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.