Conversation with… Paul Brennan, managing director of Sofa Club
From a Saturday job at Marks & Spencer to senior leadership roles at Marc Jacobs, Browns and now managing director at Sofa Club, Paul Brennan has built a career across leading names in fashion and retail.
His move from fashion into furniture marks a clear shift in direction, and in this interview he talks about how he got started, why he made the change, and how his approach to leadership has evolved.
Subscribe to TRBYou started your retail career at Marks & Spencer with a Saturday job. How did that lead to where you are today?
I got into retail through my interests in fashion and music, I realised pretty early on that I wanted to work in an environment connected to those worlds. I started at M&S in Merry Hill as a trolley boy. At the time, M&S was flying, and I remember the HR manager who hired me saying, “This could be a career, not just a Saturday job.” That really stuck with me.
The training was brilliant, and I enjoyed being around the products and seeing how people interacted with them. So when it came to university, Retail Management felt like a natural fit. During my sandwich year in-store, I started to realise I was more drawn to the thinking behind it all, what drives buying decisions, what drives sales, so I leaned more towards the head office side.
After graduating, I joined Debenhams as a trainee assistant manager. Since then, I’ve always enjoyed getting stuck into a role, learning as much as I can, and then figuring out how I can add more. A big part of that for me is working with people, bringing teams together and helping them do their best work.
You’ve led luxury fashion brands including Marc Jacobs and Browns but have recently joined Sofa Club. What drew you to the furniture sector?
Honestly, it was the people as much as anything. When I met Tom and the team, there was a real energy there, especially Tom’s passion for building something special. That’s always been important to me; I’ve only ever worked somewhere where I believe in what we’re doing and the people leading it.
What really interested me was the idea of bringing a more fashion-led approach into the home. It felt different to traditional furniture retail, and I could see how my background might translate, particularly in areas like brand, marketing and customer experience.
The move itself has felt quite natural. Of course, there are a few differences, including new terminology and logistics nuances. But at its core, it’s still about creating something people love and finding the right way to present it.
You’ve held both COO and MD roles. How does that shape the way you run Sofa Club?
I think it gives me a more rounded view. I started out in merchandising and have worked across different parts of the business, so I understand how decisions in one area affect everything else, from stock and logistics through to marketing and finance.
The COO side brings more of the operational focus, which helps balance things. You can’t just think about where you want to go, you also have to think about how you actually get there and make it work commercially.
In reality, it’s often about finding that middle ground. You want to support big ideas and creativity, but you also need to stay close to the numbers. Having seen both sides helps me navigate that a bit more comfortably.
How has your leadership style evolved?
I’d say I’ve probably just become a bit calmer over time. Experience helps, you realise not everything needs an immediate reaction.
I still try to learn as much as I can, whether that’s through reading or just being curious about how other people do things. But more recently, I’ve focused on being a bit more measured and thoughtful with how I spend my time and energy.
Can you tell us about any future plans at Sofa Club?
We opened a new concept at the Metrocentre in Newcastle over Easter, which is really exciting. It’s got a slightly different look and feel to what we’ve done before, and to what’s out there more broadly, but still keeps that relaxed, welcoming Sofa Club feel. Cardiff, Edinburgh and another location will follow later this year.
We’ve also strengthened the leadership team with a few key hires, which puts us in a good place for the next phase, what we’re calling Sofa Club 3.0. That’s really about improving the in-store experience, continuing to build on our next-day delivery offer, and leaning further into our fashion-led positioning.
There’s still a big opportunity for us in terms of awareness, we’re not as well known as some of the bigger players, so that’s a big focus for us this year.
What would you tell your younger self?
Be patient and don’t worry too much about having everything figured out straight away.
I’ve always read quite a lot and taken inspiration from all sorts of people and characters, even Churchill. That idea of resilience has stayed with me: Never Give Up.
I’d also say be a bit kinder to yourself. I’ve always been quite driven, but that can come with being overly critical. Over time, I’ve realised it’s just as important to enjoy what you’re doing, stay curious, and look after the people around you.
