Harley's Artie Starrs Era Strategic Plan - 'Back To The Bricks'
Following the introduction of a new 'RIDE' marketing platform last month, the 'MoCo' used the occasion of its Q1, 2026 Fiscals release to confirm an outline framework and some details of the new Strategic Plan that will come to define the Artie Starrs era.
Described as 'Back to the Bricks', the simple common-sense brand and balance sheet management it encapsulates could equally well be described as 'Back to Basics'. For the record the 'Bricks' that it references are the bricks with which the iconic Juneau Avenue, Milwaukee HQ was built.
The company first occupied the site on what was then called Chestnut Street in 1906. Following major expansions in 1910-1913, the iconic red-brick, multi-story factory was finished around 1926.
Added to the National Register of Historic Places in 1994, "Bricks" is the employee colloquial for that building and at a time when the decision has been taken to have staff return to office working and re-populate the building, 'Back to the Bricks' is both the sentiment and mission behind a statement unifies legacy values and planning for growth.
A strategy that is intended to "restore performance and deliver profitable growth" by leveraging "Harley-Davidson's competitive advantages to restore volumes and build a platform for value creation - targeting over $350m of HDMC EBITDA in 2027."
Artie Starrs, President and CEO of Harley-Davidson went on to state that "having defined the motorcycle industry for more than 123 years, Harley-Davidson remains one of the world's most iconic and respected brands. 'Back to the Bricks' builds on our core strengths and competitive advantages, harnessing the passion of our riders to deliver profitable growth for the Company and both our dealers and shareholders.
"This next chapter in Harley-Davidson's evolution is already underway, and early momentum reinforces our confidence in the significant opportunities ahead. As we drive towards this new phase of growth, we remain committed to the craftsmanship and dedication that define our brand - while delivering meaningful value to the Company for our riders, dealers, and shareholders alike."
Quoted directly from their May 05 release, 'Back to the Bricks' is built on five key pillars:
A deep appreciation of Harley-Davidson's competitive advantages and legacy: The Company's iconic brand, diversified and powerful revenue channels, and best-in-class dealer network provide a powerful foundation for growth.
Renewed commitment to exclusive dealer network to drive enterprise profitability: Harley-Davidson's dealers are a competitive advantage. The Company is planning actions to enable dealers to double profitability in 2026 and then double it again by 2029.
Immediate actions to recapture share in areas where Harley-Davidson has the right to win: Harley-Davidson has strong legacy equity in existing markets including new motorcycles, used motorcycles, Parts & Accessories, and Apparel & Licensing. The Company's new strategy is focused on positioning the Company to regain share and drive meaningful volume growth in categories where it benefits from credibility, scale, and deep rider connection.
Strong financial position with a path to stronger free cash flow and EBITDA margin: Cost and restructuring actions already underway support a path to stronger free cash flow and EBITDA margin over time.
Bolstered management team with balance of fresh perspectives and institutional knowledge: Harley-Davidson has made a number of leadership appointments that support the Company as it leverages its innate strengths.
Financial Targets
The Company is targeting more than $350m in EBITDA in 2027 for Harley-Davidson Motor Company (HDMC), with additional future upside through execution against Harley-Davidson's strategic priorities.
Defined by Artie Starrs as a three-to-five-year timeframe, over the medium term, Harley-Davidson is targeting:
Mid-single-digit compound annual growth rate (CAGR) for HDMC retail unit growth - namely, rather than trying to make more from less, Artie Starrs wants to make more from more.
HDMC gross margin of 25-30%; mid-single-digit CAGR for HDMC Parts & Accessories and Apparel & Licensing growth; HDMC operational expenditures of less than 20% of sales and an HDMC EBITDA margin of 10-12%.
Highlights of that strategy will see a big win for dealer demand with an MY 2027/2028 return for an air-cooled Sportster (starting at $10k), with domestic US units being made at the York, Pa. Facility.
Before then will be a much-anticipated debut for the Sprint. Still expected to be based on the Hero MotorCorp, India developed X440cc oil-cooled single, it is slated for release at some stage of the 2027 model year and while it is thought likely to have a sub $10k entry level price-point, giving it breathing room beneath the pricing of the new Sportster, it is not now expected to hit the sub $6k mark that Jochen Zeitz had projected last summer.
Harley will build on the recently announced new 'RIDE' marketing platform with a focus on accessibility (Starr's preferred way of referencing a more nuanced affordability concept).
He is also keen to emphasise dealer profits, especially through parts and accessory revenue streams that will no longer the 'Cinderella' but a major source of opportunity for Harley, for dealers and for riders alike.
Indeed (with what, in the May 05 Investor Call appeared to be confirmation that aftermarket P&A will get a fairer shake when it comes to authorized showroom access and inventory), and customizing with a recalibration of "blank canvas" model offers to stimulate P&A and individual personal expression.
The re-focus on the importance of the dealer network is something that Artie Starrs has flagged ever since he first visited Maverick Harley-Davidson in Carrollton, Texas in mid-2025. Long before news of his impending appointment had started to circulate, he enrolled in their Riding Academy Motorcycle Training Course, earned his license, and purchased his first Harley from that dealership.
Ensuring that the dealer network is financially healthy and has the right number of the right motorcycles in a broadened and deepened product offering is being widely welcomed. Starrs has stated that in recent years Harley's dealers have had to inventory "too many of too few motorcycles" on their showroom floors.
The recalibration of what unit "lifetime value creation" looks like makes this is a strategic plan whose time has come. Starrs also added that he and his team are "relaxed" about the mixed network they have inherited and are happy to see family-owned stores thrive alongside the chains.



























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