Instilling a trading mindset to deliver LFL sales growth and improve Stock Turn.

As the Merchandising Operations Director for John Lewis, I led a team of 180 in merchandising across 50 Buying Departments. After the 2008 recession, it was critical to build a trading mindset that capitalised on growth opportunities within an overall plan. I put in place a rule that stock could only grow at half the rate of sales to focus on better use of stock and improving stock turn. I developed the capability of the team, bolstering it with external hires and putting in place a succession plan, championing talent.

Through monthly business reviews with all Buying Directors and Heads of Buying and Merchandising, I was able to spot opportunities and move OTB and Markdown spend to maximise the business performance.

All divisions delivered market-leading growth and overall stock turn improved by 0.1.