Growing up in the Beehive State with its vast outdoor recreation resources, four siblings, and two business partner parents, Cade Perry was regularly exposed to his family’s retail operation. But he was never groomed for it in the traditional sense. He was given the freedom to discover his own passion for the business

Today, he is the 31-year-old CEO of Salt Lake Running Company (SLRC) and working to take the four-store operation to new heights. Cade carries on a tradition built by his parents Guy and Debbie Perry, who founded the business with steeplechase runner Kurt Black.

The elder Perrys, who have spearheaded SLRC’s growth since 1995, have relocated to Fort Walton Beach, FL where Guy has begun a 12-month, volunteer mission for The Church of Jesus Christ of Latter-Day Saints at Elgin Air Force Base. Guy and Debbie remain members of the board and ownership group, offering guidance to the SLRC strategy team.

“The truth is we never sat around at the family dinner table on Sunday eating and deciding how our children were going to run our business in the future. It’s a conversation that literally never happened,” recalls Guy Perry. “When Cade decided he might be interested, I was like, ‘Well, go look at other options, go on some interviews, get a job offer, and some more education.

“And are you sure you want to do this? Because the most important part about working in run specialty from my point of view is that this is where you want to be.”

The eldest of the three Perry sons, Cade has two brothers working on the vendor side of the business. Janse is involved in 3D design at New Balance. Denver is a Nike Ekin. Sisters Julia and Olivia are a cosmetologist and librarian, respectively.

Cade’s involvement at SLRC commenced in 2013 as a store cashier after his high school graduation. After a two-year LDS mission in Argentina from 2014 to 2016, he returned to SLRC for summers and holiday periods while a college student at Brigham Young University. He took over as SLRC footwear buyer in 2020, getting his first exposure to weekly sales data and trends.

“I knew then that I wanted to be in the business, so it was really getting behind the scenes that gave me the perspective that intrigued me enough to keep going,” remembers Cade.

He would remain the footwear buyer while simultaneously completing a two-year MBA program at the University of Utah. When Cade returned to SLRC full-time, he served as head of the operations buying team overseeing all footwear, apparel, and accessories purchasing. Fast forward two years. The chain’s CFO, Mom Debbie, trained her son in the financial and marketing processes, with Guy providing direction on the sales. Cade was named SLRC’s CFO in Jan. 2026.

What makes SLRC Special?

In a state of 3.55 million that is home to the ‘Mighty 5’ national parks (Zion, Bryce Canyon, Capitol Reef, Canyonlands and Archer), father and son concur on what makes the SLRC operation stand out.

“We have a desire to make a real difference in people’s lives,” opines Guy. “We have a belief system that says our professional behavior interlaces with our community involvement and how we serve our customers that we believe makes a net positive difference in somebody’s life.”

Looking ahead, father and son both see the chain as ready to adapt and adjust as needed, whether in its online presence or in embracing artificial intelligence.

“SLRC has developed a business formula that has worked for 30-31 years, but the formula isn’t to keep doing what we’ve always done,” offers Cade. “One thing that’s frequently said here is, ‘change or die’ and Guy and Debbie have developed an environment where they are open, willing, and encourage changes as the marketplace changes, as the economy changes, as the product offerings change.”

Cade has a management team of eight, led by COO Eli White, Sales Department Manager Sage Ducote, two buyers, and four sales floor managers who are assisting him in taking the business forward into 2027. The staff size ranges from 35 to 40. And Guy and Debbie Perry will continue to offer input and guidance.

While acknowledging that learning and implementing AI takes time beyond the traditional hours needed to operate a four-store business with an emerging online business, SLRC has already found success with it by reformatting product UPCs and managing the MAP policies of the various brands it carries.

“I wouldn’t say we’re a leader in the run specialty industry in using AI,” remarks Cade. “I hear stories of other retailers doing really cool things, but we’re definitely pushing forward.”

Weighing in on a Hot Topic

Regarding the “hot topic” of tariffs, Cade tells us that tariff ripple effects have not altered SLRC’s buying strategy. “Initially, we did wonder, like a lot of retailers, how the increase in prices might affect the customers’ willingness to buy,” he states. However, he notes, “I don’t see too much impact in footwear. If the shoe price goes up, but the dollars that the customer has to spend remain the same, he or she might choose to just purchase a pair of shoes rather than also buy an insert, socks, or a pair of shorts.”

But pushback on footwear prices due to the economic climate or higher energy prices hasn’t materialized, confirmed SLRC’s new CEO.

“People’s expectations have changed over time, so not a lot of pushbacks actually,” he says. “Although I think they are still adjusting their shopping behaviors because of it.”

An Innovative Inventory Management Strategy

SLRC wants to provide its Utah customers with every brand and style they desire but faces the same obstacles many of its run specialty peers do – limited open-to-buy dollars and physical space.

“In addition to all the new brands that are emerging – the young brands or Renaissance brands I’ve heard them called, there are also the legacy brands and longtime SLRC partners that are expanding their offerings with good and   unique products. And they’re pushing the boundaries, and we do want that to happen,” offers Cade.

To accommodate the vast performance and trail running products available to their customers, SLRC has adopted a ‘limited time offer’ strategy rather than allocating a certain percentage of o-t-b funds for new, unique products.

“If it’s a really cool shoe, we’ll bring it in at the launch for 60 to 90 days and then let it go,” says Cade. “That’s where we have found the middle ground…We want to support the brand partners and there’s probably going to be customers asking for it, but we aren’t ready to commit to adding it (a particular new shoe model) as a permanent year-round edition.”

The Future at SLRC

When asked about his view of the future, Cade says, “In 31 years of business, SLRC has established a strong reputation in the communities we serve and within the exceptional industry we are proud to be part of. Guided by the principles and core values shaped through decades of experience, we remain committed to meeting our customers where they are and delivering retail hospitality that ranks among the very best.”

He thanks his parents for building SLRC “with vision and dedication,” adding, “Their leadership has created a strong foundation that now allows the next generation of SLRC and Run Specialty to step up and lead the company into its next chapter.”

At a Glance: Salt Lake Running Company

Founded: 1995 by Guy and Debbie Perry and partner Kurt Black. Banner was initially Sporting Soles. The Perry’s son Cade is now at the helm at SLRC, taking over as CEO this past June.

Locations: (4) 700 East—First door opened in 1995. Moved to a larger, 8,000 sq. ft. location in 2010; Foothill—Was another run specialty retailer. Opened the 1,360-sq.-ft. location as SLRC in 2008; Sandy, UT—Was another run specialty retailer for 18 years. The 5,775-sq.-ft. location opened as SLRC in July 2022; Centerville, UT—Was another run specialty retailer. Opened as 7,014-sq.-ft. SLRC in July 2022.

Key Brands:

Footwear - Asics, Altra, Brooks, Hoka, Mount to Coast, New Balance, Nike, On, Saucony, and Topo.

Apparel - Bandit, Brooks, Nike, Oiselle, Patagonia, Satisfy, Roark, Vuori.

Accessories: Balega, Courier, Feetures, Salomon, Saturday Strides, and Raide.

Staff Size: 35-40, including Chief Operating Officer Eli White and Sales Department Manager Sage Ducote.

Trail Expertise: Trail running and hiking are important parts of SLRC’s curated offerings. Approximately 25 percent of footwear is trail in the summer months, and trail-focused accessories such as hydration vests/belts, ice bandanas, sun hoodies, poles, gaiters, and nutrition offerings are vital to SLRC customers preparing for ultra distances.

New CEO Cade Perry: “SLRC has developed a formula for 31 years that’s worked. But it isn’t about keeping doing what we’ve always done. One thing that’s said frequently is ‘change or die,’ and Guy and Debbie have developed an environment where they are open, willing, and encourage change as the marketplace changes, as the economy changes, as the product offerings change.”

Guy Perry on the Next Gen: “I am very excited to see the next generation of leaders rise to the occasion.  It’s happening both internally, with Cade and his SLRC teammates, and across the country in other run shops. Things in the run industry have changed through the years where running has emerged into the mainstream of our society.  The ‘Next Gen’ has already embraced those changes and are excited by the future possibilities in our channel.”