DannijoPro appointed Pat Geraghty as chief executive after sales quadrupled in the 24 months ending December 2024. Geraghty, who spent two decades in healthcare operations at companies including UnitedHealth and Aetna, replaces the founding structure where sisters Danielle and Jodie Snyder split operational duties. The Snyders remain as co-founders and retain board seats. The company declined to disclose revenue figures or current valuation.
The appointment follows a period where DannijoPro shifted from accessories into performance sportswear with price points between $68 and $198. The brand launched tennis skirts, golf polos, and pickleball sets designed for what the company calls "sports-social" occasions—country club matches, resort wellness retreats, yacht club tournaments. Wholesale accounts now include 38 specialty retailers and 12 resort pro shops across Florida, California, and the Hamptons. Direct-to-consumer sales account for 64% of revenue, with repeat purchase rates at 41% within six months, according to company data provided to trade press.
Geraghty's healthcare background is relevant here. His last role was chief operating officer at Bright Health Group, a Medicare Advantage insurer that filed for bankruptcy protection in March 2024 after burning through $3.2 billion in venture capital. Before that, he ran network operations for Aetna's employer group business, managing vendor relationships and margin optimization across 18 million covered lives. The Snyders are hiring him for exactly that skillset: procurement discipline, inventory turns, and margin expansion as wholesale partnerships scale. The company is preparing to onboard 60-80 new retail doors in the next 12 months, which will require tighter purchase-order forecasting and better sell-through visibility than the DTC business demanded.
The sisters launched DannijoPro in 2022 as an offshoot of their jewelry brand Dannijo, which they sold to Sequential Brands in 2019 for an undisclosed sum before buying it back in 2021 when Sequential entered bankruptcy. The sports line started as 14 SKUs sold through Instagram. It now carries 107 SKUs across four seasonal collections. The brand's aesthetic is preppy-minimal: solid colors, piped seams, monogrammed zippers. It competes with Tory Sport, Varley, and Outdoor Voices for share of wallet among women who spend $800-$1,400 annually on activewear but want pieces that work at the club, not just the gym.
What operators should watch: DannijoPro will likely raise a Series A round in Q2 or Q3 2025, sizing between $8 million and $15 million if the wholesale expansion holds. Geraghty's first priority will be implementing an enterprise resource planning system to handle multi-channel inventory—the company currently runs on Shopify Plus with Excel overlays for wholesale. The second priority is hiring a head of wholesale operations, likely someone with experience at Tory Burch, Tuckernuck, or a similar brand that manages both DTC and specialty retail at scale. If repeat rates stay above 38% and wholesale doors exceed 90 by year-end, the brand becomes an acquisition target for Authentic Brands Group or a portfolio play for a firm like Strand Equity, which specializes in women's lifestyle brands with $20 million-$60 million in revenue.
Geraghty starts February 3. The company is moving its New York headquarters from a 1,800-square-foot Soho walk-up to a 4,200-square-foot space in the Garment District with room for a showroom and 12-person team.
The takeaway
Sports fashion label DannijoPro hires healthcare executive as CEO after **4x** sales growth, signaling professionalization ahead of wholesale expansion and likely Series A.
Editorial & Disclosure Notice: This article was written with artificial intelligence from public sources and is published without individual human review. Artificial intelligence and other digital tools are also used for research, analysis, editing, formatting, and production. Errors, omissions, outdated information, or inaccuracies may occur. References to companies, brands, products, services, organizations, or individuals are for informational and editorial purposes and do not imply endorsement, sponsorship, affiliation, partnership, or approval unless expressly stated. All trademarks and other intellectual property remain the property of their respective owners. Opinions, analysis, estimates, and commentary are informational only and should not be construed as financial, investment, legal, tax, medical, procurement, or other professional advice. Information may be corrected, clarified, or updated after publication. Corrections or removal requests: jenny@pops4.com.
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