In my experience, the Store Manager role operated more as a caretaker position rather than a commercially empowered leadership role.
There was very limited autonomy to drive local sales strategy, develop key accounts, or manage customer relationships independently. Despite identifying and securing a £48k per month revenue opportunity, I was not permitted to manage or develop that customer relationship directly. This significantly restricted the ability to grow the business at store level.
Support from POPS/operations management in terms of structured commercial development, strategic backing, and on the ground guidance was minimal. Growth initiatives often lacked follow through, and Store Managers were expected to deliver results without the authority or support required to execute effectively.
Additionally, internal working relationships deteriorated over the final period, and concerns around conduct and communication were not addressed early enough. This created unnecessary tension within the store environment.
Ultimately, the role lacked the empowerment and senior-level backing required to operate as a true commercial leader.
