Building teams for growth

I joined this brand as it was about to embark on a period of rapid growth.

It was immediately clear that the operations leadership team that was in place had neither the right behaviours nor the right skill-set to execute a successful roll-out.

With dogged determination, I gained board support for my plan before taking the Ops team through a process of recognising talent from within the business, transitioning them into Ops leadership positions through a structured development programme and facilitating the exit of those who did not demonstrate the desired behaviours or skills.

The result?  After doubling the size of the store estate, the Ops leadership team, of eight area managers, included six who had been through this in-house talent development programme, equipping them with the tools to help grow the brand and to realise their own potential.