Conversation with… Shannon Osman, head of retail at Footasylum
In this latest interview in our Conversations series, we chat with Shannon Osman about her remarkable career to date, her role as head of retail at Footasylum, the people who have influenced her journey, and her advice for the next generation of retail talent.
Can you tell us how you started in retail?
I entered the retail sector when I was 21 and I’m 36 now. Before that, I’d been coaching football in America for two years after college. I always thought I’d be a teacher, and I even did two years at university. But after spending so much time with young children in a hot climate, I realised it wasn’t for me.
I vividly remember sitting on the stairs one day and my mum saying, “You need to get a job – you’re not in Kansas anymore, Dorothy!” So, I applied for a vacancy at Arcadia in my local Outfit store. I got the job the same day as my interview – I’ll never forget that. The woman who called me told me they loved me and asked me to come in the next day to do the paperwork. That moment stuck with me. If someone’s right for a job, tell them straightaway – don’t make them wait around.
Never Miss a Retail Update!I spent about three years at Arcadia, worked my way up to supervisor, but the structured progression was a bit too slow for me. I wanted more. So, I moved around a few independent retailers before settling at Tessuti in 2015, as a store manager in Cardiff.
Less than two years later, the head of retail came to visit and spoke to me about an area manager role. I had no ties – I was about to get married but had no children – so my husband said, “Go for it.” I took on the Midlands and Wales region, and I loved it. That role felt tailor made for me.
What prompted the move from Tessuti to Footasylum?
My line manager moved on to another role in a different country, and I realised how much I’d been working for them rather than the company. I’m a big believer that people work for people. Around that time, I bumped into someone from Footasylum who told me about a big project they were planning. I love fixing things, and that felt like a project I could really sink my teeth into. That was six and a half years ago – and I’ve loved it ever since.
You’ve clearly made a real mark at Footasylum as becoming head of retail is a huge achievement.
Just to give you some background… I joined in 2019, did a year, then Covid hit – and I had a baby. I was about 16 weeks pregnant when lockdown began, so I got the chance to put my feet up for a while! I have a little four-year-old now – a proper Covid baby.
I think those six years changed me massively. I came back after maternity leave with a totally new perspective – asking myself, “What would I want my daughter to do in 20 years’ time?”. That really shifted my mindset.
When my boss Dave Williams became head of retail, he said: “You want to learn? You want to run projects? I’ll give you the exposure that you need.” He’s now moved on to a bigger role. But that exposure made the transition from area manager to head of retail a much smoother one.
Tell us about your role – what does a typical day look like?
The biggest adjustment was stepping back from the granular level. As an area manager, I was constantly in stores. Now, it’s more about strategy – people planning, business forecasting, identifying where Footasylum Retail should be in six months, a year, three years. We’ve just had another record-breaking year, so the focus is also on building a team and structure that can support that growth long term.
What’s the best part of your job?
Being a catalyst for change. One of the biggest things I’ve implemented is removing CVs from our recruitment process. I’ve always wanted to do it but didn’t have the autonomy before. When I got this role, I thought, “Right, let’s do it.”
We invite candidates in based on availability, personality, and potential – not what’s written on a sheet of paper. And the quality of our seasonal hires has been phenomenal. It’s been one of my proudest decisions.
We remember David Nottage, head of talent attraction & acquisition at Footasylum, speaking at TRB HR conferences about recruitment changes like that.
Yes, David’s work really resonated with me. Removing unconscious bias from the process has made a massive difference to our hiring diversity and quality.
What would you say are the key skills for your role?
Resilience is a big one. Our company values are the three Cs – Collaboration, Community, and Challenge – and I think those sum up the skill set perfectly. I need to collaborate across departments, challenge ideas, and clearly communicate my vision to over 1,800 people – from part-time store staff to senior leaders.
Footasylum is expanding its store portfolio. Can you tell us more about that and any other future plans?
I can say that we’re continuing to expand in the UK this year. We’ve got several locations signed off already, which is exciting. I’ve loved being involved in identifying new sites and shaping the direction of our retail footprint. We’re also growing in ecommerce and wholesale. It’s an exciting time for the business – we’re pushing boundaries and constantly asking ourselves, “Where is the ordinary?” – and then raising the bar.
For someone considering a career in retail, what advice would you give?
Progression isn’t a title. That’s something I really try to instil in my team. Development is about what you invest in yourself. Ask questions. Set goals. Learn. We’ve implemented a brilliant goal-setting structure with our store managers, helping them take control of their own growth.
Retail is full of opportunities – whether it’s marketing, finance, HR – and I always ask, “Where do you want to go, and who do I need to introduce you to?”
Have there been any standout people in your career?
I’ve been lucky to always have someone take me under their wing. During my time at Tessuti it was Paul Orange who believed I could be an area manager and Footasylum’s CEO David Pujolar entrusted me with the head of retail position. My current line manager Willem van Rensburg has been a great mentor since I have entered into this role. But I have also learned a lot from the people I don’t want to emulate. Those experiences shape how I lead – both good and bad.
People can open doors, but it’s up to you to walk through them. Everyone is the master of their own fate.
