When Lululemon Athletica Inc. announced on November 24, 2025, that Celeste Burgoyne would step down after 19 years, it wasn’t just another leadership shuffle — it was the end of an era. Burgoyne, who joined in 2006 as the company’s first U.S. general manager, leaves on December 31, 2025, to become Executive Vice President and Chief Revenue Officer at Vail Resorts. Her departure comes as Lululemon grapples with its steepest sales slump in a decade, with shares trading near a 52-week low of $159.25 — down nearly 57% since January. In her place, Lululemon promoted André Maestrini, previously head of international, to the newly created role of President and Chief Commercial Officer, giving him full control over global sales, stores, and digital channels.
From Store Manager to Architect of Growth
Burgoyne didn’t just work at Lululemon — she helped build it. When she arrived in 2006, the company had fewer than 10 stores. By the time she left, it had exploded into a $10 billion global brand with more than 750 locations. She wasn’t just overseeing expansion; she was shaping culture. Her hands-on approach to guest experience — training staff to remember customers’ names, pushing for inclusive sizing, and insisting on yoga mats that didn’t slip — became part of Lululemon’s DNA. She became the company’s first President in 2020, a sign of how deeply embedded she’d become. Colleagues called her the quiet force behind the brand’s emotional connection with consumers. And now, she’s walking away.
Maestrini Steps In — But Can He Fix What’s Broken?
André Maestrini isn’t a newcomer. He joined Lululemon in 2021 after 14 years at Adidas, where he helped turn around underperforming regions in Europe and Asia. He’s known for operational rigor and data-driven decision-making — a stark contrast to Burgoyne’s more intuitive, experience-led style. His mandate? Consolidate global strategy under one roof. No more silos between North America, Europe, and Asia. He’ll now oversee everything from product launches in Shanghai to store layouts in Toronto. But here’s the twist: he’s being asked to revive a market — North America — that’s been losing steam.
Analysts at Needham and Jefferies aren’t sugarcoating it. Tom Nikic of Needham said Burgoyne and former Chief Product Officer Sun Choe — who left in 2024 — were "two of the key architects" of Lululemon’s rise. Losing both, in the middle of a sales slump, feels like losing the architects while the house is on fire. Jefferies still rates the stock "Underperform," with a $120 price target. The market’s sending a message: investors are nervous.
Why This Matters to Every Athleisure Consumer
You might think, "It’s just corporate reshuffling." But it’s not. Lululemon’s struggles reflect a broader shift. The "athleisure" boom? It’s fading. Consumers are trading up to premium brands like Aritzia, or down to affordable alternatives like Target’s All in Motion. The yoga pants that once felt like a status symbol now sit in drawers alongside last year’s trends. And Lululemon’s product pipeline? Analysts say it’s been too focused on hype over function. Burgoyne’s legacy was emotional loyalty. Maestrini’s challenge is rebuilding trust with practicality — better fabric tech, more inclusive sizing, and fewer overpriced $$248 leggings that don’t deliver.
Even CEO Calvin McDonald admitted the brand has lost touch. "We’re overhauling product design and development," he said, hinting at internal chaos. The company’s recent launches — like the new "Align 2.0" — have been met with mixed reviews. Some customers say the fabric is thinner. Others complain the waistbands roll. Small things. But in a market where loyalty is fragile, small things become big problems.
What’s Next for Lululemon?
Maestrini’s first test? The holiday season. If sales in North America don’t stabilize by January, pressure will mount. He’ll need to move fast — rethinking inventory, pricing, and marketing. He’s already hinted at deeper integration between digital and physical stores. Imagine: scan a product in-store, get a personalized video from a coach recommending complementary gear. That’s the kind of innovation he’s known for.
Meanwhile, Burgoyne’s move to Vail Resorts is no accident. She’s trading yoga mats for ski lifts — but the playbook is similar. Both are lifestyle brands built on community, experience, and premium pricing. If she can replicate Lululemon’s magic at Vail, it’ll be a masterclass in brand translation.
The Human Cost of Corporate Change
Behind the numbers and stock charts, there’s a human story. Burgoyne didn’t just manage teams — she mentored them. One former store manager told me she still keeps a note Burgoyne wrote her in 2012: "You don’t sell leggings. You build confidence." That’s the kind of legacy no quarterly report can capture. Maestrini may drive revenue. But can he inspire the same kind of devotion?
Lululemon’s next chapter won’t be written in spreadsheets. It’ll be written in how customers feel when they walk into a store — or click "add to cart." The brand’s soul was shaped by Burgoyne. Now, it’s up to Maestrini to decide whether to preserve it… or rebuild it.
Frequently Asked Questions
Why is Lululemon losing so much value in 2025?
Lululemon’s stock has dropped nearly 57% year-to-date, trading near $159.25 — its 52-week low — due to slowing North American sales, increased competition from brands like Aritzia and Target, and what analysts call "athleisure fatigue." Consumers are rethinking premium pricing for workout gear, especially as product innovation has slowed since the departure of key executives like Celeste Burgoyne and Sun Choe.
What does André Maestrini’s new role actually mean for Lululemon’s operations?
Maestrini now oversees all global regions — North America, Europe, Asia Pacific, and China — under one commercial leadership structure. He controls everything from store design and digital sales to product launches and inventory. This consolidation is meant to eliminate regional silos and align strategy across markets, especially critical as Lululemon tries to revive its lagging U.S. business while growing in Europe and Asia.
How did Celeste Burgoyne help build Lululemon’s brand identity?
Burgoyne pioneered Lululemon’s customer-first culture, training staff to build personal relationships, pushing for inclusive sizing before it was trendy, and insisting on product quality over hype. She helped grow the company from under 10 stores to over 750 worldwide and was instrumental in making Lululemon synonymous with premium, community-driven fitness apparel — not just clothing.
Is Lululemon’s product quality declining?
Some customers and analysts report a noticeable drop in fabric durability and fit consistency, particularly with newer releases like the Align 2.0 leggings. While Lululemon hasn’t officially acknowledged this, the company is reportedly overhauling its design process — a sign that internal feedback confirms quality concerns are impacting customer loyalty and repeat purchases.
Why did Burgoyne leave for Vail Resorts?
Vail Resorts is a luxury lifestyle brand with deep emotional ties to its customers — much like Lululemon. Burgoyne’s expertise in building community-driven, premium retail experiences makes her a natural fit. Her move suggests she’s seeking a new challenge in a similar space, not retirement. It also signals confidence in Lululemon’s ability to move forward without her.
What’s the biggest risk for Lululemon right now?
The biggest risk is losing its emotional connection with customers while trying to fix operational issues. Maestrini can streamline supply chains and boost digital sales, but if shoppers no longer feel Lululemon understands their needs — or values their lifestyle — even the best product won’t save them. The brand’s soul, built by Burgoyne, is now its most vulnerable asset.
