My feedback relates specifically to the creative operations, image, marketing, and accessories side of the business rather than the newer RTW creative organisation.
The Creative team suffers from significant structural and operational dysfunction. Decision-making is highly centralised, but accountability, management responsibility, and process ownership are unclear and inconsistently enforced.
Creative direction is often communicated in a highly subjective way, with limited strategic framework or documented rationale. This can make it difficult for teams to understand objectives, take ownership of their work, or make decisions independently. As a result, teams can become dependent on constant sign-off and iteration, reducing both efficiency and morale.
There is a heavy reliance on informal communication and verbal feedback rather than documented processes or project management tools, which creates confusion, repeated rework, and unnecessary pressure on teams. Timelines and priorities frequently shift at short notice, often creating avoidable high-stress situations for downstream teams.
There also appears to be a lack of clear distinction between art direction, design execution, and production responsibilities. Internal creative talent is at times underutilised in favour of external collaborators, which can negatively impact morale, team ownership, and confidence in internal capability.
The working culture within Creative leadership can feel defensive and difficult to challenge constructively, making cross-functional collaboration and upward feedback harder than it should be. Several teams operate under sustained pressure due to a lack of operational clarity, accountability, and long-term planning.
