Boston-born Dominic Farrell was invited to assume a leadership position at ‘47 in September 2020 during a time of upheaval for the sports lifestyle brand. The economic impact of COVID-19 had thrown the sportswear industry into turmoil, raising concerns about the company’s viability. Numerous employees had been laid off, and as the threat of closure loomed overhead, Farrell took on the challenge with a definitive goal to restructure without constraints.
“At that moment, there were no established expectations,” he explains. “The organization was nearly 75 years old, yet it could be reimagined with an entirely new aesthetic, ethos, and culture that had never been seen before.”
Farrell has always had a passion for sports. As a child, he proudly wore sports jerseys and collected trading cards. It didn’t take long for him to realize that a career in this field was in his future.
His journey in the sportswear sector began over ten years ago when he joined Adidas as a sourcing specialist. His proficiency in product business and strategy development pushed him up the ranks to eventually become vice president. When he was presented with the chance to transition to ‘47, Farrell was eager to apply his talents and redefine the atmosphere at the licensed sportswear company. He initially took on the role of chief operating officer and later became president.
“I perceived their brand as exceptionally robust, and I believed I could establish a strong rapport with the company’s owners,” Farrell reminisces. “It was something I genuinely yearned to accomplish—leaving my mark, especially in the aftermath of the pandemic. I recognized the untapped potential, and if we executed our plans effectively, it could evolve into a truly remarkable place.”
The inception of ‘47
The inception of the brand traces back to the dream of twin brothers Henry and Arthur D’Angelo, who immigrated to the United States from Italy at just 12 years old. These young visionaries embarked on their entrepreneurial journey by selling flowers, newspapers, and a variety of other goods.
After traversing the nation and selling American memorabilia, “they returned to Boston, amazed by the volume of pennants adorned with American flags that they had sold. They thought, ‘What if we started branding these items with Red Sox logos and selling those instead?’ This was the birth of the sports licensing industry,” Farrell explains. The name ‘47 commemorates the year the business was established.
Other sports franchises, notably the Chicago Cubs, took notice and became partners, skyrocketing the family business to success. Today, the company offers licensed clothing and gear for a diverse array of sports teams across baseball, football, basketball, soccer, and more.
“In the 1980s, they opened a wholesale operation to distribute not just to teams but also to retailers nationwide,” he clarifies. “It all stemmed from those two boys selling 2-cent newspapers after arriving in America, leading to what has transformed into a globally recognized brand.”
A fresh vision for ‘47
Motivated by the founding narrative, Farrell aimed to integrate that same entrepreneurial energy into the new branding strategy.
One crucial strategy involved enhancing employee morale. “We initiated a comprehensive engagement effort to reinvigorate employees and uplift the culture after the significant turmoil and disruptions caused by COVID,” Farrell shares. “This led to a revitalized culture prioritizing individuals—considering their needs and ideas.”
Another initiative focused on engaging directly with consumers after years of primarily serving businesses. “Together, [these efforts] revitalized the company by rekindling the passion of our employees, which resonated with consumers eager to learn more about ‘47 and eventually becoming loyal followers of the brand,” he notes.
While Farrell prefers not to disclose specific figures, he remarked that “we’ve achieved significant success that has far surpassed our initial expectations in reaching those consumers in a manner that feels authentic—for us and for them.”
In a sportswear sector predominantly led by men, female consumers have frequently been neglected. Farrell emphasizes that instead of merely “shrinking and pinking” men’s apparel, ‘47 aspires to create clothing that genuinely addresses the desires and needs of female fans. This includes optimizing photography, styling, and sizing for this demographic.
Charting the future course
The strategy of ‘47 encompasses more than just increasing sales numbers; it’s about connecting with the enthusiasm of their audience. Farrell contemplates the possibility of the brand someday exceeding its licensing agreements. “Consumers are passionate about ‘47 products. What if we developed more exclusive ‘47 items, or products without licenses, to reach a broader audience?”
As the first non-family member to take the helm of the company, he feels both honored and privileged to steer ‘47 towards new accomplishments, especially after the tough years of the pandemic. In just three years, ‘47 has expanded from 30 employees to over 250 associates. The privately owned company was also acquired by the lifestyle brand New Era this year, though both entities will function independently.
“Once individuals learn about the ‘47 story, it’s impossible not to develop a fondness for it and wish to be involved,” Farrell asserts. “However, we haven’t effectively communicated this to enough individuals over the past 75 years. Thus, our focus this year—and indeed for the next three years—is to find ways to broaden and amplify that narrative to a much larger audience. Because we are confident that once anyone comprehends it, they’ll become a lifelong fan.”
