Suzi Avens

Full P&L accountability for Jaeger, leading turnaround, repositioning and integration following acquisition from administration. Operating within a matrix plc structure, accountable for brand and commercial performance, delivered through cross-functional teams spanning marketing, operations and international. Scope: -Leadership of product, brand strategy and trading performance -Accountability for commercial outcomes across all channels -Influencing and aligning central functions to prioritise Jaeger within a broader group context -Building team capability, clarity and pace following relaunch Key impact: -Delivered strong growth trajectory: +44% YoY (supported by new store openings), with +19% growth in most recent quarters, outperforming wider business trends -Restored profitability through re-structure, improved product, pricing and cost discipline -Improved intake margin LY (+1.4%), delivering material cost savings -Reduced returns by 12% (c.£2m saving) in last half, driven by improved product quality and fit -Strengthened trading metrics LY: basket +7%, volume +3% -Increased newness +25% LY, improving customer engagement and relevance -Delivered store growth (+8%) and online growth (+2%) despite stock constraints -Attracted significant new customer growth (+50%), alongside increased purchase frequency -Maintained high customer satisfaction (98% 5★ reviews)

Leading Design, Buying, Tech and Fabric teams

Non-Executive Director for a premium, founder-led interiors and lifestyle brand, providing strategic oversight and challenge during a period of growth. Scope: -Board-level support to founder and leadership team -Advising on commercial strategy, product direction and brand positioning -Bringing external perspective and challenge to key business decisions Contribution: -Supported the evolution of the business from a creatively-led model to a more commercially structured approach -Advised on product strategy and range development to strengthen commercial performance -Helped introduce greater rigour in planning, prioritisation and decision-making -Acted as a trusted sounding board to the founder on growth opportunities and strategic direction

Advised retail and lifestyle businesses on growth strategy, product development and brand positioning, working across both established and early-stage brands. Focus: -Product strategy and range architecture -Brand positioning and customer segmentation -Commercial performance and growth opportunities Selected impact: -Supported clients in identifying clearer product focus and improved trading performance -Brought greater structure and commercial discipline to product and decision-making processes -Led sustainability and design-led initiatives to strengthen brand relevance and customer engagement Additional: -Co-founded thelittleloop, the UK’s first children’s clothing rental platform -Mentored students at UAL, supporting early talent development

Private equity-owned global lifestyle brand (£140m turnover), operating across 17 countries with a strong focus on Asia. Business successfully sold to Barings from TA Associates in 2017. Board Director with P&L responsibility, accountable for product, licensing and outlet divisions across a multi-category, international business. Scope: -Ownership of product strategy and trading across Fashion, Bags & Accessories, Home and Kids -Leadership of buying, design, sourcing, licensing and outlet -Cross-channel responsibility spanning retail, digital, wholesale and international markets Key impact: -Turned Home category from decline to +28% YoY growth, repositioning the offer and improving customer relevance -Defined and delivered incremental growth strategy, unlocking new customer segments -Led major licensing partnerships (including Disney and New Balance), expanding brand reach and revenue streams -Strengthened product and commercial discipline across categories, improving overall trading performance -Operated at board level within a PE-backed environment, contributing to successful business sale

Senior leadership role during a period of significant growth and international expansion. Joined when the business was c.£10m turnover and played a key role in scaling to c.£300m, contributing to the development of a globally recognised brand. Scope: -Leadership of womenswear product and trading -Ownership of range architecture, product strategy and commercial performance -Cross-channel and international responsibility Key impact: -Contributed to the scaling of Boden from early-stage to established global brand -Strengthened product proposition and commercial execution -Built and led high-performing product and trading teams