Conversation with… Gwynn Milligan
In this latest Conversations interview, we chat with Gwynn Milligan, former chief executive of JoJo Maman Bébé, about her incredible career to date and how putting the customer first has always been her guiding principle.
Having also worked with retailers such as Mothercare, ASOS, Reiss and JD Sports, Gwynn now uses her experience to guide businesses, mentor future leaders, and help retailers put customers back at the heart of their strategies.
Can you tell us how you first got into retail?
It all started at Mothercare. I live just outside Watford, and I joined Mothercare as an allocator. I loved the brand and ended up staying for eight years. At the time, it had a catalogue and was quite innovative with its stores. I worked with some incredible people there such as Derek Lovelock, who I’m still in touch with today, and Ann Iverson, who was the buying and merchandising director.
Subscribe to TRBThey really taught me how to think on my feet and to make decisions with the customer front of mind. That principle has stayed with me throughout my career. Mothercare gave me a deep understanding of customers from day one and I loved it.
And how did your career develop from there?
I started in merchandising, and at the time everyone said, “Gwynn, you need the Burton Group on your CV.” It was at the forefront of what merchandising could really deliver.
So, in 1993, I joined the Burton Group, starting at Dorothy Perkins with Stuart Rose as my MD. Jane Shepherdson was at Topshop and there were many other brilliant leaders in the group – some of whom I’m still friends with today.
I lived through the transition when Arcadia was formed, which was a defining period in UK retail. I must have loved it as I stayed for 16 years, eventually becoming buying and merchandising director at Wallis.
But at some point, the group lost the ability to innovate. Growth was flat, and progression was tough. Progression opportunities were limited, so I decided to move on and joined ASOS.
ASOS was an unbelievable experience. Chief executive Nick Robertson’s interview was all about the customer. Not my CV or merchandising skills; just what I could do for the customer. That was refreshing.
I worked alongside inspirational leaders like Caren Downie and Stefan Pasticcio. It was very much a “work hard, play hard” culture, but I learned a lot of things that shaped my leadership down the line.
After that, I joined Cocosa for a short period, but it wasn’t the right fit, so I moved on after six months. Then I joined Reiss, working with David Reiss, another great customer-focused leader.
Later, I moved to JD Sports as managing director of Bank, which I loved. But JD chose to focus solely on sports, so the fashion division was closed. After that, I went to Jaeger, an incredible brand with a 150-year history, although the trading environment was very challenging. By 2017, I decided it was the right time to move on.
What came next?
From there, I joined JoJo Maman Bébé. Meeting founder Laura Tenison was an inspiration. She was years ahead regarding sustainability and put customers, people, and team culture at the heart of everything. I felt re-energised.
When Next and Davidson Kempner took over, I became chief executive, steering the business through the pandemic, prioritising digital growth and values, and leading it to a successful exit. I knew then it would probably be my last chief executive role, so in 2024 I moved into a non-executive and advisory career and launched GM Board Advisory.
I always said I wanted to give something back so some of the roles I’ve taken on include unpaid work, helping smaller businesses and SMEs who don’t always know where to turn. Whether it’s raising investment, opening wholesale, or shaping strategy, I’ve found myself surprised at how much I can offer and how many people reach out.
How has retail changed since you started out?
Back then, it was all physical stores and a lot of gut instinct. Today it’s digital-first and data-rich, but customer expectations have never been higher. Ignore them at your peril.
Shoppers want personalisation, transparency, and a seamless cross-channel experience. They want to know the brand’s story and it must be real. Sustainability has shifted from a “nice to have” to absolutely core. JoJo Maman Bébé was ahead of its time there, embedding it long before others caught on.
That’s the big difference now – you can’t just trade. You must stand for something.
How would you describe your leadership style?
I lead from the front, with clarity, empathy, and trust. I believe in empowering teams, making sure people feel seen and heard. For me, leadership isn’t just about results – it’s about building culture and creating long-term value.
What have you found the most effective way to foster customer loyalty and engagement?
One of the things Laura Tenison re-ignited in me was to get out and meet the customer. A lot of businesses don’t do that. Laura and I would sit in a coffee shop and watch the customer – see who they are, how they interact with their friends and think about how to bring that into our own environment.
At JoJo Maman Bébé, you could walk in at any time, even if you’ve just had a baby and are feeling overwhelmed, and someone would be there to help you. You could use the facilities or just have a conversation. It was all about being there for the customer, which so many retailers have forgotten.
Obviously, you need to make money – unless you’re a charity – but if you invest in the business and the customer experience, it all pays off.
What’s the most valuable career lesson you’ve learned so far?
Without a doubt, adaptability. Markets, customer behaviour, and technology change – you’ve got to stay curious, open to new ideas, and be willing to pivot.
If you could give your younger self one piece of advice, what would it be?
Start early in actively mentoring and sponsoring women. I’ve worked with incredible women at all levels, but many boards were all male when I started. Supporting women in retail is something I wish I’d done sooner.
Would it surprise your younger self that you became so successful?
I think I’ve always wanted to reach the next level. I remember telling myself I had to be a head of merchandising by a certain age – because you never really saw where the previous merchandisers went. I guess I’ve always been ambitious and wanted to lead.
Several of my early team members have since gone on to lead successful brands of their own, which makes me very proud. They tell me I was an inspirational leader, empowering them even in the early days. I hope those qualities helped me reach where I am now.
You’ve worked with some fantastic retail brands. Have there been standout mentors for you?
Laura Tenison was a huge inspiration, and Nick Robertson at ASOS really reinvigorated my focus on the customer. In the later years at Arcadia, I felt we weren’t doing enough for the customer, and Nick and Laura reminded me why that’s so important.
What about your own time? How do you balance it all?
Honestly, I’ve always been full-on in my roles, often first in the office, but I’ve also balanced it with a strong home life. I’ve been married for many years, and my two sons are thriving in their own careers.
I’m very good at switching off. For example, I’m going on a cruise this week and I won’t even take my laptop. My husband and I love jazz and travel. We spend a lot of time together now, going to concerts and exploring. And I still make plenty of time for my lifelong friends.
