Mark Swinden, Operations Manager at Aldo UK, has that rare mix of straight-talking practicality and big-picture energy. One moment, he’s deep in P&L and staffing strategy, the next he’s smiling as he describes the buzz of a new store opening and how great customer service lights him up.
Mark lives and breathes retail. He knows it’s a business built on people, driven by standards, and fuelled by a genuine love for the shop floor.
We sat down to talk about his journey, the lessons he’s learned, and how he’s building a retail operation where great service and smart tech work hand in hand.
Mark, you’ve been on the front line of retail for 25 years. What’s changed in this time - and what’s stayed the same?
The industry has transformed in almost every way - but the heart of retail hasn’t changed at all. It’s still about people, service, and standards.
What’s shifted is how customers shop and what they expect. Footfall isn’t what it used to be, but expectations are sky high. Today’s customers shop everywhere, all at once. They might browse online, try something in-store, and then order it from home later that night. So, for us, it’s about creating an experience that flows across every channel - making sure it feels joined up, simple, and personal no matter how or where they shop. The channels have changed, but the goal hasn’t - and that’s making sure customers feel valued and inspired every single time.
At the heart of it, it still comes down to people. Great retail will always be powered by great teams who genuinely care.
How has Aldo adapted to these new expectations?
When Aldo UK was taken over in 2020, we had the chance to rebuild from the ground up. We wanted to modernize our tech and give our teams the tools they need to succeed. That’s why we decided to partner with some of the leading retail tech companies - and it’s completely changed how we operate.
For example, we now have live stock visibility across every store in our POS and our teams can check stock, process transactions, and serve customers anywhere on the floor. The POS is fast, intuitive, and easy to learn - even for people who aren’t naturally tech-savvy.
It also integrates seamlessly with other platforms, so we can do things like send digital receipts via WhatsApp. That’s helped us communicate with customers in smarter, more personal ways.
Ultimately, technology should make life easier. It should give customers a better experience and free our teams to focus on what really matters - connection, service, and trust.
What does a great in-store experience look like to you?
For me, great retail is simple - it’s about making people feel good. When someone walks through our doors, they should be greeted with warmth, looked after with genuine care, and leave feeling better than when they arrived. That sounds basic, but it takes real effort to do it consistently well.
A great experience starts with people. You can have the best product, the slickest store design, or the smartest technology, but none of it matters if your team isn’t engaged. The way someone greets a customer, the patience they show, the attention to detail - those are the things that build trust and loyalty. I always say to our managers: your number one job is to make your store a place people want to be, both for customers and for your team.
That’s why we put so much focus on service and standards. Customers today are more informed than ever, and they’ve got endless choices. If they take the time to come into one of our stores, we owe it to them to make it special. It’s about showing genuine interest, going the extra mile, and giving them an experience that online shopping can’t match.
Our stores are also evolving to support that. We’re moving towards more boutique-style spaces that feel elevated, inspiring, and experience-led. They’re designed to tell a story - to feel like part of the brand, not just a place to buy shoes. Our new store on Tottenham Court Road is a great example. It’s bright, modern, and full of energy - a space that feels more like a destination than a transaction point.
At the end of the day, retail isn’t just about selling products - it’s about how you make people feel. And if we can make someone’s day a little better just by how we serve them, then we’ve done our job.
What are the biggest challenges retailers are facing right now?
Margins have never been tighter. Every cost line you can think of has gone up - rent, freight, electricity, wages - and that pressure isn’t easing anytime soon. You can feel it across the industry. The challenge now is delivering the same level of service, the same high standards, while controlling a P&L that’s under more strain than ever before.
And it’s not just about money - it’s about people. Recruitment is tougher than it’s ever been. After Brexit and the pandemic, the pool of people wanting to work in retail shrank dramatically. Fewer young people see retail as a career now, and that’s something I’m determined to change.
Retail has given me a brilliant career. It’s fast, challenging, creative, and endlessly rewarding. But for many, it’s something they fall into rather than actively choose - and that needs to shift. I want people to see retail as a place where they can build something, where they can grow, and where their work genuinely matters.
That starts with how we treat our teams. We’ve got to pay people properly, invest in their training, and make sure they feel supported and appreciated. If we don’t recognise that and reward people fairly, we’ll lose great talent before they’ve had the chance to shine.
It’s also about creating a culture that’s positive and inclusive. When your team feels valued, supported, and part of something bigger, that’s when they deliver their best work. You can’t expect your staff to make customers feel good if they don’t feel good themselves.
The truth is, we can’t control everything - we can’t change energy prices or shipping costs - but we can control how we lead. We can make the shop floor a place where people want to be, where they’re motivated to give great service, and where they know their efforts are recognised.
If you look after your people, they’ll look after your customers. That’s what keeps a business healthy, even when times are tough.
Where do you see physical retail heading in the future?
I think physical retail has an incredibly bright future - it’s just going to look and feel very different from what it used to be. The stores that thrive will be more curated, more creative, and more connected than ever before.
For us at Aldo, the physical store is becoming less about holding every size and every style, and more about storytelling and experience. Our spaces are turning into showrooms - places where customers can see the brand come to life, try things on, and get inspired.
Retail is moving towards a model where each store plays a much bigger role in the wider ecosystem. It’s not just about sales made inside those four walls anymore - it’s about how that store supports ecommerce, brand awareness, and customer loyalty. Even if a store isn’t the most profitable on its own, its halo effect can be huge.
Technology will drive much of that change. AI will start to play a bigger role - helping us forecast demand, personalise recommendations, and manage inventory more intelligently. It’s about using data to anticipate what customers want before they even have to ask for it.
Fulfillment will also keep getting faster. We already offer next-day delivery, but the expectation now is shifting to same-day, even same-hour in some areas. Stores will become key to making that happen - acting as local hubs that can get products into customers’ hands quickly and efficiently.
And as all of this evolves, the lines between online and in-store will continue to blur. Customers don’t think in channels anymore - they just think about the brand. They expect everything to work seamlessly, whether they’re browsing on their phone or trying something on in-store.
Finally, what are your top three tips for retailers who want to be successful now and long into the future?
If I had to boil it down, it comes to three things: technology, stock, and people.
First, invest in technology that truly works for your teams. Don’t bring in new systems just because they sound impressive - bring them in because they make life easier for your staff and create a smoother, faster experience for your customers.
Second, know your stock inside out. Accuracy is everything. When your data is clean and your stock file is tight, you can make better decisions, serve customers more effectively, and avoid costly surprises at the end of the season.
And finally, put people first - always. Pay fairly, train properly, and lead with empathy. When your team feels valued and supported, they’ll deliver the kind of service that makes customers want to keep coming back.
About Aldo
Founded in 1972, Aldo is a leading global fashion footwear and accessories brand recognised for its commitment to style, quality, and innovation. With a presence in more than 100 countries, the brand combines contemporary design with exceptional craftsmanship to create products that are both trend-driven and timeless. The brand’s mission is simple: to make style accessible while creating meaningful, memorable shopping experiences that inspire confidence and self-expression.
About Mark Swinden
Mark Swinden is the Operations Manager at Aldo UK, bringing over 25 years of experience in retail leadership to the role. Having started his career on the shop floor, Mark has developed a deep understanding of what drives success in modern retail - combining operational excellence with a genuine passion for people and service.
Throughout his career, he has built and led high-performing teams, guided store transformations, and championed the use of technology to enhance both efficiency and customer experience. Mark’s leadership philosophy is rooted in simplicity: focus on service, uphold high standards, and always put people first.
