worker to general manager and what a typical day looks like for him. Inside Retail: Tell me about your career journey. How did you get into the retail industry, and what are some of the different roles you’ve held along the way? Brenden Hartmann: My story may be a little unique. Back in 2014, I arrived at Budgy’s ‘office’ at the time, which was the owner’s bedroom, to pick up a set of custom swimwear for our rugby team. I’d just finished studying and was enjoying playing rugby and working odd jobs until I found my path.  I started at Budgy the next day as the only casual worker on the books, sending some orders and ordering a bit of stock. Within 12 months or so, I became Budgy’s first full-time employee and the role has grown with the business. Today, my role as general manager covers almost everything, as it should. We have 22 full-time staff globally and just as many casual staff split across retail stores, activations and warehouses. IR: What are some of the challenges you’ve faced in your career and how have you dealt with them? BH: The growing pains of a small business like ours have been fascinating to navigate. Basically, when a business like ours grows, it eventually reaches a point where the current systems and processes are no longer good enough to keep the business operating. In short, what you used to do just won’t cut it anymore. We’re constantly refining processes and operating procedures to steer clear of a ‘breaking point’. IR: What advice would you give someone who wants to get into your line of work? BH: Considering I fell into this line of work, maybe I’m not the best person to ask, but for someone who’s at a business like Budgy, or in a line of work they’re enjoying, my own process is simple: consistently do the little things well. Leaders in business have far more impact by doing things well, rather than saying things well. You’ll get more buy-in by leading by example, ‘showing’ rather than ‘telling’ people what the expectations are. IR: What are some of the key leadership lessons you’ve picked up over the course of your career? BH: There are a few classic one-liners I’ve picked up along the way, but I think one of the best for someone in my position is to understand that if you need to be there all the time for others to do their job, then you haven’t done your job well enough. People need to be given clear direction, expectations, and the tools to do their job, which includes knowledge. If I’m not providing all of those, I’m not doing my job well enough. IR: Where do you go for career advice? BH: I don’t mind the odd podcast or audiobook from time to time, that’s where I’ll get a few general ideas, but the bulk of my advice or learnings come from the people around me. We’re lucky to have engaged a handful of people over the years who’ve spent a long time in retail, e-commerce, management, and production. IR: What does a typical day look like for you? Up by 6am with a quick glance at the inbox for anything that’s popped up from the northern hemisphere overnight. Gym, brekky, coffee (of course coffee). In the office by 8:30am. Between two and four 1-on-1 meetings with different Budgy people. Lunch — I usually make sure to leave the office, or walk to the coffee shop at a minimum. Afternoons are usually spent actioning things from the morning’s catchups, or I block out a few hours for some of our longer projects where I’ll chuck the headphones on and get stuck in. IR: What’s your approach to work-life balance? BH: I’ve gotten a lot better with this. Not so long ago, I’d be one of the first in and last out, eat on the run or at my desk (and usually not great stuff). The work-life balance has massively improved and stemmed from better management and scheduling of my own work time, blocking out periods in the day or week for specific tasks to be done. It’s made me more efficient and I can afford to take some time throughout some days, knowing I’ve already allowed the time for tasks later in the day/week.