Under Armour Closes Portland Office, Shifts Most Roles to Baltimore

Quick Facts

Under Armour is closing its 70,000-square-foot Portland, Oregon office and relocating the majority of employees to its Baltimore headquarters.
The company reported a $495.6 million net loss for fiscal 2026, with full-year revenue down 4% to $5 billion.
Under Armour extended its restructuring program through the end of 2026, raising the total projected cost to $305 million from $255 million.

Under Armour is closing its Portland, Oregon office and consolidating operations at its Baltimore headquarters. The company will also shift some roles to New York and plans to open a smaller Portland space focused on footwear design, though no lease has been signed.

The Portland facility, located at 2815 SW Barbur Blvd in a former YMCA, spans roughly 70,000 square feet. Under Armour has occupied the space since 2017. The workforce there has shrunk from about 100 employees at opening to approximately 60 today.

“Under Armour is making a strategic shift to strengthen key functions in Baltimore and expand our presence in New York by relocating some roles from the West Coast,” a company spokesperson said. “This will help us move faster, collaborate more closely, and better align our teams around serving athletes and building the brand.”

The company said “a handful of roles” will be cut, but most Portland employees will move to Baltimore. Under Armour expects to complete the transition by end of 2026.

The closure ties directly to Under Armour’s new Baltimore campus, known as Sports House. The five-story, 280,000-square-foot building consolidates office, retail, fitness, and innovation functions on a nearly 50-acre waterfront campus. CEO Kevin Plank has publicly tied the facility to a broader effort to revitalize Baltimore.

“Our fiscal 2026 performance reflects the ongoing intentional steps we’re taking to reset the business and restore the discipline required to operate as a best-in-class brand,” Plank said in the company’s most recent earnings statement.

The financial picture is stark. Under Armour posted a $495.6 million net loss for fiscal 2026, the year ending March 31, 2026. Fourth-quarter revenue fell 1% to $1.2 billion. Full-year revenue dropped 4% to $5 billion. North America was the weakest region, with quarterly sales down 7% and annual revenue off 8%. Gross margin fell 240 basis points to 45.5%, driven by higher tariffs, increased product costs, and regional mix shifts.

The company has now recorded eight consecutive quarters of year-over-year sales declines. The restructuring cost estimate has climbed to $305 million, up from an earlier projection of $255 million.

Despite the consolidation, Under Armour insists it is not exiting Portland entirely. The spokesperson said the company will continue to invest in footwear design and development there, calling it “central to our innovation pipeline and future growth.”

Industry analyst Matt Powell warns that trimming the Portland presence carries real risk. “Brands find it tough to acquire footwear talent in other cities,” Powell said. “UA will need that presence in Portland to stay relevant in athletic footwear.”

Powell’s concern reflects Portland’s long-standing role as a footwear design hub. Nike and Adidas both maintain major operations in the region, and the concentration of specialized talent there is difficult to replicate elsewhere. Under Armour originally opened a smaller Portland office in 2013 before expanding to the current site specifically to compete for that talent pool.

The building itself carries some history. Legendary Nike designer Tinker Hatfield trained at the same YMCA roughly 30 years before Under Armour moved in, and those visits helped shape his Air Trainer 1 design.

Under Armour still operates a textile analysis lab in Raleigh, North Carolina, and conducts shoe design and testing work in Portland. The bulk of product innovation now runs through Baltimore.

For operators watching the sportswear sector, the Under Armour situation underscores a broader tension: centralizing operations can cut costs and speed decisions, but specialized functions like footwear design depend on geographic talent clusters that do not easily relocate.