2025 in Review: Retail & Consumer Goods

All in all, 2025 has been a decent year for my sector – though it’s safe to say it took a while to get going. With many companies hesitant to expand amid anuncertain economic backdrop, thethreat of tariffsas Donald Trump returned to the White House, and jitters around the rises in minimum wage andemployer National Insurance contributions, the first quarter was the slowest I’ve seen for several years.

Thankfully, however, we soon saw a significant increase in companies reopening their doors for hiring volume to pick up again. I’m glad to report that a more diverse range of organisations has reached out to me. I’m now working to build a very exciting team for a previous client now in a different area of the market and have also managed to get more work internationally – chiefly, in the US, where I’ve usedrevenue growth management (RGM) learningsto collaborate with several major FMCG brands. It’s been great to build our presence in retail RGM; the space is really growing. Additionally, I have capitalised on my relationships in the startup space, which has received plenty of investment lately.

On the candidate side, competition is tougher than ever. Companies are hiring, but laying out quite specific job specs and being much more selective than they might have been previously. For instance, just a few years ago a German retailer might have overlooked a lack of language skills if the preferred candidate had the right attributes and experience otherwise. For RGM functions, similarly, hiring managers would look for someone sector-specific. These days, though, clients are increasingly prioritising individuals that tick absolutely every box, making the hiring landscape as competitive as we’ve ever seen it.

So, what can candidates do to stand out in a complicated retail market? The main thing I can recommend is to prepare far above and beyond what is outlined in the job description. With so many people with similar backgrounds and educational formations vying for the same limited opportunities nowadays, being authentic and doing the necessary is no longer enough.

Thinking of the bigger picture can help to set you apart, though. Step into the shoes of the general manager in whichever company you’re applying to or interviewing with, and ask yourself: what would day one, week one, day 100 look like if you were running things? Hiring managers will notice and appreciate insight and entrepreneurial spirit, not to mention a keen interest in what makes the business tick. They’ll also be looking for an ability to connect with different types of people across the organisation, so bear this in mind and make sure to nurture relationships as you progress in your career.

As for clients, I’d suggest making sure you sell your opportunity, and not to be afraid of rolling out the red carpet to make sure you get the right candidate. The most in-demand and interesting talent will have options, so do all you can to snare the ones that can really make a difference. Even for individuals that don’t progress to a job offer, you should do all you can to make the interview experience a good one. People talk, and bad vibes or inefficient processes will have a domino effect on your hiring. Remember: recruiting is a sale on both sides, so make sure you do your part.

What’s on the cards for 2026? Well, I’m optimistic that the market looks set to improve slightly, at least in the first half of the year. Budgets that I’ve hired clients talk about for next year will boost functions like RGM and transformation as two trigger points, suggesting a more hopeful start to the year than what we had in January 2025. At the moment, I’m hiring for roles in the aforementioned areas as well as pricing, commercial and operational leads, and imagine these will still be the sweet spots for revenue recruitment action next year.

Here’s to another fascinating 12 months in the retail and consumer goods space! Meanwhile, I’d like to wish my entire network an enjoyable and peaceful holiday season, and all the best for 2026.

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