What makes a retail leader truly successful? How are the right executives chosen to manage retail operations across different countries? And what is it like when, out of the blue, a headhunter calls with an offer that could change your career?

Michal Kankrlík, Commercial Director at IVITERA, explored these questions in a conversation with Jérôme Poussin, Retail Director CEE in a company from beauty segment, who has an extensive background in European retail, and Laurent Laval, Managing Partner at Arthur Hunt, specializing in executive search. In this interview, you’ll discover how Jérôme Poussin’s unexpected career move unfolded, what makes a candidate truly stand out, and why a human-centered approach is key in headhunting.

Jérôme Poussin, Retail Director

Michal Kankrlík: Could you briefly introduce yourself and share a bit about your experience living in the Czech Republic?

Jérôme Poussin: Thank you for inviting me today to share my career journey. My name is Jérôme Poussin, and I am originally from France. I have been living in the Czech Republic for 25 years, and my entire career has been focused on retail. I have a deep passion for both retail and customer experience.

I had the opportunity to start working with Carrefour at the very beginning of its presence in the Czech market in 1999, where I was responsible for marketing activities in the Czech Republic and Slovakia for seven years. Later, I transitioned to various French companies dedicated to retail, such as Grand Optical, where I served as Managing Director for four years.

Following that, I launched the French menswear brand Célio, developing the brand in the Czech Republic, Slovakia, and Poland. Starting from scratch, this experience was incredibly valuable. After seven years, I was offered a position in Italy, where I spent four years managing Célio’s operations with more than 70 stores.

In 2019, when I decided to return to the Czech Republic, I joined Notino, where I was responsible for retail and omnichannel activities. Later, I worked with companies such as Bonami, a pure player specializing in furniture and decoration, and Maisons du Monde, a French company primarily operating in Western Europe also dedicated to furnitures and decoration. I was in charge of retail operations across eight countries.

A few weeks ago, I came back to Central Europe as a Retail Director, overseeing five countries: the Czech Republic, Slovakia, Poland, Hungary, and Romania.

Michal Kankrlík: How were you first approached by Arthur Hunt or Laurent? What was your initial contact like? Had you already been considering a career change, or was it completely unexpected? How did it all begin?

Jérôme Poussin: No, it was absolutely unexpected, to be honest. The preivous year I had  joined a French company and had consciously decided to change my professional environment, shifting my focus to Western countries after many years dedicated to Central Europe. It was a very valuable experience.

However, a few months ago, I was contacted about this new opportunity. I believe that when conducting a market screening focused on retail in the Czech Republic, my name naturally came up. As a result, I had the opportunity to be considered for this new position.

Michal Kankrlík: Laurent, how did you first find Jérôme? Was it through the internet or internal contacts?

Laurent Laval: We, of course, have our internal database, and we also use LinkedIn and various other sources. Additionally, we maintain a large database of C-level executives, as we regularly organize events with C-level and HR professionals. We are very strong in these areas.

Michal Kankrlík: From a recruiter's perspective, what were the key factors that made Jérôme the right candidate for the position?

Laurent Laval: We naturally have specific criteria to meet in terms of experience and qualifications. However, we also always strive to ensure a good cultural and personality fit. We personally know the HR manager, the hiring director, so we were familiar with their profiles. I had also met Jérôme personally in the past, which made it easier to envision a good working relationship.

While I wasn’t directly in charge of the search - my colleagues specializing in cosmetics and pharmaceuticals handled it - when they asked me if Jérôme could be a good fit, I confirmed without hesitation.

Michal Kankrlík: Jérôme, you mentioned it was completely unexpected. What was your initial reaction when you received the call or email offering you a new position? Do you remember how you felt?

Jérôme Poussin: Yes, I really appreciated it. It’s not unusual to be contacted - headhunters reach out from time to time. However, there are two types of situations. Sometimes, you're contacted simply for market research or to be added to a database, which isn’t very pleasant. It makes you feel like just another name in the system. But that wasn’t the case here.

From the very first contact, I understood that this was a targeted search and that I was one of several serious candidates. I immediately sensed that the approach was personal, which I really appreciated. It felt like a great fit with my background and experience.

Michal Kankrlík: How long did it take from the moment you were first approached to when you realized this was a serious opportunity?

Jérôme Poussin: It always takes time and involves many interactions, especially with headhunters. There were two of them - one junior and one senior - so we had several discussions. We went through my experiences and expectations, and I also reviewed the brand’s vision.

I would say it took at least a month and a half to be sure that there was a mutual fit. Only then did we open the doors for direct discussions with the brand.

Michal Kankrlík: What distinguishes Arthur Hunt from other executive search firms you've encountered in your career?

Jérôme Poussin: The key difference for me was the human approach. The headhunters at Arthur Hunt made an effort to understand who I am as a person, not just as a professional. They maintained open communication throughout the process, ensuring I was comfortable at each step. Their approach was smooth, easy, and very human-centered, which made a significant difference compared to my past experiences.

Laurent Laval: You started working a few weeks ago. Does the job align with your expectations?

Jérôme Poussin: Yes, absolutely. Of course, the most important information comes from the company itself, and their description of the role perfectly matched reality. There were no surprises. Everything I was told before joining has been consistent with my experience so far, which is very positive.

Michal Kankrlík: How do you plan your first 100 days in a new leadership role?

Jérôme Poussin: Retail is fundamentally about people, so my first priority is meeting the team and all colleagues dedicated to retail. I want to understand the company’s values, operations, and overall environment.

Typically, the first three months are crucial. You need to make an impact early before settling into established routines. At the same time, you must consider what added value you can bring to the company. Any proposed changes must align with the company’s strategy, but they should also introduce fresh perspectives. The first 100 days set the foundation for the future direction of your department.

Michal Kankrlík: You’ve worked in multiple countries. Are there any cultural traits that make the Czech work environment unique?

Jérôme Poussin: It’s a sensitive question, but I really enjoy working in the Czech Republic. Workplace relationships here are very clear and structured. The Czech culture tends to emphasize individual contributions rather than group dynamics.

This can be challenging at first, especially if you’re used to more collective cultures like Spain or France. However, once a Czech team is built, I believe it is stronger and more efficient than any other in Europe. That’s why I love working here.

Laurent Laval: Ideally, where do you see yourself and your team in one year?

Jérôme Poussin: Since I’m still at the beginning of my experience in this role, the first step is to align with the group’s long-term vision. At the same time, we need to define what the Central Europe team should look like within a French group. My goal is to ensure that we integrate seamlessly into the company’s overall strategy while maintaining a strong local identity.