Mission: Delta Galil’s mission is to continue our tradition of global leadership in high quality apparel and socks and commit ourselves to promoting universal ideals of community and service.
We create products that make people feel stylish, comfortable and ...
I have been working at Delta Galil Industries Ltd. full-time
Over the couple of years since Delta Galil acquired 7 for all Mankind and Splendid, there have been a significant amount of changes, on par with what you’d tend to expect following an acquisition of struggling brands. It has been very difficult on employees and that is always the hardest thing when a company is forced to make sweeping changes to make itself viable and profitable again. Over the past year the future leadership of the company has been put into place: a new CEO for Delta Galil Premium Brands; new Creative Directors for both brands; new people in production making big changes to the process; an outgoing CMO with a new one yet to be hired; a new head of DTC and ecommerce team; and the list goes on. And as you’d expect, with changes in leadership comes changes in process, increased expectations, and at times ambiguity. There are some people who can get on board with changes like these because they are able to put their ego and emotions aside in favor of the opportunities which lie ahead. And then there are people who reject change in favor of trying to preserve legacy, even if that legacy resulted in very poor business performance. New leadership has made a big effort to root out toxicity anywhere and everywhere it exists across all organizations –– and there was a lot of it left over from pre-acquisition days –– in order to begin to reset the culture for the future growth of the company. Change has been one of the only constants over this post-acquisition period of time, but it is all being made for the better. The new CEO has a clear vision for where the brands are headed and has brought on top talent to help realize the vision. It has not been an easy time for most people involved, but things are absolutely headed in the right direction, which can be observed, if nowhere else, through strong business results.
The amount of change, while overall positive, has at the same time made it difficult for departments to prevent employee turnover, which can erode morale across teams and make it difficult for new leadership to implement new processes and programs to achieve their objectives.
Advice to Management
Delta needs to take a hard look at the severe lack of technology in place in most facets of the DGPB business which would help the brands run far more efficiently and in-line with modern business practices. It should also strongly consider investing in the customer experience as it becomes an increasingly strong direct to consumer player.
pretty smooth, they don't question you a lot but ask some general job related questions. There are three round of interview - with HR, the manager and the CEO in the end.
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