Tania Benyon

I led the reset of TWL’s merchandise function as the organisation returned to a traditional retail structure. I was responsible for defining the product strategy, rebuilding the merchandise and planning teams, and re‑establishing clear ways of working. Alongside this, I oversaw the trade calendar, sourcing critical path, and cross‑functional alignment across assortment architecture, private labels, pricing, and store execution to restore a strong retail core. Key Achievements: • Rebuilt merchandise and planning capability post‑Covid: When I rebuilt the merchandise and planning teams, I used my strong leadership and practical system design skills to create a way of working that brought people, process, and tools back into alignment and restored the capability needed for a disciplined, scalable retail operation. • Reset trading calendar and critical path governance: To redesign the trading calendar and document the full critical path, I brought teams together around clearer processes and shared expectations. This created an operating rhythm that strengthened coordination, improved planning and supported confident commercial decision‑making. • Redesigned product strategy and full assortment architecture: I used my deep merchandise insight and structured prioritisation skills to redefine the product strategy, rebuilding the assortment across shape change, hierarchy, private labels, pricing, and range‑to‑space, while reintroducing trend product in a clear, relevant way. • Oversaw major sales, purchasing and cost outcomes: In order to manage more than $3b in sales and $1.8b in purchasing, I relied on my commercial acumen, negotiation skills, and financial discipline to guide investment decisions and deliver COGS improvements that supported margin growth and improved long‑term category health.

As part of the group leadership squad accountable for the performance of The Warehouse, Warehouse Stationery and Noel Leeming, I led customer‑led assortment strategy, margin delivery and the product elements of the buy‑move‑sell model. Alongside this, I guided customer mission tribes, oversaw supply chain transformation and system modernisation, directed international sourcing offices and led over 1,000 people across onshore and offshore teams. Key Achievements: • Supported trading functions through Covid disruption • Delivered significant value through retail price optimisation • Expanded private label across priority categories • Relaunched pantry and chilled grocery in TWL • Strengthened direct sourcing and design capability • Advanced ethical and sustainable sourcing programmes • Transformed supply chain from push to pull model • Completed integrated supply chain transformation discovery • Led major system transformations across TWL • Initiated apparel digital design capability build • Introduced automation to reduce cost of doing business • Tested and evolved agile ways of working • Embedded Te Reo Māori descriptions across private label products

I led the combined sourcing and trading functions across TWG, guiding the Rise transformation and embedding agile ways of working to strengthen retail fundamentals. My remit spanned ethical sourcing, private label development, supplier partnerships, trading performance and the leadership of global sourcing teams, while integrating sourcing and merchandise into a matrix product model focused on delivering the best range for customers. Key Achievements: • Strengthened performance through the 'Rise' business transformation • Reduced COGS through deeper supplier partnerships • Integrated sourcing and merchandise into a unified product model • Built capability and cohesion across global sourcing teams • Reset alternate channels into a streamlined wholesale model • Improved trading rhythm and major event execution