In the dynamic and evolving landscape of retail and consumer goods, transformation is a continuous journey. Few understand this better than Ben Galloway, whose extensive career spans consultancy and industry roles at some of the biggest names in the sector, including Tesco, Coca-Cola, and Costa. Recently, I had the pleasure of speaking with Ben about his work in retail transformation, his perspective on changing consumer behaviours, and trends shaping the industry.
“Transformation is a broad term,” Ben begins. “It encompasses everything from organisational redesign to introducing a new process.” He likens transformation to turning a super tanker: “In larger organisations change is often incremental, more about nudges than sweeping changes. When an organisation has been operating a certain way for 20 years, then it’s not just about implementing something new; it’s about rewiring how people think and work, layer by layer.”
“The rewiring of how an organisation works takes time. It’s not just about new strategies but changing how people interact and operate day-to-day.”
Ben’s recent projects have focused on evolving the fundamental processes of retail organisations, including marketing, sales, and buying. For example, he described working with a retailer to help buying teams use data to drive better supplier negotiations. “It wasn’t just about improving outcomes but creating a consistent and measurable approach to supplier conversations,” he explains. The second phase of the project focused on linking buying strategies to sales. “We wanted to ensure the products we were negotiating better deals on were the ones being promoted, driving volume and improving margins. It’s simple in theory but incredibly complex to implement in organisations with deeply embedded practices.”
With a career steeped in retail, Ben has witnessed several market cycles, and describes the current environment as uniquely challenging. “Consumer behaviour has fundamentally shifted,” he says. “COVID accelerated trends like online shopping and digital engagement, and driven a value-conscious mentality.”
The hospitality sector, he notes, has been particularly hard-hit. “Consumers are going out less, and rising costs have created additional barriers. Businesses have to rethink everything, from cost bases and staffing levels to revenue models. High Street locations, delivery partnerships, and even entirely new formats are all under consideration.”
For Ben, these shifts present exciting opportunities for innovation. “It shouldn’t just be about cutting costs, there’s a need to reimagine how business connects with consumers.”
Despite the challenges, Ben sees reasons for optimism. “I’m starting to see businesses think more expansively – geographic expansion, new services, innovative ways of operating – there’s a renewed focus on growth.”
However, he tempers this with caution. “We’re not out of the woods yet. Rising costs and economic uncertainty remain significant challenges, and businesses will need to remain agile to navigate what’s ahead.”
When asked about advice for professionals leading transformation, Ben is clear: “Prioritisation is key. Be clear on your objectives and willing to adapt as circumstances change.”
“I’ve seen transformations fail because the business didn’t adjust,” he shares.
“When markets shift, priorities need to change. Sticking rigidly to the original plan will lead to outcomes that are no longer fit for purpose.”
Ben emphasises the importance of building flexibility into transformation strategies. “Frameworks should be built to evolve. Business needs don’t stand still, and neither should your approach. Whether it’s new technology, shifting consumer behaviours, or unexpected market pressures, being able to pivot is essential.”
He recounts how some of the most successful projects he’s worked on were those where adaptability was built into the process. “Recognise that no plan survives contact with reality. By creating room to reassess and realign as you go, you ensure the end result actually meets future needs.”
Ben went on to highlight the importance of leveraging technology and data, particularly in retail, where the sheer volume of information can be both a challenge and an opportunity. “Big data is a massive opportunity, especially in retail,” he explains. “The ability to capture individual transaction-level data can be invaluable, but without the right infrastructure and expertise, it’s just noise. You need systems and people in place to analyse data and turn it into actionable insights.”
He describes the hurdles that come with managing vast amounts of information. “Years of transaction data translates into enormous files. Crunching this requires advanced tools and significant computing power – you’ll likely need offshore servers or cloud computing services.”
For Ben, the challenge isn’t the availability of data but making it meaningful.
“Retailers are sitting on mountains of information, but it isn’t valuable until you work out how to sift through it efficiently and apply it to make smarter decisions. That’s when successful transformation happens.”
When it comes to identifying trends and priorities, Ben stresses the importance of adaptability and foresight in staying competitive, highlighting several key trends in consumer behaviour. “The past few years, shopping habits have fundamentally shifted, people have moved online. With this has come an expectation for seamless, digitally enhanced experiences. You can’t think of it as just an app, it is an end-to-end customer experience.” For businesses, he suggests this means doubling down on customer engagement strategies that prioritise convenience and personalisation.
Ben also points to a renewed emphasis on health and sustainability. “Consumers are becoming increasingly mindful about what they consume, whether it’s healthier food choices or reducing their environmental footprint,” he notes. “This creates an opportunity for brands to innovate, through sustainable packaging and production, eco-friendly practices, and transparent sourcing.”
Technology remains another cornerstone of future strategy. Ben sees advancements in AI and data analytics as pivotal to shaping retail’s next chapter. “We’ve only scratched the surface of what AI can do,” he says. “There is enormous potential to enhance the way we understand consumers, improve efficiency and personalise consumer experience.”
However, Ben cautions that businesses need to fix their internal structures to make use of new technology. “Successfully unlocking the potential of data and positioning it at the core of decision-making requires not only the right technology, but also a cultural shift towards data-driven insights. It’s about aligning teams, investing in upskilling, and creating a framework where data informs every strategic move,” Ben adds, emphasising the need for both technical and organisational transformation.
For Ben Galloway, transformation is about more than strategy—it’s about adaptability, innovation, and connecting meaningfully with consumers. His experience in leading change at some of the world’s most iconic brands has given him a unique perspective on what it takes to thrive in an ever-changing industry.
As he looks to the future, Ben’s optimism is grounded in a deep understanding of the challenges ahead and an unwavering belief in the power of innovation to overcome them.
A seasoned leader with deep expertise in shaping strategy and driving transformation within consumer-focused sectors (particularly retail and consumer goods). Ben has worked with many iconic brands, including The Coca-Cola Company, Costa Coffee, Diageo, and Tesco, in-house and as a strategy consultant. Passionate about unlocking value through change, Ben excels in creating consumer-led strategies and fostering organisational transformation. An MBA graduate from London Business School, he is currently exploring opportunities to apply his skills and experience to drive meaningful impact and growth in dynamic, forward-thinking organisations.
