But I do want to talk a bit this morning about some of the parts that are working particularly well. I'll start, as I did last quarter, by talking about the strength in our Women's business. The momentum from the strong first quarter launch of our Armour Bra and Studio product continued in Q2, and we also saw great growth in Women's running apparel. While we've always had a loyal consumer, who understood the performance benefit of our Women's products, our teams' commitment and focus has enabled us to deliver a more Under Armour specific design language that is clearly connecting with our consumer across multiple categories.
In Men's, core categories like training and baselayer remain absolute strength, while we continue to see solid growth in golf, where we are speaking to a different demographics in our core younger athletes. In short, we are growing on the field and off. Our core team sport athlete remains a loyal Under Armour fan while we add both revenues and as I mentioned, to our brand in categories like golf, outdoor and underwear.
But as I said earlier, the whole is greater than the parts. One of the drivers of our growth has been our ability to create a steady cadence around our innovation and product sequence. While we're bringing new technology like ColdBlack to market this year, we are expanding our year 2 assortments and distribution for key products such as Charged Cotton and Storm. This cadence lets us broaden the end use of our apparel, while continuing to drive an innovation agenda that addresses the highest performance needs of athletes.
This focus comes from our taking a much more strategic approach to product development and assortment and better utilization of our wholesale distribution. We're now able to take initiatives like Charged Cotton and Storm Cotton and build platforms with hundreds of millions of dollars in revenues. Today, where just a few years ago, that revenue channel did not exist for the brand.
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