Conversation with… Clare Tyrer, chief customer officer at Wild Nutrition
Clare Tyrer has built a fantastic career driving customer growth across fashion, beauty, publishing and luxury travel brands. She is now applying that experience to the wellness market as Chief Customer Officer at Wild Nutrition.
Here, we chat with Clare about her career journey, leadership style, lessons learned, and how she’s shaping customer engagement and loyalty at the brand.
Can you talk us through your career journey so far
It’s been quite a journey! I started at American Express Centurion, where I spent seven years learning the ropes of real customer service and dealing with extremely demanding clients. The lifestyle team taught me to deliver the impossible – whether it was chartering a helicopter to deliver biscuits to the Isle of Wight or finding last minute tickets to sold-out events. That experience gave me a fantastic grounding in service excellence.
From there, I moved into publishing, working on creative arts and fashion books. I saw an opportunity to go direct to the customer rather than just selling through universities. Introducing Amazon as a sales channel was a turning point, transforming sales and leading to the business being sold to Bloomsbury Publishing.
After that came a move into beauty, working with a luxury salon brand that we grew into Harrods, Fortnum & Mason, and Harvey Nichols. We were doing London Fashion Week, winning awards, and building a passionate customer community.
Subscribe to TRBThen came what I call my pivotal D2C moment – joining Hush at a time when catalogues were still the main channel. We led a full digital transformation, embraced influencer and affiliate marketing, and grew the business from £6 million to £40 million in three years. We built a community that loved the brand; every school mum had a star jumper! We hosted incredible customer events that sold out in minutes.
I later worked in luxury travel, curating end-to-end experiences for both travellers and homeowners, before moving to Missoma. It was a cult, social-first, influencer-led brand, and we scaled rapidly, growing from £13 million to £30 million in just two years. I loved the buzz, the pace and the creativity, but the six-hour commute from Sussex was brutal.
How did your current role at Wild Nutrition come about?
After a brief spell at UKLASH, where we put strong foundations under a business experiencing explosive growth, I got the call from Wild Nutrition. It felt like all roads had led here. The role is broad – overseeing customer, retail, brand, and performance – which is exactly how I believe businesses should be run. Brand and performance should never be separate. Every emotional touchpoint impacts performance, and when you get it right, your cost of acquisition drops dramatically.
Most importantly, Wild Nutrition speaks to women at key life stages which is something I’m deeply passionate about. It’s a business where I can bring together everything I’ve learned about digital transformation, subscription growth, and brand storytelling – and best of all, it’s just 25 minutes from home!
You’ve worked across some incredible brands. What’s stayed constant in your approach?
For me, brand and customer experience go hand in hand. You can’t separate them. Every interaction, from the website to the unboxing moment, is a chance to reinforce who you are and build loyalty. I’ve always believed in leading with community and authenticity, creating brands people love and want to be part of.
You’ve done all of this while raising three children. How have you balanced it all?
It’s been a team effort. My husband and I had children young, and we’ve always shared the load. At one point, we swapped roles so I could take on a particularly intense period of work. We’ve both supported each other’s careers. He now runs a successful record label but is also an amazing home cook so I come home to dinner most nights! It hasn’t always been easy, but we’ve made it work.
You mentioned feeling the buzz and seeing the numbers shift. How does that translate in your day-to-day?
You can feel it when the business is moving in the right direction. The results speak for themselves. We’re well above stretch targets, and there’s a genuine excitement across the teams. It’s different from what I’ve done before because the impact is immediate and measurable, and yet you can also sense the cultural shift. There’s a real energy here, and it’s incredibly motivating.
How does being Chief Customer Officer differ from other commercial or marketing leadership roles you’ve held?
It’s broader. This role allows me to truly connect the customer experience with every part of the business. I’ve never separated brand from performance, and here I can touch everything from the first interaction a customer has with Wild Nutrition through to retention and advocacy.
I work closely with leaders across retail, DTC and digital. For example, in a traditional DTC setup, retail might never have been seen as a brand builder – now we’re showing how it drives performance and positions the brand. It’s rewarding to see colleagues understand that every customer touchpoint contributes to growth and brand loyalty.
We’re also breaking new ground in areas like sexual health, women’s wellness, and practitioner led education – conversations that most retail teams wouldn’t typically lead. It’s challenging, but it’s a privilege to help the business see beyond just sales numbers.
What does a typical day look like for you?
Honestly, there’s no “typical” day! My week flows between one-to-ones, strategy meetings, and connecting with different teams. Mondays are usually trade focused, Tuesdays are about creative campaigns and brand opportunities, and much of my week involves working with nutritionists and practitioners – a team I’ve never overseen before, so I’m constantly learning.
Being in the office three days a week allows me to connect with people directly, which was harder during constant Teams calls. I move from area to area, joining different leaders, making sure the customer perspective is embedded in everything we do. It’s busy, it’s varied, and it’s exactly the kind of challenge I love.
How are you driving customer engagement and loyalty at Wild Nutrition?
We’ve focused on showing up where the conversation is happening. For example, we speak to over a thousand women a month, many of them nutritionists, and we listen closely to their needs, whether it’s weight management, menopause, or challenges with GLP-1 treatments. Early this year, we realised there was a real gap in support and decided to act. It wasn’t about ignoring the issue; it was about being brave, having the conversation, and creating products that genuinely help. One example is our Weight Management Support, designed to support metabolism, blood pressure, cholesterol, and long-term weight management.
We also focus on high-value customers in a personal, meaningful way. For example, we provide tailored support for women during fertility, pregnancy, and postpartum, even sending free products to help them maintain energy and wellness during maternity leave. It’s not about points based loyalty, it’s about genuinely connecting and providing value.
Can you share any future plans for Wild Nutrition?
We’ve grown rapidly, and one area we’re really focused on is expanding our practitioner community. We already have over 4,000 practitioners, but we want to grow that, deepen engagement, and make them part of our ongoing conversation. Right now, our focus is UK based, and there’s still so much opportunity to capture here. Wellness demand is booming, and we want to be at the forefront of it.
We’re focused on growing subscriptions, deepening customer relationships, and ensuring every touchpoint, both online and offline, delivers value and builds trust. There’s so much opportunity, and I’m excited to lead the customer journey as we grow.
How would you describe your leadership style?
I’d say it’s hands-off with high expectations. I set the standard and expect excellence, but I respect that my team often knows more than I do in their areas. My approach has evolved over time. I’ve learned to steer and guide, rather than get lost in the detail. When challenges arise, I draw on decades of experience to make quick, decisive choices. I rely on intuition and experience, and I’ve always led in a way that feels authentically female – collaborative, empathetic, and decisive.
Looking back, did you ever imagine you’d reach this level of success?
I never doubted I’d be okay. My mum was a huge inspiration; she told me I could be anything, even Prime Minister! She was an incredible hairdresser for Vidal Sassoon, and I grew up immersed in creativity and fashion. That shaped my confidence and ambition.
I also have a sister who’s a powerhouse in the NHS, supporting thousands of nurses – she’s incredibly selfless. Between her and my mother, I learned the importance of impact and service, which has influenced how I lead and connect with customers.
What’s the most valuable career lesson you’ve learned?
A wise mentor once told me: “You can’t do it on your own, and you can’t do it overnight.” Building an incredible team, especially a team of strong women, is essential. I also firmly believe that brand and performance can never be separated – every touchpoint contributes to business success. That principle drives everything I do, and I’ll always stand by it.
