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Harley-Davidson, Leadership, and the Soul of the Ride: Why the Appointment of Artie Starrs Raises Real Concerns

Updated: Aug 8, 2025

When Harley-Davidson announced its choice for new leadership, many in the biker community paused. This was not just another corporate shuffle, it was a decision that could influence the future of one of America’s most recognized and emotionally charged brands. Harley-Davidson is not just about motorcycles. It represents a way of life, a culture, and a legacy built over more than a century by riders who live in the wind, who know the roads by heart, and who see their bike not as a possession but as an extension of themselves. I have sat down with them around the United States since 2021 active listening not to respond, but to understand since 2021. This being stated this leads to such a brand is not the same as leading a fast food chain or a golf entertainment business. It requires a deep understanding of the culture, the people, and the history that make Harley what it is. And that is why the appointment of Artie Starrs raises real questions.

Artie Starrs is a high-profile corporate executive. His résumé includes being the Global CEO of Pizza Hut under Yum! Brands and later serving as CEO of Topgolf, a sports entertainment company owned by Topgolf Callaway Brands. He graduated from Princeton University with a degree in economics, began his career in investment banking at Wasserstein Perella & Co., and worked with Longshore Capital Partners before moving into corporate food and entertainment. On paper, Starrs is exactly the kind of leader boards want when they are chasing growth, expansion, and modernization. But Harley-Davidson is not just another consumer brand to be retooled for a target market.

When you examine his track record, there are legitimate concerns. At Pizza Hut, once a household name with over 7,000 U.S. locations in 2015, the chain was already struggling when Starrs took the reins. Competition from Domino’s, Papa John’s, Little Caesars, and fast-casual pizza concepts was fierce. Starrs pushed for modernization, delivery, and a more “hip” image, but these changes did not reverse the decline. By 2020, Pizza Hut’s U.S. store count had fallen to around 6,500, according to Statista, and many towns lost their last dine-in Pizza Hut altogether.

At Topgolf, Starrs inherited a company in the middle of rapid global expansion, boosted by a 2021 merger with Callaway Golf. The brand became known for its flashy venues that combined golf, dining, and nightlife. But serious issues persisted. Multiple lawsuits and labor complaints alleged wage theft, unpaid overtime, and requiring employees to work off the clock. Tip pooling practices were also challenged, particularly in states like California and Texas. According to Law360, these cases reflected broader problems in hospitality expansion, where rapid growth overshadowed the well-being of employees. Critics argued that while Topgolf marketed itself as community-focused fun, its operations told a different story.

Now Harley-Davidson has put Starrs in charge of a brand woven into American history and biker culture. Harley-Davidson is not Topgolf, it is not Pizza Hut, and it cannot be led solely with a balance sheet and marketing playbook. From his past records show he did not do those balance sheets as well as we would hope. Harley-Davidson is part of the cultural fabric of motorcycling. The Bar and Shield logo is more than a corporate mark. It represents stability, power, and identity. The eagle often paired with it stands for freedom, resilience, and independence, while wings symbolize the liberation and spirit of the open road. These are not abstract symbols. They have been carried into war, into rallies, and into the personal journeys of millions of riders since the company’s founding in 1903. Harley’s service to U.S. troops in both World Wars and its role in post-war biker culture made it a refuge for veterans, outcasts, and those seeking a sense of belonging.

The numbers tell their own story. In 2006, Harley-Davidson sold over 349,000 motorcycles worldwide. By 2013, that figure had fallen to around 260,000. In 2018, it dropped again to roughly 228,000, and by 2020 — in the midst of the pandemic — sales slid to about 180,000 units worldwide, with U.S. sales hitting their lowest point in decades. Even with some recovery, Harley’s 2023 retail sales were still under 190,000 globally, according to company filings. The U.S. market, which once accounted for two-thirds of Harley’s total sales, is now closer to half. This is not just a dip; it is a long-term contraction in Harley’s core customer base.

Dealership numbers show similar strain. In 2008, Harley-Davidson had over 700 dealerships in the U.S. alone. By 2023, that number had fallen to around 570. Many closures were mom-and-pop dealerships that had been part of the Harley family for generations, replaced in some cases by large multi-brand corporate dealer groups like RideNow and RumbleOn. While these big groups can invest in flashy facilities, they do not always carry the same community connection as the small, locally owned shops that built Harley’s reputation one handshake at a time.

(I am not sure about you, but those are the dealerships I will usually support because they are the backbone of America.)

We cannot replace or assume the future. The truth is we have to see how this plays out. At the same time, history matters, and the lessons of the past are there to guide us. I believe in connections, in listening to the community, and in avoiding the same mistakes over and over again. It seems to me that Harley-Davidson has not learned its lesson when it comes to valuing its community. Yes, I understand why they announced this at Sturgis ; the biggest rally in the United States, a pilgrimage for many riders. But Harley still feels disconnected from the real biker community, the ones who ride day in and day out. They are not sitting down with Black bikers, Hispanic bikers, white bikers, and all the diverse groups that make up the American riding family.

Harley-Davidson also needs to rethink who it calls its “employees.” For years, the company has acted like its only employees are the dealerships. But every single biker who buys and rides a Harley is part of its workforce in the sense that they carry and build the brand every day. The biker community rarely holds Harley accountable. They may get angry when things happen, but they still go back to buying and defending the brand, even when corporate decisions hurt the community.

The treatment of mom-and-pop dealerships is another issue. These small, family-owned shops are the heartbeat of the Harley world. I have stood with them my whole journey with the bikers. I have been adamant about that fact. If Harley cannot respect and protect them, that is not a biker problem ; that is Harley-Davidson’s problem. Many dealerships are struggling. Parking lots are empty. Bikes are overpriced and sitting on the floor. Mechanics are undertrained or stretched thin. The company is not catering to the older styles riders still want. Instead of fixing these problems, Harley swaps CEOs like a quick patch on a pothole that keeps growing wider.

And this is not just about Harley-Davidson. Polaris, Suzuki, and others have their own disconnections from the rider base. Honda, in my experience, has done better. I have had genuine, positive conversations with Honda, and they seem to cater to the individual rider and community in a way I wish Harley would replicate. Some Harley dealerships do host free events, bring in marketing directors, and support their communities, but even then, they rarely bring in non-bikers. That limits opportunities to grow income streams and bring new people into the culture. That is not a younger conversation; that is an overall people conversation - American people conversation.

The reality is that dealerships reflect directly on the brand. If someone buys a dealership and treats it like just another in a multi-brand empire that also sells cars, caring only about the bottom dollar, Harley’s brand suffers. I have seen it first hand all over the USA. And if corporate Harley refuses to hold those owners accountable, the cycle repeats. I remember seeing a sticker that said “United” and laughing, because I unite without conforming. I am out here listening to bikers all over the East Coast and beyond, but Harley-Davidson has never reached out to have that conversation. That is not my problem; that is theirs. Posting stickers does not mean "uniting" . re branding does not mean uniting, and everything is great. You cannot keep slapping stickers on bikers for them to believe you are different. It is actions. This actions shows we have not learned our lesson; even long term from the way past.

So yes, I will keep saying it: Harley-Davidson needs to do better. They are not learning from past mistakes. And this is not just about image. It is about the emotional connection bikers have built for decades. You are not only hurting your own brand, you are damaging a culture that your most loyal riders live and breathe.

The truth is simple. Bikers are not just customers. They are part of a living culture. They ride in brotherhood and sisterhood, carry the stories of the road, and keep traditions alive. When leadership loses sight of that, when the focus shifts to quarterly reports and stock prices, the Bar and Shield becomes just another logo. And a logo without loyalty, history, and humanity is nothing more than hollow corporate ink. It starts at your top. Just because he looks great in the image does not mean his actions in the past have shown otherwise.

If Harley-Davidson wants to remain more than a brand name, it must respect the people who already live the lifestyle; which it has not been doing. That means listening before marketing, breaking bread before making sales pitches, and remembering that when a rider sees that logo, they see freedom, miles traveled, and a community that has their back. Forget that, and all you are left with is a company chasing trends while the heart of its community rides away.




Cami runs Biker Bum in Hampton Roads VA. She helps me with events for Hampton Roads Biker Events, and the VA groups .
Cami runs Biker Bum in Hampton Roads VA. She helps me with events for Hampton Roads Biker Events, and the VA groups .

1. Motorcycle Sales Trends (Harley-Davidson & Industry-Wide)

2. Dealership Closures & Ownership Changes

3. Harley-Davidson Corporate Shifts & Strategy Changes

4. Broader Motorcycle Market & Consumer Shifts

 
 
 

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