ASOSers will have been hearing more about the Leadership Compass, our framework designed to set clear expectations for how we communicate, make decisions and lead our work, whatever our level.
As a sponsor of the Compass, it’s something I care deeply about, not just in theory, but in how it shows up day to day. For me, leadership is defined in moments of uncertainty and change, and I’ve seen first-hand the difference it makes when you get it right.
I often see a parallel in the way I work outside ASOS, training horses. Horses are flight animals by nature, when they feel unsafe or unsure, their instinct is to run. You can get results with pressure or control for a while, but without trust, there’s no real partnership. And when something unexpected happens, they don’t look to you, they fall back on instinct and flee the situation.
People are the same.
When things feel uncertain, people fall back on instinct. And it’s exactly these moments that test how we lead and where the Leadership Compass really comes to life in practice.
This is a story about leading through.
A couple of years ago, when ASOS shifted to a product operating model, it was a necessary and ultimately positive transformation. But for my team, it created a period of real uncertainty.
Previously, the supply chain technology team had been high-performing and close-knit. People understood their roles, how they contributed, and how we worked together. There was also a strong sense of community.
When the model changed, that shifted. The team was split across Product and Technology, roles evolved, and we lost some of the clarity and connection that had made the team so effective. People weren’t always sure where they fitted, what they owned, or how success was defined. Accountability blurred, delivery slowed, and morale dipped, and our stakeholders began to feel it too.
In that kind of environment, people respond instinctively. Some step back and disengage, others push back and resist. Either way, performance suffers. That was the reality we were facing.
At that point, I had a choice, accept where we were, or take responsibility for shaping something better. I chose the latter.
The first step was to rebuild a sense of community. I brought the Product and Technology teams back together under a shared Supply Chain Community, creating space for shared goals, shared outcomes and shared success.
Alongside that, I worked closely with senior leaders to evolve how the model worked in practice. Not to undo the transformation, but to make sure it truly worked for this team, with clearer ownership, roles and accountability.
Over time, that became the Logistics and Distribution Technology and Product team.
The impact has been clear. The team stabilised and began to thrive again. Delivery improved, and stakeholder relationships strengthened. Today, we’re one of the highest-scoring teams in key areas like management support, peer relationships and achievement, all indicators of a high-performing team.
We also delivered the Dallas warehouse in record time, the fastest we’ve ever brought a warehouse online. But what I’m most proud of isn’t just what the team achieved, it’s how they did it.
People really showed up for each other and for the team, stepping in, collaborating and going the extra mile because they understood the direction, their role within it, and believed in what we were building together.
That’s what strong leadership creates - clarity, trust and shared ownership.
For me, that’s exactly what the Compass is about. Leadership isn’t about doing what’s easy, it’s about doing what’s right – and being able to lean into different directions of the Compass to help you do that. In moments of uncertainty, people will either default to instinct, or they’ll look to leaders they trust to guide them through it. The Compass gives us a clear direction to follow when it matters most.