously there’s a lot of could’ve/would’ve/should’ve talk we could get into about Lusk’s death or any of the major accidents we’ve seen in FMX, but going forward, what do you see as the must-have goals to secure a future for the sport and the safety of the riders?

Short term: the goals are focused on better preparation in the event of an accident. This includes CPR/first aid training, medical consultation via a 1-800 number, and med evac insurance for all professional riders that join the AFMXA. Longer term: tackling the larger challenges that the sport faces. These may include standard equipment guidelines, race course standards, safety precautions at all events, and more stringent medical response requirements.

What was the thinking behind starting with an amateur event on November 7?
Freestyle moto is missing an amateur platform that nurtures and develops talent. To further advance the sport, it’s necessary to provide a safe environment where young international talent can compete. Through these competitions, we hope to develop professional athletes that move through an organized ranking system before going pro.

Now that the Dew Tour has essentially dropped FMX competition, do you see an opening for the AFMXA to bring its own pro events series?

I’m not going to rule out a pro event series. The AFMXA is dedicated to being “the voice of the riders,” so we will work with the athletes and sponsors to create the best possible scenario for everyone. There are definitely a lot of exciting possibilities down the road.
For the sake of shifting gears a bit…What’s on the horizon for Metal Mulisha? What are you personally looking forward to, in terms of the brand, riders, events, etc?

The Metal Mulisha is continuing to grow as a lifestyle brand. We have an authentic and extremely passionate audience that we want to continue to communicate with at the highest possible level via great products and content. There are so many things to be excited about going into 2010 – between freestyle moto, offroad trucks and MMA, the possibilities are endless. Look for a head-turning MM marketing campaign in 2010 that may be coming to a major city near you.

For more on the AFMXA, see our previous interviews with official spokesperson Ronnie Faisst, 2009 Lusk Legacy Rider of the Year Blake “Bilko” Williams, and founding member Nate Adams, and our complete list of winners from the 2009 AFMXA Awards.

Read the article here.

Toby Bost was just 36 when he became CEO of action-sports licensing company La Jolla Group, overseeing four wildly popular apparel brands – O’Neill, Lost, Rusty and Metal Mulisha. A sign of their success, and his: In July, the company’s headquarters moved into bigger digs. Still based in Irvine, the brands are now under the same roof, and the headquarters features skateboard ramps in hallways, basketball courts, a workout room, a retail shop and conference rooms named after popular surf spots.

“Growing up wakeboarding, skating, surfing, fishing – anything and everything outdoors – I knew it wasn’t my style to do something I didn’t have a passion for,” says Bost, who also serves as chairman of the company’s board of directors.

Bost landed at La Jolla Group in 1999, and by 2006, he’d been promoted to CEO. But he’s no newcomer to the action-sports industry – he’s been in it 15 years.

“No two days are alike, which is what makes my job entertaining,” Bost says. “It’s exciting to wake up and not know how the day is going to unfold. The more unpredictable the day, the more interesting it is.”

– Ashley Eliot

As models strut down the catwalk, flashbulbs pop and the thumping bass of techno music is drowned out by the shrill screams of hundreds of teenagers. In this crowded hall in Laguna Beach, California, four budding clothing designers are facing off. To determine the winner, the audience members will send a text message with their mobile phones to vote for their favorite design.

It might sound like a reality show, but it’s actually the high school internship program of La Jolla Group, an apparel company in Irvine, California. Every September, a handful of teens compete, each of them designing an outfit for O’Neill, La Jolla’s surf-inspired clothing line. The winner of the fashion show receives an internship at La Jolla Group, a $4,000 scholarship, free clothes, and a mention in Teen Vogue.

La Jolla Group’s CEO, Toby Bost, came up with the idea for the contest in 2007, because of a shortage of designers specializing in surf fashions. As the industry grew, he says, La Jolla and its competitors would frequently poach one another’s employees. “I knew that we couldn’t keep going on by pinching designers from each other’s backyards,” he says. “We needed to manufacture long-term talent by targeting students early and focusing them on a design career.”

Bost worked with Shelley Sheppard, the director of marketing for O’Neill, the company’s most popular clothing line, to develop the concept, which they dubbed Generation Next. Bost and Sheppard planned a six-month program that would culminate in a fashion show featuring O’Neill’s spring collection. They would pair four teenagers with their designers, who would guide them through the process of creating a beachy dress and a handbag for O’Neill’s junior line for women. Besides being able to form an early relationship with talented young people, there were other benefits to the contest. Working with teenagers seemed like a great way to get some insights about the company’s younger customers. “It gave us a chance to get inside the minds of our target audience,” Sheppard says. It was also a chance to drum up some publicity.

To find participants for the inaugural competition, Sheppard contacted career placement offices at nearby high schools in Southern California. Interested students were asked to write an essay about what fashion meant to them. Sheppard also contacted Teen Vogue. O’Neill had been advertising in the publication for several years, and the two organizations’ marketing teams had worked on some events together in the past. “They said yes right away,” Sheppard says. “From then on, our two marketing teams worked together.” Teen Vogue offered to co-sponsor the contest and began promoting it to some of its readers via targeted e-mails.

Thanks to La Jolla Group’s aggressive push — as well as a tough job market that has created a high demand for internships — the company received several hundred applications. One of them was from Rebekka Schuman, then a student at San Clemente High School in San Clemente, California. To Schuman, it seemed like the ideal opportunity to turn her interest in surfwear into a career. “It was like a light went off in my head,” she says. The O’Neill marketing team and designers narrowed the pile to 10 applicants and conducted in-person interviews. Then they chose four finalists, including Schuman.

The teens worked with the designers about three days a month for a few hours after school. They put together trend boards of fashions that inspired them. Then they created several sketches of their designs. After that, the employees showed the students how to input their designs into Adobe Illustrator and create a so-called technical package, which specifies the measurements and fabrics to be used in manufacturing. After the dresses were made at O’Neill’s factories, the teens did fittings with models.

Then the students focused on putting together the fashion show. That included promoting themselves and learning to be managers. Each of the contestants had to put together a team of 15 students from her high school: five to model clothes, five to help backstage, and five to help market the show by putting up fliers and using Twitter and Facebook to promote the event. One of the finalists even persuaded the cheerleaders at her high school to do catchy chants during football games. Building a team wasn’t just about choosing friends, says Schuman. “I asked people who I didn’t really know personally but who I thought would be perfect models or marketers,” she says. “Everyone I talked to thought it was a really cool thing to be involved in.”

Maybe it was cool, but participating in the contest was time-consuming, for both the students and the employees. “Besides this program, the girls had other activities like sports and clubs, and we didn’t anticipate how difficult it would be to coordinate meetings,” Sheppard says. “Our staff ended up working with them on weekends and late nights, which meant lots of extra hours for them.” Schuman says the days leading up to the show were stressful as she and the other students worked several hours a night after finishing their schoolwork.

In the end, the effort was worth it. On the night of the fashion show in 2008, more than 500 people packed the exhibition hall. The turnout and enthusiasm were beyond anything La Jolla Group had expected. Schuman won for her white eyelet dress and faux leather metallic bag. Although there was only one winner, all the teens walked away with an impressive portfolio of designs and an insider perspective on La Jolla Group’s industry. “The contest is creating talent for the next generation in surf design,” says Bost. “My vision is that this talent will come work with us in the future and design some great lines.”

It’s too soon to see the program’s long-term results, but the company received a record number of applications for its 2009 program and was able to get even more students involved by holding a pep rally at each of the finalists’ high schools and providing buses to transport students to the venue to cheer their classmates on. Plus, three of the four contestants from 2008, the first year of the contest, have gone on to study fashion design, including Schuman. She recently started her freshman year at the Fashion Institute of Technology, a design school in New York City, and says that Generation Next altered her college plans. “Before, I was looking at going to local California colleges and wasn’t sure what I wanted to focus on,” she says. “The experience helped me discover a love for this industry, and now my goal is to build a career in it.”

Check out the article here.