Project 01 of 09 Current role Retail · Loyalty · AI enablement

Connecting the dots in retail

Landmark Group
2023–Present
4 min read

A customer doesn’t experience an org chart. They experience a loyalty card, a store visit, an app, a message. My work at Landmark is about making those moments feel like they belong to the same relationship.

A connected retail world. Editorial illustration.

At a glance

Product and experience leadership across Babyshop, Home Centre, Centrepoint, Splash, Shoemart and Homebox, connecting brand CEOs, commercial owners, functions and territories with design and technology teams.

Role: Associate General Manager, Product & Experience
Focus: AI enablement & R&D
Scope: Six retail brands
Base: Dubai, UAE

The remit

Six brands. A shared need for clarity.

My remit spans Babyshop, Home Centre, Centrepoint, Splash, Shoemart and Homebox. Alongside product and experience priorities, I manage and coach designers, set goals, review performance and guide design quality.

The work connects brand, vertical and territory priorities. A useful way to understand that challenge is to look at the same decision from three positions: the customer trying to get something done, the business responsible for performance, and the team responsible for delivering it.

Executive alignment

Turn competing priorities into a direction people can act on.

I facilitate design-thinking workshops across brands and functions to align strategic bets and annual digital and experience priorities. My role is to connect senior stakeholders around shared customer priorities while making the business and technology implications explicit.

Alignment is part of the design work. A coherent experience depends on teams agreeing which problem matters, what sits inside the scope and which dependencies need attention.

Clienteling

Make personal service useful in different moments.

I led personalised services for first-time mothers, interior-design customers and fashion customers. These are different decisions with different kinds of support: reassurance around a new life stage, confidence in a room, or help choosing what to wear.

Assisted transactions represented approximately 7.5% of invoices across Group retail brands where deployed. That describes the contribution of the service within participating brands; it is not a claim about every transaction across the Group.

First-time mothers and maternity services
Interior design and furnishing support
Fashion clienteling and assisted retail

Commerce & loyalty

Connect the proposition to the systems behind it.

I aligned an external-seller marketplace launch that expanded online assortment by 30%, and guided Shukran’s loyalty and tiering revamp around retention, lifetime value and brand priorities.

In planning and buying, I aligned workflow and purchase-order improvements and guided space and inventory tools supporting a 38% improvement in retail space productivity. These initiatives extend experience design into the operational decisions that determine what customers can discover and buy.

Enterprise AI

Build capability alongside the tools.

I lead Enterprise AI Chat, Software Factory and Agent Space across AI adoption, agent-driven development and process automation. The focus is productivity, cost efficiency and customer experience.

I also shaped Content Genie’s imagery and copy workflows, reducing production costs by 60%, and coached design, product and engineering through hands-on AI chapters. The leadership challenge is both the workflow and the team’s ability to use it with judgment.

Enterprise AI Chat
Software Factory and Agent Space
Content Genie imagery and copy workflows
Hands-on learning across design, product and engineering

Reflection

The unit of design is sometimes the organisation.

This work sits across services, platforms, teams and commercial priorities. It requires moving between a customer’s immediate need and the organisational decisions that make a better experience possible.

These were cross-functional initiatives. My contribution brought together product and experience leadership, design direction, stakeholder alignment and team capability.

Experience lens

One relationship, three moments

A simplified way to read a multi-brand retail relationship: what the customer does, what they meet from the brands, and what has to happen out of sight for it to feel connected.

Illustrative service blueprint. An original model for exploring the experience across customer, service and operations.

Service blueprint model: three journey stages across customer, frontstage and backstage layers.
	Discover	Assisted service	Loyalty
Customer What the person does	Moves between brands and channels	Wants advice that suits the moment	Carries one card across brands
Frontstage What they see and touch	App, site, store, message	Store teams and clienteling	Tiers, rewards, recognition
Backstage What makes it work	Shared customer event data	Category-aware context	Rules agreed across brands

Stage 01 of 03 · The design question

Does the customer feel recognised before they have said who they are?

Customer Moves between brands and channels: Someone might find a product in an app, look at it in a store and come back through a message. They are thinking about what they need, not which brand team they are dealing with.
Frontstage App, site, store, message: Each brand speaks through its own channels. The experience question is whether those channels behave as if they know the same person, or greet them as a stranger each time.
Backstage Shared customer event data: Recognition depends on behaviour being captured and passed on consistently. This is the territory of integration requirements and event-data flows: unglamorous, and the foundation everything else stands on.

Stage 02 of 03 · The design question

How can service feel personal without turning into a script?

Customer Wants advice that suits the moment: Preparing for a new baby, furnishing a home and refreshing a wardrobe come with different doubts, a different pace and different reasons to come back.
Frontstage Store teams and clienteling: The store team is the brand in person. Clienteling gives them a way to pick up a relationship where it left off, adapted to the category rather than one approach for everything.
Backstage Category-aware context: Behind the conversation sits the context a colleague needs: what matters in this category, what the customer has chosen to share, and what a sensible next step looks like.

Stage 03 of 03 · The design question

What should a tier mean to the person holding it?

Customer Carries one card across brands: The loyalty card is one of the few things a customer takes into every brand. It is where they notice, most directly, whether the group remembers them.
Frontstage Tiers, rewards, recognition: Status and rewards need to read the same way wherever they appear, so that a tier feels like a promise rather than a number on a statement.
Backstage Rules agreed across brands: Consistent recognition needs tier logic and priorities the brands have agreed together. That agreement is often harder to design than the interface.

Selected professional work. Editorial imagery and explanatory models accompany this account.