y, buyer of luxury beauty and skincare at David Jones. Inside Retail: What are some of the skills that successful buyers need in this current climate? Kate Stansberry: Saying buyers needed to be adaptable and resilient would be an understatement over the last two years. Now that we look to be turning a corner, it is time to be optimistic! As a buyer you need to be passionately focused on the customer. Coming out of the pandemic, there will be fundamental shifts in customer expectations from a retail experience perspective both instore and online. To be successful, buyers should listen to what the customer is saying and tailor their strategies accordingly. IR: What are some of the initiatives in your company that you’ve led that you’re most proud of?  KS: One of my key focuses has been expanding and elevating our services within beauty. With Covid-19 circumstances, I worked with our customer experience team to grow our virtual capabilities to provide customers with a higher level of service they would expect from David Jones. With beauty services no longer subject to restrictions, I am targeting how we further enhance customer experience and provide better data to our stores to optimise our beauty room productivity. IR: What would you say are some of your greatest strengths as a buyer? KS: I have always been innately curious and interested in the ‘how’ things work and ‘whys’ behind what drives performance. I seek to understand the entire customer journey to provide the best experience possible which goes beyond product. I believe understanding both the short and long term outcomes is critical to make the best decisions for the customer. IR: What are some of the interesting challenges that you’ve overcome during your career and what were the lessons you learnt from them? KS: My first manager role was in the USA during the global financial crisis and most recently with Covid-19, I have been through some trying times in retail. When there is a chaotic environment with high levels of uncertainty, leadership is critically important. You need to focus on the wellbeing of your team. Making sure they are connected and feel supported is crucial as no one can do their job well if they feel anxious and fearful. It’s important that the team understands the direction you are headed and focus on achievable outcomes. IR: The beauty sector has had a lot of growth in recent years, particularly since Covid hit. What have been some of the interesting observations you’ve noticed in the category? KS: With Covid-19, the at home segment of business has really performed incredibly well. If you cannot get a facial or have your nails done, self-care at home became a necessity. As we move forward, people are still enjoying some of these at home conveniences, but are also keen to have true services again. Within the make-up segment, the trend is still a more natural appearance as we have become accustomed to working from home with limited make-up.  However, people are eager to go out – they want to get dressed up, have their make-up done, and feel like they are living fully again. IR: Who is your retail hero and why?  KS: The person that has had the biggest impact in my career was my boss in my first buying role at Target USA – Tim Eklund. He taught me the skills needed to being a good buyer, but even more importantly, what it meant to be a great leader. Tim led by example and always instilled in his team that while achieving success is essential, “how you get there” is just as important as the end result. He trusted his people, was always supportive, and expertly balanced challenging me to do more with encouragement. Tim gave me opportunities outside my core role to significantly expand my knowledge of the company and think more holistically about the customer experience.