Conversation with… Matt Randle, general manager of Dreamland Bedding
Here we chat with Matt Randle, general manager of Dreamland Bedding, a finalist in this year’s People in Retail Awards, about learning, leadership, and what it really means to run a business that gives back.
From McDonald’s to an MBA, Matt talks us through the decisions, experiences and values that have shaped his journey and why, despite plenty of offers from elsewhere, he’s exactly where he wants to be.
Subscribe to TRBLooking back on your career, what have been the key moments or decisions that have shaped your journey?
I think it’s about saying yes to opportunities. If there’s an opportunity in the local community, a training exercise, something through work or something where I can work with another business, I’ll generally say yes and work out how I’m going to do it afterwards.
That’s something I’ve spoken about at universities as well. A lot of people are too scared to put themselves forward. But every time you get involved in something, you learn new skills, meet new people and open doors to opportunities you didn’t know existed. Pretty much everything I’ve done that’s had a positive impact on my career has come from getting involved rather than sitting on the sidelines.
You’ve spoken about the importance of continuous learning. Where did that passion for education come from?
When I first left education after my A-levels, I wasn’t really interested in carrying on. I wanted to earn money, so I went and worked full-time at McDonald’s.
It wasn’t until my early twenties, when I was doing an apprenticeship off my own back, that I realised I actually quite enjoyed learning. At that point, I didn’t really know what I wanted to do long-term, so I went to university and studied Business Enterprise, which focused on SMEs and retail.
At the same time, I was working weekends at Dreamland Bedding. Originally, it was partly because my parents said I could live at home rent-free as long as I worked. But while I was here, I realised I really enjoyed the industry.
I’d managed people before, but I’d never really had that face-to-face interaction with customers, and I found I loved it.
When I finished my degree, I started trying to introduce some of the things I’d learned into the business. The owner had been here for decades and wasn’t always convinced by a twenty-something coming out of university with new ideas. I learned quite quickly that introducing change is sometimes about how you present it.
Over time, though, I saw how valuable education could be. It gives you fresh perspectives and helps you challenge the idea that just because something has always been done a certain way, it should stay that way.
I’ve also joined the Apprenticeship Ambassador Network, spoken in schools, colleges, and conferences, and started conversations across our industry about how we can bring learning and development more into the spotlight.
In addition to your degree, you’ve completed an MBA through an apprenticeship (senior leadership). Can you tell us more about that?
After about a decade away from formal education, I felt some of the models and theories I’d learned were becoming a bit outdated. The world was changing and retail was changing, and I wanted to bring fresh ideas into the business.
When I approached the company’s owner about doing an MBA, he was incredibly supportive. I worked out all the costs, the time commitment and how it would impact the business. I was prepared to make sacrifices to make it happen, but he simply said, ‘Go and do it.’
What was great was that he didn’t just support me financially. He wanted to know what I was learning, what modules I was studying and how it could benefit the business. So, everything I learned, we put into practice. We didn’t leave it sitting in a folder somewhere. We implemented it, tested it, and adapted it.
What does great leadership in retail look like to you today?
I suppose it’s what I’d describe as stakeholder leadership. It’s about taking everyone into account when you’re making decisions and developing the business.
A lot of my thinking comes back to the triple bottom line – people, planet and profit. Obviously profit has to be there, but it can’t be the only thing you’re looking at.
I’ve developed a real interest in sustainability through my studies, but for me it’s broader than that. It’s about making sure we’re visible and approachable, both internally and externally.
We’re based in an area that’s often described as deprived, but we’re a business that turns over millions of pounds and does well. So, one of the things I’m interested in is how we can use that position to support the wider high street, change perceptions of the area, and help bring younger people into the town.
Leadership is about having that longer-term vision. It’s about improving the business, improving the area you work in and improving the environment around you, not just focusing on sales and profit.
You and the business have received a number of awards and industry recognitions. What do those moments mean to you personally?
It’s probably going to sound strange, but after the first couple of awards, the awards themselves became less important.
When we first started winning things, it was exciting because it felt like recognition that we were doing something different. But after that, I realised we don’t actually do any of this for awards. What matters more now is seeing what it means to other people.
Last year, we were shortlisted for several awards, and we invited all the staff along because none of it happens because of one person. Retail is a team effort.
One of my favourite memories was when we won Best Bed Shop in the UK for our size category. The owner had spent decades building the business and I’d never really seen him show much emotion about anything. Seeing how proud he was that night meant more to me than the award itself.
The next day he came into work and bought everybody a bottle of champagne. That was the bit that stuck with me.
You’ve also been involved in judging awards. Has that changed how you view recognition and success?
I was asked to join a judging panel because of some of the sustainability work I’ve been involved with. It was a bit surreal really because I was sat alongside senior leaders from organisations like the NHS and the police, and then there was me from retail.
Being on the judging side makes you realise how much responsibility comes with it because you’re looking at people who’ve put a huge amount of work into what they do. You also get to see some incredible stories and projects that you wouldn’t otherwise know about.
I enjoy that side of it because it’s not about handing out trophies. It’s about recognising people who are making a difference.
Community involvement is clearly important to you. Where does that passion come from?
A lot of it comes from personal experiences.
My nan passed away at Mary Stevens Hospice, which is why I’ve always tried to support them where I can. I’ve just signed up for several more fundraising and sponsorship activities for them this year.
I’ve also had experiences in my own family that have shaped how I look at things. My brother was homeless at one stage, struggled with drugs and spent time in prison. Because of that, all the money we receive from our cardboard and plastic recycling rebates goes towards supporting the rehabilitation of ex-offenders.
I’ve also done things like sleeping out for a homeless charity. It wasn’t just about raising money. It was about trying to understand, even in a small way, what some people go through.
Those experiences change your perspective. They make you think differently about second chances, support and how businesses can contribute to their communities.
You seem to be involved in a huge number of initiatives outside the business. What drives that?
I think it’s just curiosity more than anything.
One thing tends to lead to another. You meet somebody through one project, which leads to another conversation, which leads to another opportunity.
Recently I’ve been working with people from the council around culture and education within the region. That came from conversations that started somewhere completely different.
I never really set out with a grand plan. A lot of it comes from seeing a need, thinking it’s interesting and wanting to get involved. Sometimes you don’t know exactly where something is going to lead, but that’s okay. You learn by doing.
What keeps you at Dreamland Bedding?
I think people sometimes assume you’re always supposed to be looking for the next thing. In the last month alone I’ve been approached about several different roles, but I’m happy where I am.
I’ve never really understood constantly moving jobs. I’ve got friends in very senior positions who seem to move every year or two. For me, if you’ve spent all that time implementing change, why wouldn’t you want to stay around and see it through? You can be ambitious and still be happy where you are. There’s still so much I want to do here and so much potential in the business.
Finally, what motivates you today?
My daughter, probably. She’s three years old now and having a child can change how you think about things.
The area I grew up in was different when I was younger, and if I can help make it a better place for her and other young people growing up here, that’s important to me.
Whether that’s through education, apprenticeships, community projects, sustainability initiatives or simply running a good business that supports people, I think it’s all connected. At the end of the day, if you can improve things a little bit for the people around you, that’s a worthwhile thing to do.
