In Conversation, June 2026: Insights from Derek Rose, Luke 1977, Rise & Fall and more...
Last month, we spoke to founders and business leaders who are putting customer relationships at the heart of their strategy, investing in better physical retail experiences and recognising that optimising the post-purchase journey is playing an increasingly important role in driving long-term growth and profitability.
The Eric Musgrave Interview: Derek Rose CEO Sacha Rose 'I think of end users, not customers'
"Overall, we knew we wanted products for the enjoyment of free time, whether you're relaxing on a sofa at home, or taking the dog for a walk, or having dinner by the pool on holiday. We wanted to see if we could design a product that would be brilliant in that moment." – Sacha Rose, CEO of Derek Rose
Derek Rose, the London-based sleepwear and loungewear brand established in 1926, has built its centenary-year position on a focus on product and the people who wear it. CEO Sacha Rose spoke to Eric Musgrave about how that philosophy has guided a premium brand through a century of change, and why thinking of "end users" rather than "customers" keeps the business grounded in quality and purpose.
The Eric Musgrave Interview: Brook Taverner, the independently minded menswear multiple
“Many menswear organisations are like an oil tanker. Brook Taverner is like a speedboat. It is a very slick, well-organised operation that reacts to market demands very quickly while producing very wearable garments that are strong on colour and texture. Through listening to its customers, it has grown from a tailoring business to a menswear lifestyle business.” – Oliver Campbell, Retail Operations Director of Brook Taverner
A focus on the customer experience also ran through Eric Musgrave's conversation with Oliver Campbell, Retail Operations Director at Brook Taverner, the independently owned menswear retailer that has carved out a resilient position in a market dominated by larger groups. Eric took a look behind the scenes of the store to look at how independence enables it to make better decisions, store strategy and long-term planning. It's a unique insight into how a specialist menswear business navigates a difficult retail landscape without private equity backing or wholesale dependency.
The Interview: The Luke 1977 team on 25 years of kitting out lads, opening stores and redefining matchday culture
"As we are growing, like a lot of brands, we are seeing that the direct-to-consumer angle is where our long-term future lies. We’re still very happy and proud of our independent partners, and we aim to remain loyal to them, but our growth is going to come through more own-brand stores. We’ve also just had a massive website upgrade and relaunch." – Simon Poole, Managing Director of Luke 1977
Physical retail remained central to June's conversations, including at Luke 1977. The British menswear brand, which marks 25 years in business this year, has built a loyal following by tying product to identity, particularly around football culture and the rituals of matchday dressing. In this interview the team discussed how store openings, event-driven demand and a deep understanding of their customer have underpinned a quarter-century of growth, as well as the brand's expansion plans, how community translates into commerce, and why physical spaces remain non-negotiable.
The Interview: Rise & Fall founders Jed Coleman and Will Coulton on creating a new model for fashion
"With Rise & Fall fall 2.0, we've broadened the product offering, we've changed the way that we build our supply chain, we've changed the way that we deal with manufacturers, we've changed our pricing strategy and really focused in on this core concept of 'Materially Better' and that means the best materials at the best price basically." – Jed Coleman, Co-Founder of Rise & Fall
Similar to the Luke 1977, Rise & Fall, has challenged conventional fashion economics. Co-founders Jed Coleman and Will Coulton built a direct-to-consumer brand that puts quality first, while also focusing on accessible price points. Today the London-based homeware and essentials brand works directly with factories, eliminates wholesale margin and passes that saving to the consumer. In this interview the two founders discuss how they approach sourcing, pricing transparency, category expansion and the challenge of scaling a business built on a fundamentally different margin structure.
Loop's Samir Kamnani on how optimising returns can unlock new revenue and strengthen customer loyalty
"Customer retention is becoming less of a product or marketing metric, and more of an operational one. Today’s shopper has more choice than ever, so while product, price point, community and the brand still matter, a poor operational experience can quickly persuade them to go elsewhere." – Samir Kamnani, Senior International Programme Manager at Loop
In today’s highly competitive fashion market, the online experience is shaped by more than just the product and brand, as customers become increasingly discerning about operational performance. In this interview, Loop's Samir Kamnani explains how simplifying and optimising reverse logistics can increase revenue opportunities and build stronger customer loyalty for brands. He also explores how brands are rethinking returns economics, the role of technology in driving exchanges over refunds, and why retention starts after the transaction.
