In a May 2026 interview, Mark Blundell, chief retail officer of Harrods, reflected on more than seven years at the London landmark and outlined how product, service and experience still drive luxury retail. The interview, published on 14 May 2026 by Angela Beevers, shows that Blundell has spent over seven years at one of the world’s most iconic retail destinations, giving him deep institutional knowledge.
Leadership lessons from John Lewis and Waitrose
The executive explained that his tenure as the first John Lewis Partnership executive to oversee both Waitrose and John Lewis stores taught him that the core of retail is the client, regardless of whether the offering is food or fashion. He emphasized “quality, provenance and the customer experience” as the common thread across the two formats, noting that shoppers in a grocery aisle and those browsing designer garments share the same expectation of attentive service. His dual-store experience taught him that aligning food and fashion teams around a shared service ethic accelerates cross-category learning, a nuance that only emerges when leaders walk both aisles.
Running the 900-person John Lewis Liverpool store reinforced the importance of shop-floor presence. “Liverpool taught me that you’ve got to get in amongst it and be on the shop floor,” he said, describing how daily interaction with colleagues and shoppers reveals nuances that data alone cannot capture. The experience showed him that a manager who spends time on the sales floor can spot emerging trends faster than one who relies solely on reports from headquarters.
Balancing heritage with fresh experiences
The biggest challenge for bricks-and-mortar retailers, according to Blundell, is remaining globally competitive while handling a complex policy and economy, especially with consideration to business rates and the removal of luxury tax-free shopping. He also sees an opportunity for government policy to continue evolving in ways that support growth and unlock wider economic benefits.
On the opportunity side, for any retailer with a bricks-and-mortar presence, I think creating an interesting, immersive and genuinely fun environment is a powerful antidote to a world of 24/7 technology and AI. He argues that such immersive, fun spaces act as a counterbalance to the constant pull of 24/7 technology and AI, encouraging shoppers to disengage from screens.
What advice would you give to anyone thinking about developing a career in retail? Three things. First, it’s an industry that rewards hard work, tenacity and commitment. That’s the A game you’ve got to bring. Second, it’s a people business. You’ve got to be someone who gets their energy from others, from colleagues and customers. If that’s what fires you up, it’s a really great career.
And third – don’t overthink it. There are many far brighter people than me in this industry, but people can lose sight of the fundamentals. Blundell stresses that the retail career path rewards perseverance and people-centric energy, echoing his own journey from a Saturday job at fifteen, where the mantra of product, service and experience was first instilled.
