John Lewis Partnership’s appointment of former Tesco boss Jason Tarry to replace Dame Sharon White as chair seems to have been universally applauded across the industry.
The role is a big one and comes at a pivotal time for the Partnership, which is seeking to safeguard its future in today’s fast-changing retail landscape, and grow its profits. However, Tarry – who will join the board in September – certainly has strong credentials following a 33-year stint at the UK’s largest supermarket chain.
A well-known figure in the UK grocery sector, Tarry – who started out on Tesco’s graduate scheme – has gained experience across grocery, general merchandise and fashion in senior commercial, operational and general management positions on his route to the UK and Ireland CEO job, which he held for six years before stepping down last year.
That experience across multiple sectors, along with playing a key role in Dave Lewis’ turnaround of Tesco, makes him a strong fit for the grocery and department store group John Lewis Partnership.
A leader that gets results
During his tenure at Tesco, Tarry was credited with rebuilding the supermarket’s competitiveness in the UK and putting customers back at the heart of the business.
News of his appointment seemingly has landed well with many in the industry. Simon Walton, head of consumer practice at executive search firm Berwick Partners, describes Tarry as a “fabulous appointment” with the former supermarket boss bringing with him a “great reputation”.
His former boss, Tesco CEO Ken Murphy also said: “I think it’s a great appointment. He’s a great retailer, and I think he’ll do a great job.”
GlobalData lead retail analyst Zoe Mills says the new chair “certainly has the experience and knowhow to rejuvenate the John Lewis Partnership”.
“Tarry was at the helm of Tesco during the crucial development of its Clubcard loyalty scheme, taking the discounters head-on and creating a retail model that its competitors have emulated since,” she says.
The new hire also placates those that have criticised John Lewis for a lack of retail experience at the top table, points out Savvy Marketing chief executive Catherine Shuttleworth.
“It has appointed a retailer who’s got a very successful track record from one of the UK’s most successful retailers,” she says.
Walton says that one of Tarry’s strengths is laying strong foundations for sustained growth.
“He was part of the senior team that turned Tesco back around, put it back to the top of the pile, delivered year-on-year growth and sustainable results. It’s still living off those some of those decisions today,” he says.
Shuttleworth agrees, pointing out that “the big thing about Jason Tarry is consistency”.
“Tesco has had a consistent performance over a long period of time and he’s been an architect of that, particularly in the last 10 years.”
She points out that retail has gone through a period of change and the supermarket chain has been “at the forefront of that”, yet has emerged as stronger than ever, something that can’t be said for John Lewis Partnership just yet, which has only just returned to profit after making an eye-watering loss last year.
One retail industry source says Tarry is not scared to make tough decisions if it is the right thing to do for the business.
One of his more controversial moves at Tesco involved scrapping its remaining fresh food counters and overhauling the supermarket’s store management structure in a shake-up that impacted around 2,100 jobs.
At the time, Tarry said: “We operate in a highly competitive and fast-paced market and our customers are shopping differently, especially since the start of the pandemic.
“We are always looking at how we can run our business as simply and efficiently as possible, so that we can re-invest in the things that matter most to customers”.
Tarry’s history of taking bold steps to support a transition, resonates with JLP’s current situation as it ramps up efforts under its new “refreshed” strategy, which is reported to include plans to reduce its headcount by 11,000 colleagues over the next five years.
The Partnership said Tarry is “very supportive of our strategy” and that he is looking forward to working closely with chief executive Nish Kankiwala.
JLP’s two brands are more upmarket compared to Tesco, and Mills warns that Tarry “must not lose sight” of Waitrose’s more premium proposition.
“While remaining price-competitive will be crucial, as within general merchandise, the focus must be on quality and justifying higher price points to entice shoppers to trade up,” says Mills.
“Waitrose has senbsibly preserved premium touches such as fresh-food counters; Tarry would be unwise to strip these out of the business as was the case at Tesco.”
Understanding the John Lewis Partnership
As a Tesco lifer, Tarry brings a wealth of retail experience but from a very different world to that of the John Lewis Partnership.
The employee-owned business is widely known for its democratic system where staff get a say over many important decisions – a far cry from the FTSE-100 supermarket chain.
Shuttleworth points out that after 33 years, Tarry will have “Tesco running through his blood”.
“It’s going to be important that he has time now before he starts in September to get ready for those new challenges,” she says.
JLP deputy chair Rita Clifton said Tarry “impressed everyone throughout the interview process with his warmth, his belief in the Partnership’s ideals and democratic principles and his appreciation for our unique and special brands”.
Walton believes the move “is not a huge leap” for Tarry. “He’s got a lot of transferable skills. He might be able to positively challenge some of [the Partnership’s] norms and question a few things.”
Tarry has helped steer the turnaround of one of the nation’s biggest retail institutions in Tesco. Let’s hope he can do the same with John Lewis.
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