Throughout his career he has demonstrated expertise in business management, displaying energy and self-confidence with the ability to find solutions to complex situations using his well-seasoned analytical, conceptual and entrepreneurial skills. Motivated by results, he has a flair for managing change, organising people and leading teams with a passion for entrepreneurial-ship and empowerment. Since Brookes landed the top job with Myer in 2006, he has raised the business’s profile and turned it from a floundering operation into a highly profitable national retail department chain that continues to flourish.
Brookes got his start in retail working as a casual at a Safeway store in Liverpool New South Wales while completing his studies at university. According to Brookes, he had no intention of pursuing a career in retail.
“My original goal in life was to become a teacher, similar to my brother but I quickly decided that the education system wasn’t a good fit for me and the potential was somewhat limited,” he recalls. While working as a teacher, Brookes continued working in retail and taking on more responsibility within the business. It was only by progressing through the ranks while working at Safeway that he began to discover the opportunities available within the industry. As he gained more seniority he developed an interest in retail management.
Brookes demonstrated his nous for retail management very early in his career and received his first big break when he won the Joe Berry Memorial Award and the Uncle Ben’s scholarship and was also selected for a number of Management Trainee programs. According to Brookes, it was these programs coupled with his passion for the industry that enabled him to develop professionally into higher level roles within the Woolworth’s Group.
During Brookes’ time with the Woolworth’s Group, he worked in a number of senior management roles across various divisions including stints in India and China before becoming Director of Marketing.
One of his key achievements with the national supermarket chain was working as one of the chief engineers of Woolworth’s Project Refresh.
“Project Refresh was the re-engineering of the entire Woolworth’s organisation which included moving a state-based structure to a national structure. Part of that restructure entailed the implementation of a new supply chain and IT system to reflect the organisation’s new structure – all of which I was heavily involved,” he explains.
“During this main period of change I was part of the Board of Management Directors and was also responsible for the establishment of shared services and our centralised buying.”
The reforms resulting from Project Refresh changed the business’s focus to a more consumerdriven operation. Improvements to staff development, costs of conducting business, capital management, IT systems and the supply chain led to the business saving millions in delivering products from the factory floor to the supermarket shelf and significantly boosted market share.
In 2006, Brookes’ talent was recognised when TPG (Texas Pacific Group), which was in the process of acquiring the Myer department store chain from the Coles-Myer Group, approached Brookes about taking over the role as Myer’s CEO.
“Once I had decided to leave Woolworth’s I was approached by TPG to take on the responsibility of CEO of Myer. They believed the experience I had in Woolworth’s and my international experience with the Woolworth’s Group in India and China put me in good stead to take on the role.”
Under Coles-Myer, the business had been struggling financially and TPG was looking for someone capable of turning the business around. TPG employed Bill Wavish and Brookes to lead a team to do this.
“The Myer business had a great name but it was unprofitable and required a significant amount of cultural change. In addition the business needed to be fully extracted from the Coles Myer group and reignited as a stand alone individual $3.3 billion retail business,” he says.
To reignite Myer as a stand-alone $3.3 billion retail business, Brookes and his team worked towards a revamp of everything from the business’s marketing to its store structure.
One of the challenges he faced was many of Myer’s staff had already been through significant changes in recent years. Brookes said he encountered resistance to the company’s restructure from staff who were sceptical of even more change. The other hurdle he and his senior management team faced was gaining credibility among staff.
“The new management of Myer not only dealt with staff who were resisting change, they also had the challenge of establishing their own credibility among the team, while at the same time demonstrating consistency and longevity to the changes that were taking place.”
Brookes admits he was fortunate the business was well supported by TPG (87 percent holding) and co-owners the Myer family and the Myer Management Board – all of which as owners provided significant funds of capital to invest in the business. It was then up to senior management to spend this capital wisely.
“The major changes we put in place were establishing a new team, developing a new structure and setting up a number of cultural imperatives which included doing things faster, more efficiently and having a focus on lower cost for our supply chain and IT together with recognition and rewards for people.
Brookes aimed to create a new mindset within the business so that Myer’s culture became more results oriented. Remuneration and clear progression changed to being based on performance rather than age and years of service in the business.
As well as recognising staff for their achievements, a number of initiatives were devised so staff could develop professionally including the new Graduate Program, the Management Development Program and Awesome Service training. To date over 17,000 have been through these programs. The business also underwent a significant metamorphosis in both the supply chain and its IT capabilities. “We halved the costs of our supply chain and reduced the number of days it takes to get a product from a factory overseas to our shop by 50 percent,” Brookes points out.
“This involved the closure of 34 small external distribution centres and the establishment of four dedicated Myer distribution centres. As part of this we introduced new methods of getting the product to store (roll cages) plus a number of initiatives to ensure the stock flowed quickly through the warehouse from our suppliers.
“We established new hubs in China, changed our contractor for freight out of China and established an international freight and logistics division.”
Since Myer’s carve out from the Coles Group in 2006, the business has had a 280 percent increase in profitability. It is now past the half way mark in its “Turnaround Phase” to returning the business from a loss to providing a return of seven cents in the dollar earnings before interest and taxes on the bottom line.
As part of its revitalisation, Myer is redeveloping much of its portfolio including its iconic Bourke/Lonsdale Street store, which will become a world class international department store in late 2009 or early 2010.
“Myer sold the Bourke and Lonsdale Street store to Colonial First State on the basis of Colonial First State then re-engineering the site to grow the Myer business in Bourke Street to include the old Telecom building located between Myer and the GPO.
This will now become a world class department store located on the street front of Bourke Street with the current Lonsdale Street facility being replaced over the next few years with a world class shopping centre from Colonial First State,” Brookes explains.
“The development includes a total revamp and rebuild of the store. There are currently five levels of the store closed while we fully refurbish them.”
“The store will include a large number of new ranges, a new cosmetic fit out, a significant change to the flooring, ceilings and layout of the store, plus a number of store facilities including a concierge desk, a champagne bar, a rooftop restaurant, an entertainment precinct and a marvellous void that will be the highlight of the store bringing natural light into the facility. “It will also still maintain some of the fundamental features that Myer Melbourne has been known for such as the Mural Hall and the front facade of the store.”
Brookes indicates that existing outlets are also set for a revamp and there are plans to open up a number of new stores.
“Myer has plans to open 15 department stores over the next four years, most of which of these have been signed. In addition to that we will spend $600m refurbishing stores, building new stores and improving the way in which we provide service to the customer.”
In addition to the financial and commercial changes the business has got back to some of its grass roots with local community marketing, a strong recognition of the history of the company and a celebration of not only the 25 year club but also the introduction of the Christmas parade and Santa events. Brookes’ branding strategy has also incorporated signing on Jennifer Hawkins as the face of Myer, further raising the business’s profile and brand recall with its “Myer is My Store” campaign.
Hawkins has been recognised as a marvellous ambassador for the brand, assisting Myer in raising its credentials in fashion and also being an important part of the local community for events and celebrations.
When Brookes was asked what his plans for the future were, he replied, “I plan to be part of the Myer business for many more years to come.”
If the last two years are anything to go by, the future for Myer looks very bright indeed.
