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WIZZ&CO

@wizz.and.co

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šŸ’”Strategy Advisor & Mentor to Retail Industry Change-makers
šŸ…Top Retail Expert
šŸ› Retail & Consumer Trends
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It's a hat trick, three years running recognised as a Top Retail Expert by @rethink_retailā  ā  I remember the first time I was awarded this I was so chuffed. You leave corporate life being in demand and overnight you find emails ghosted.ā  ā  I made it my mission to stay top of mind as I built my consultancy business. This recognition was a huge moment then and it is again today, particularly as I have spent the last year juggling @wizz.and.co with @weare.valerie. Often feeling like I had gone from juggling 5 balls quite well to 20 balls, many of them on the floor.ā  ā  Thank you to everyone who engages in my posts, my clients, email subscribers and LinkedIn familyā  ā  #topretailexperts #rethinkretail #retailexpert #retailadvisor #businesscoach by @wizz.and.co
1
2 years ago
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If you are looking for support in the New Year to navigate this crazy, amazing and exciting world of retail and digital and reach your goals quicker here is how I can help you.ā  ā  What's your #1 goal for 2023?ā  ā  Share in the comments and I will share mine... by @wizz.and.co
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4 years ago
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Welcome to WIZZ&CO! Find out more about what we do... Visit our 'About us' page via the link in bio šŸ” #wizzandco #wizz #businessgoals #businessmarketing #physicalretail #digitalretail #retailtrends #staygoldstayrelevant #entrepreneurship #businessowner #startups #onlinemarketing #smallbiztips #entrepreneurlife #successmindset #smallbusinesstips #businesstips #entrepreneurs #marketingstrategy #businessgrowthstrategy #savvybusinessowner #pitchingtoretailers #powerofpitching #retailstretegytips #blogpost #contentmarketing #emailmarketing #newmonth #newevents #retailstrategist by @wizz.and.co
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4 years ago
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A little post to say I have capacity for a couple of new projects over the coming months. For anyone who doesnā€™t know my background, Iā€™ve spent 20+ years working across retail, brands and consumer businesses - from being Head of Beauty Buying at Selfridges, to senior sales and commercial roles within brands, to founding my own consultancy and, most recently, co-founding and building a consumer brand myself. That means Iā€™ve experienced business from pretty much every side of the table. Iā€™ve been the buyer deciding which brands get listed. Iā€™ve worked inside established businesses responsible for sales and growth. Iā€™ve advised founders and leadership teams on strategy, trends, retail and what to do next. And Iā€™ve built a brand from the ground up - raising investment, launching into major retailers and navigating all the highs and lows that come with entrepreneurship. I bring all of that experience together working with founders, brands and retailers who want an experienced external perspective, commercial clarity and someone who isnā€™t afraid to challenge their thinking. If you think thereā€™s something we could work on together, Iā€™d love to have a conversation. And if someone comes to mind who you think I could help, Iā€™d really appreciate you sharing this with them or tagging them below. taken in London, United Kingdom by @wizz.and.co
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6 days ago
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Getting stocked is one thing, building a profitable retail business is another. The Sephora x M&S partnership is a fascinating move for UK beauty retail. For M&S, it offers a faster route to a more compelling beauty proposition. For Sephora, itā€™s an opportunity to reach new customers and expand its UK presence. But there are some bigger questions worth asking. What happens to the beauty brands already stocked at M&S? Who owns the customer relationship? And can the partnership deliver sustainable profitability, not just initial excitement? For beauty founders, thereā€™s an equally important lesson here. Retail is constantly evolving. Getting listed doesnā€™t guarantee long-term success, and securing distribution is only the start. You need to know why a retailer needs your brand, how youā€™ll drive demand and whether the commercial model actually works. Having spent years on the buying side of the table at Selfridges, these are the questions I encourage brands to consider before approaching major retailers. Iā€™ve unpacked my thoughts on the partnership, what it could mean for the wider beauty market, and the lessons for brands looking to grow through retail in my latest article. Read the full article via the link in bio. And if youā€™re preparing for your next retail pitch or looking to grow your existing accounts, get in touch. taken in London, United Kingdom by @wizz.and.co
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7 days ago
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What if your next Ā£1m in revenue isnā€™t hiding in new customer acquisition? It could already be sitting in the customers youā€™ve paid to bring through the door. On 22 October, Iā€™m bringing together a small group of senior brand and retail leaders for an intimate VIP dinner in Soho to ask: Where is the revenue youā€™re not seeing? From the moment someone browses to the moment they buy, there are countless opportunities to recognise intent, remove friction and turn existing demand into growth. Weā€™ll get into the uncomfortable questions around customer journeys, personalisation, AI, discovery and conversion and, importantly, have a candid discussion with peers under Chatham House Rules. Smart people, honest conversations and ideas you can actually take back to your business. In partnership with Wunderkind Applications are open. Link in bio to apply. taken in Soho House by @wizz.and.co
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8 days ago
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Iā€™m back after a much-needed holiday, feeling recharged and raring to go! ā˜€ļø This summer has been A LOT. Iā€™m not quite ready to share everything just yet, but IYKYK. What I do know is that Iā€™m excited about whatā€™s next. One thing Iā€™ve really missed is doing what I love most. Helping ambitious businesses unlock opportunities, navigate the world of retail and turn big ideas into commercial success. Itā€™s where my experience, passion and true zone of genius come together. Having spent my career on both sides of the table, as a retail buyer, sales director, consultant and founder, I bring a unique perspective on what it really takes to build, launch and scale a successful consumer brand. So, Iā€™m opening up my diary for new clients and opportunities. Hereā€™s how I can help: šŸš€ Retail Strategy & Expansion ā€“ Helping brands get retail-ready, pitch to buyers, secure listings and grow with retailers. šŸ’” Brand & Commercial Strategy ā€“ From positioning and go-to-market plans to identifying new revenue opportunities. šŸ¤ Fractional Commercial Leadership ā€“ Senior sales, marketing and retail expertise without the commitment of a full-time hire. šŸŽÆ Business Coaching ā€“ Strategic guidance, honest advice and accountability to help founders navigate challenges and accelerate growth. šŸŽ¤ Speaking, Trends & Workshops ā€“ Sharing insights on the future of retail, beauty, wellness and consumer behaviour through keynotes, workshops and private events to get in front of your ICP. If you think I could help your business, or know someone who might benefit from my experience, Iā€™d be incredibly grateful for a comment, introduction or share. Hereā€™s to fresh energy, new opportunities and doing more of what I love. ā¤ļø by @wizz.and.co
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9 days ago
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Youā€™re probably waiting too long to approach retailers. I actually recommend founders start talking to buyers before they feel ready. Why? Because retail takes time. You need to build relationships, understand what different retailers are looking for, develop your pitch, gather commercial proof points and work out which retailers actually make sense for your brand. And you can do a lot of that before youā€™re ready to launch. I get asked the same questions by founders again and again: How do I actually get a buyer to open my email? Can I approach big retailers without a huge social following? Are trade shows actually worth the time, money and effort? And one I hear a lot: ā€œWhat do I do if buyers just arenā€™t replying?ā€ These were some of the questions that came up during the Q&A in my recent Scaling with Global Retailers webinar. And the answers arenā€™t always what you might expect. For example, you donā€™t necessarily need a huge audience before approaching retail. And Iā€™d actually recommend starting the conversation before you feel ready. Your pitch deck? 5ā€“7 pages. Not 20. Because buyers are busy. They skim. Your job is to make your point of view, differentiation and commercial opportunity crystal clear. The full webinar Q&A is now available to watch back, but be quick, itā€™s only available for 7 days. If retail is part of your growth plan, there are plenty of practical takeaways in this one. šŸ‘‰ Watch the replay on my YouTube channel. And if youā€™re thinking ā€œI need to get my retail strategy sortedā€ my Scaling with Global Retailers Accelerator is currently open. Drop me a DM or comment to chat about it. šŸ“· Wishing I was on holiday right now #RetailStrategy #RetailGrowth #BrandBuilding #Retail #Founders taken in London, United Kingdom by @wizz.and.co
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25 days ago
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If your retail strategy is simply ā€œget into Selfridgesā€, we need to talk. One of the conversations I have most often with founders is: ā€œShould I focus on growing DTC or start looking at retail?ā€ My answer? You need to understand what each channel is doing for your business. DTC gives you: ā†’ Customer data ā†’ Higher margins ā†’ Direct relationships ā†’ The ability to test, learn and iterate quickly Retail gives you: ā†’ Reach ā†’ Discovery ā†’ Credibility ā†’ New customer acquisition at scale The mistake is treating retail as the next level of DTC. Itā€™s not. Itā€™s a different commercial model, with different economics, different customer behaviour and different demands on your business. The smartest brands build a strategy where the two channels work together. For example: Retail drives discovery ā†’ DTC builds the relationship. Or: DTC proves demand ā†’ retail helps you scale distribution. And the data from each channel should inform the other. Thatā€™s why when I work with founders on retail strategy, we donā€™t just talk about which retailers to pitch. We look at the whole commercial picture: Where should retail fit? What role should DTC play? Which channel should you prioritise now? And how do you make the economics work across both? Because landing a retailer is one thing. Building a business that works because of retail is another. Iā€™ve hosted a webinar, Scaling with Global Retailers, where I shared the strategies Iā€™ve learnt from both sides of the retail table. Including how to choose the right retailers, build a pitch buyers care about, and balance retail growth with DTC. If retail is on your roadmap for 2027, go and watch the recording via the link in bio. taken in London, United Kingdom by @wizz.and.co
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a month ago
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Letā€™s look at the whole commercial picture: Where should retail fit? What role should DTC play? Which channel should you prioritise now? And how do you make the economics work across both? Because landing a retailer is one thing. Building a business that works because of retail is another. If your retail strategy is simply ā€œget into Selfridgesā€, you need to watch my webinarā€™s recording. You can find it on my events page. Link in bio. by @wizz.and.co
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a month ago
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Premium skincare has a problem: ā€œpremiumā€ isnā€™t enough anymore. Consumers are becoming more knowledgeable. They want to know what a product does, why it works and whether itā€™s actually worth the price. At the same time, skincare is expanding beyond the product itself: into devices, treatments, supplements, wellness and longevity. And then thereā€™s the other side of the equation: desire. Because the brands winning arenā€™t necessarily the most clinical or the most luxurious. Theyā€™re the ones that can make consumers believe in the product and want the product. In my latest article, I look at three shifts I think will be particularly important for premium skincare: 1. Performance is the new luxury 2. Skincare is becoming an ecosystem 3. Efficacy gets you considered. Desire gets you chosen. I also look at the commercial opportunities sitting behind these trends. Spotting a trend is one thing. Knowing what to actually do with it is another. Read the full article via the link in bio. taken in London, United Kingdom by @wizz.and.co
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2 months ago
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With Frasers buying Harvey Nichols, the big question for me isnā€™t simply whether the business can be made profitable again. Itā€™s whether the next owner can make people want Harvey Nichols again. Harvey Nichols has lost some of its distinctiveness over the past decade, particularly compared with Selfridges and Harrods. In the early noughties when I was buying at Selfridges, we were always competing for exclusivity over both retailers. If I were looking at the turnaround, these would be my priorities: 1. Rediscover the point of difference Donā€™t try to compete with Harrods and Selfridges on scale and breadth. Harvey Nichols has an opportunity to lean into its more boutique feel - creating a more curated, personal and distinctive experience. 2. Be ruthless about the product mix Which brands are genuinely unique to Harvey Nichols? Which categories are driving sales and profit? Where is space being used effectively? And, most importantly, does the assortment reflect what its ideal customer actually wants? The answer shouldnā€™t be ā€œmore of everythingā€. It should be better curation and more discovery. 3. Make stores worth visiting In a world where almost anything can arrive at your front door tomorrow, physical retail has to offer something online canā€™t. Experience. Discovery. Service. Community. Access. Harvey Nichols needs to give customers a reason to visit rather than simply browse a website. 4. Rethink loyalty Cashback is an expensive way to buy loyalty when youā€™re trying to rebuild profitability. Iā€™d be looking much more towards access, exclusivity and experiences, giving customers things they genuinely canā€™t get elsewhere. Harrods and Selfridges are already moving in this direction. 5. Get the balance between commercial discipline and brand building right Frasers has the commercial firepower to tackle costs, buying, inventory and operational efficiency. But there is a danger with any turnaround: focusing so heavily on the numbers that you inadvertently strip away the thing that makes the brand valuable. It needs to become more interesting. The irony is that it already has many of the ingredients: heritage, recognition, incredible locations and deca taken in London, United Kingdom by @wizz.and.co
2
2 months ago
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