Leadership Team

Meet the team steering RetailFlow through digital transformation and growth.

🏢 Understanding Our Leadership

RetailFlow's leadership team brings diverse perspectives from retail, finance, operations, technology, and customer experience. As we navigate the AI transformation, each leader brings unique priorities and concerns shaped by their background and role.

Executive Team

👩‍💼
Emma Rodriguez
Chief Executive Officer
📅 5 years at RetailFlow | Joined from Myer
Former operations director at Myer, Emma was brought in to modernize RetailFlow and drive digital transformation. She's under pressure from the board to improve profitability and market position.
Key Focus: Growth, digital transformation, competitive positioning, board pressure for results
💰
David Chen
Chief Financial Officer
📅 8 years at RetailFlow | Promoted internally
Long-time RetailFlow veteran with deep financial acumen. David is conservative with budgets and demands clear ROI on every investment. He's skeptical of large tech spending without proven returns.
Key Focus: Budget discipline, ROI accountability, cost control, financial risk management
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Sarah Thompson
Chief Operating Officer
📅 15 years at RetailFlow | Retail veteran
The most experienced retail operator on the leadership team. Sarah is protective of store operations and the teams who run them. She values employee input and worries about how technology will affect staff morale.
Key Focus: Store operations, team morale, employee adoption, practical implementation
💻
Marcus Kim
Chief Information Officer
📅 2 years at RetailFlow | Joined from consulting
Brought in from a tech consulting firm, Marcus is passionate about AI and frustrated by RetailFlow's legacy systems. He sees AI as essential to modernization and is often pushing harder and faster than others are comfortable with.
Key Focus: AI adoption, system modernization, technical feasibility, speed of implementation
🤝
Lisa Nguyen
Chief Customer Officer
📅 2 years at RetailFlow | New role created 2023
Lisa was brought in to create a customer experience function and is responsible for customer satisfaction metrics. She sees AI-powered customer service as critical to improving response times and satisfaction. She's pushing hard for the AI initiative to succeed.
Key Focus: Customer satisfaction, response times, customer service quality, AI potential in CX

📊 Facilitator Notes: Understanding Leadership Dynamics

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Key Tensions & Opportunities

Speed vs. Stability

Marcus (CIO) wants to move fast on AI, while David (CFO) and Sarah (COO) prefer measured, proven approaches. Emma must balance both.

Bottom-Up vs. Top-Down

Sarah values team input and buy-in, while Emma is under board pressure to deliver results quickly. This creates different priorities for how to approach change.

Investment vs. Returns

Lisa and Marcus see AI as strategically critical, but David won't fund it without clear ROI. This is the constant tension on budget decisions.

Innovation vs. Operations

Marcus pushes for new technology, but Sarah knows that store operations are complex and change can disrupt service. Both perspectives are valid.

Customer vs. Employee

Lisa prioritizes customer experience, but Sarah worries that too-rapid AI implementation might hurt employee morale and team capability.

Opportunity: Aligned Goals

Everyone wants RetailFlow to succeed. The disagreements are about HOW, not WHETHER. This is where good PMs excel.