At Abercrombie & Fitch Co., open dialogue and continuous learning are fundamental to our culture. One example of this is the monthly “Learning with Larry” sessions—an hour-long forum where associates across the Supply Chain team can engage with Larry Grischow, our Head of Supply Chain & Procurement, to ask questions and gain insights into industry trends and complexities. These conversations create valuable opportunities for associates to engage directly with leadership, strengthen their understanding of the business and grow their careers in a supportive and transparent environment. Larry draws on his experience and approachable style to foster meaningful conversations—and recently shared why these monthly meetups are so important to him.
How long have you been doing “Learning with Larry” sessions?
Larry Grischow (LG): I can’t pinpoint exactly when we started, but it’s been several years now. It has been great to see how these meetings have evolved over the years into a valuable forum for learning, staying connected and team building. It’s become something I truly look forward to each month.
What was the inspiration behind these meetings?
(LG): We launched them with a clear intention: to foster a stronger sense of connection among our supply chain associates—connection to our brands, to our strategy, and most importantly, to each other.
At the core, the “why” was simple: we wanted to help our supply chain team feel more engaged and informed. These sessions are about bringing people together across shifts, locations and roles to learn from one another while strengthening alignment and belonging.
What goals do you have for these meetings, and what impact do you hope they have on associates?
(LG): Our goals are simple—we hope every team member that attends learns something new, makes a meaningful connection with someone new and also gets an opportunity to share something about themselves.
Is participation open to all associates, or is it limited to members of the supply chain teams?
(LG): The sessions are designed specifically for our global supply chain teams, and we structure the timing to accommodate a range of shifts and geographies. We also intentionally cap attendance at 15 people to keep the setting intimate and encourage open dialogue.
In addition, I and my direct reports have participated in similar formats hosted by other functions—like Planning, IT, and Finance—through lunch-and-learns and cross-functional forums. These kinds of conversations are valuable no matter where you sit in the organization.
