Three cases from my work leading retail networks. Brands are not named for confidentiality; context, actions and numbers are real.
Turnaround of a loss-making export network
Italian premium fashion brand, full-price and outlet stores in 15+ countries
8 months
- operating margin
- time spent on reporting
Starting point
The export network was closing with a negative operating margin. Each country read the numbers differently and reports arrived too late to correct course.
What I did
- Aligned targets and KPIs across all stores and countries.
- One weekly dashboard for store managers, area managers and leadership.
- Store-by-store review of processes, headcount and costs.
- Coaching for country leads on managing their teams.
Expansion into five international markets
Italian womenswear brand, directly operated stores in Europe and the UAE
17 months
- revenue year on year
- to break-even, against 12 planned
- stock turn
Starting point
The brand wanted to grow abroad with new boutiques, but earlier openings had taken too long to reach steady trading.
What I did
- A business plan and stated break-even month for every opening.
- Hiring and training of local teams, more than 50 people.
- Local marketing and clienteling from the first weeks.
- Demand forecasting and replenishment based on sales data.
Client experience across 100+ doors
American accessible-luxury accessories brand, EMEA network
Multi-year programme
- NPS
- repeat clients, in the CRM pilot
Starting point
Service varied widely from store to store and clients came back less often than the brand expected.
What I did
- Training programme for service leaders across EMEA.
- Shared service standards and selling ceremony.
- CRM and clienteling pilot in the main stores.
- Coaching of store managers and teams on the floor.
Results depend on each company's context and are not a guarantee for future projects.