DannijoPro has named Pat Geraghty, former president and chief executive of GuideWell and Florida Blue, as CEO. The NBA-licensed fashion and sports merchandise brand confirmed the appointment as it prepares to scale a business that has quadrupled sales over the past two years, according to co-founder Jodie Snyder.

Geraghty spent nearly 15 years leading GuideWell and its Florida Blue subsidiary. Annual revenue grew from $8 billion to $33 billion under his tenure, he said. His move into licensed sports apparel is a sector switch, not a wind-down.

"I've done what I wanted to do in the healthcare space," said Geraghty. "So while it was referred to as a retirement, I knew that I was just shifting gears and wanted to do the next thing."

What does the new CEO inherit?

Sisters Danielle and Jodie Snyder founded DannijoPro in 2024, extending the accessories label Dannijo they launched in 2008 into sports merchandise. The division of labor stays fixed: Jodie Snyder runs marketing, sales and partnerships from Florida; Danielle Snyder leads design from San Francisco. Geraghty, also Florida-based, takes operations and scaling.

"My sister and I have always been more on the creative side," Snyder said.

The top-line numbers come from the company, not audited results. Sales at Madison Square Garden rose 150 percent year over year. Sales during the NBA Finals surged fivefold. The brand sold out 800 satin bomber jackets priced at $395 during the NBA semifinals. Its partnership with Revolve has also gained traction, the company said, without disclosing figures.

New York ranks as the strongest market, followed by San Francisco and Los Angeles. Miami is emerging as another opportunity. The licensing portfolio covers major NBA franchises: the Knicks, Warriors, Lakers, Celtics and 76ers.

Where will production sit?

Geraghty is prioritizing domestic manufacturing to shorten lead times. DannijoPro has established manufacturing partnerships in Florida and New Hampshire, with additional West Coast facilities under consideration. Production also takes place in China, Vietnam and Peru.

The split between domestic and overseas output remains undisclosed, as do the capacity and terms of the new U.S. partnerships. For sourcing teams, the model signals a hybrid approach: nearshore responsiveness for priority drops, offshore base load for cost.

Expansion targets reach beyond basketball. The company holds a Jacksonville Jaguars NFL license and a tennis partnership through the Laver Cup. It is exploring soccer, volleyball and flag football leagues, plus international opportunities — announced intentions at this stage, not confirmed deals.

Customization is a measurable channel, not a marketing line. Direct-message customization requests accounted for approximately 30 percent of first-year business. The company plans to preserve that margin-protective signature — hand-stitched designs and one-of-one pieces — as it scales volume.

Geraghty has set the ceiling explicitly.

"The notion that we could take this business and grow it into hundreds of millions of dollars of annual revenue is something we believe is very possible," he said.

Whether the Florida and New Hampshire factories can hold hand-finished construction at that scale will define the next two years.