Outreach Sequence (3-Step): Debenhams Group — Nikki Tattersall (CPO)

Metadata

• Brand: Debenhams Group (formerly Boohoo Group)
• Contact: Nikki Tattersall, Chief Product Officer
• LinkedIn: https://www.linkedin.com/in/nikki-tattersall-72323853/
• Signal Lead: L1 — Appointed CPO (April 2026)
• Signal Stack: L1 CPO appointment + L3 youth brands revenue -16% + L3 ex-ASOS 16 years buying leadership
• Urgency: 7 — 90-day window, youth brand turnaround mandate
• Channel Strategy: LinkedIn (Step 1), Email (Steps 2-3)
• Draft Date: 2026-05-02
• Status: Steps 1-3 APPROVED — Ready to send (2026-05-04)
• Cluster: Debenhams Group (coordinated with Paul Aspden CTO + Richard Vanoli MD)

Cluster Coordination Note

Nikki is the product/brand experience entry point in the Debenhams multi-thread. Her sequence leads with the youth brand turnaround challenge and cross-brand product experience consistency — specifically where Boohoo, PrettyLittleThing, and BoohooMan are losing customers and why. Paul Aspden (CTO) carries the technology angle. Richard Vanoli (MD) carries the marketplace commercial angle. Nikki's outreach launches Week 2-3, after Paul (Week 1) and Richard (Week 2). Her ASOS background means she understands scale-brand product management — reference this as credibility, not flattery. Never mention other Debenhams threads.

Step 1 — Connect (LinkedIn, <100 words)

Nikki, congrats on the CPO role at Debenhams Group. Sixteen years leading buying at ASOS — scaling own-brand and third-party across that kind of complexity — is exactly the experience these youth brands need right now. I work with multi-brand retailers on a specific problem: understanding where the product experience breaks down differently across each brand in a portfolio. Given the diversity between Boohoo, PLT, and BoohooMan, thought it might be worth connecting.

Step 2 — Value (Email, <100 words)

Nikki, one pattern I've seen with CPOs inheriting multi-brand portfolios: the aggregate product metrics mask enormous brand-level variance. A category that converts well on PLT might be actively losing revenue on Boohoo — same product, different customer journey, completely different friction profile.

With youth brand revenue down 16%, the fastest lever isn't always assortment or pricing — it's identifying which brand experiences are silently driving abandonment. I recently helped a comparable multi-brand retailer isolate brand-specific friction that was costing £4M annually — invisible in aggregate reporting.

Happy to share the breakdown if useful.

Step 3 — CTA (Email, <75 words)

Nikki, as you shape the product strategy across Boohoo, PLT, and BoohooMan — how are you measuring where the brand experience diverges from what customers expect? Not just conversion rates, but the actual friction moments that drive abandonment differently per brand.

If it's worth 15 minutes, I can walk through how one multi-brand CPO built a brand-level experience scorecard that changed their prioritisation entirely. No pitch.

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Outreach Sequence (3-Step): Debenhams Group — Paul Aspden (CTO)

Metadata

• Brand: Debenhams Group (formerly Boohoo Group)
• Contact: Paul Aspden, Chief Technology Officer
• LinkedIn: https://www.linkedin.com/in/aspro/
• Signal Lead: L1 — Promoted to Group CTO (April 2026)
• Signal Stack: L1 CTO promotion + L3 EBITDA up 36% to £53m + L3 £35m capital raise + L3 FullStory incumbent
• Urgency: 9 — 90-day CTO window, FullStory displacement opportunity
• Channel Strategy: LinkedIn (Step 1), Email (Steps 2-3)
• Draft Date: 2026-05-02
• Status: Pending CMO review
• Cluster: Debenhams Group (coordinated with Richard Vanoli MD + Nikki Tattersall CPO)
• Extended Sequence: See 2026-05-01_debenhams-group_paul-aspden.md for full 7-touch version

Cluster Coordination Note

Paul is the technology entry point in the Debenhams multi-thread. His sequence leads with platform measurement and full-stack visibility. Richard Vanoli (MD) carries the marketplace commercial outcomes angle. Nikki Tattersall (CPO) carries the product/brand experience angle. Sequences are staggered: Paul Week 1, Richard Week 2, Nikki Week 2-3. Do not overlap messaging — Paul gets the "how do you measure what your platform is costing you?" frame. Richard gets "marketplace revenue per seller." Nikki gets "brand experience consistency across the portfolio."

Step 1 — Connect (LinkedIn, <100 words)

Hi Paul, congrats on the CTO promotion — building Debenhams' marketplace platform from the ground up and now leading tech across 13 brands is a serious trajectory. With a custom commercetools stack at that scale, I'd imagine the measurement challenge is as complex as the architecture itself. I work with enterprise retailers solving exactly that — quantifying where platform friction costs revenue across multi-brand portfolios. Would value connecting.

Step 2 — Value (Email, <100 words)

Paul, one pattern I've seen with group CTOs inheriting multi-brand stacks: the platform works, but nobody can put a £ figure on where it doesn't. At 6M monthly visits across 13 brands, even small friction points compound fast — especially across 20,000+ marketplace sellers where experience quality varies wildly.

I recently mapped how one enterprise retailer identified £12M in recoverable checkout friction within 90 days of deploying a session-level analytics layer — no engineering instrumentation, full-stack API correlation included.

Happy to share the framework if useful.

Step 3 — CTA (Email, <75 words)

Paul, quick question: as you shape the tech roadmap with £35M in fresh capital, how are you measuring experience quality across the marketplace at a session level — especially correlating frontend behaviour with commercetools API performance?

If it's worth 15 minutes, I can walk through how one comparable multi-brand retailer closed that visibility gap. No pitch — just the architecture pattern.

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Outreach Sequence (3-Step): Debenhams Group — Richard Vanoli (MD Debenhams)

Metadata

• Brand: Debenhams Group (formerly Boohoo Group)
• Contact: Richard Vanoli, Managing Director — Debenhams
• LinkedIn: https://www.linkedin.com/in/richard-vanoli-3a60389/
• Signal Lead: L1 — Promoted from CCO to MD Debenhams (March 2026)
• Signal Stack: L1 MD promotion + L3 marketplace 20,000+ brand partners + L3 Mirakl renewal + L3 EBITDA +36%
• Urgency: 8 — 90-day window, marketplace scaling mandate
• Channel Strategy: LinkedIn (Step 1), Email (Steps 2-3)
• Draft Date: 2026-05-02
• Status: Steps 1-3 APPROVED — Ready to send (2026-05-04)
• Cluster: Debenhams Group (coordinated with Paul Aspden CTO + Nikki Tattersall CPO)

Cluster Coordination Note

Richard is the commercial/marketplace entry point in the Debenhams multi-thread. His sequence leads with marketplace revenue outcomes and seller experience quality — the business case, not the technology. Paul Aspden (CTO) carries the platform/architecture angle. Nikki Tattersall (CPO) carries the product/brand angle. Richard's outreach launches Week 2, after Paul's LinkedIn connect (Week 1). If Paul engages first, Richard's sequence shifts to reinforce the commercial case. Never reference Paul's outreach directly — keep threads independent but complementary.

Step 1 — Connect (LinkedIn, <100 words)

Richard, congratulations on the MD appointment — 25 years from allocation to leading the Debenhams digital department store is a remarkable journey. The marketplace model you've helped build with 20,000+ brand partners is genuinely distinctive in UK retail. I work with marketplace and multi-brand retailers on a specific challenge: quantifying which seller experiences convert and which cost revenue. Given the scale you're operating at, I thought it might be worth connecting.

Step 2 — Value (Email, <100 words)

Richard, one thing I've seen with marketplace leaders at your scale: the aggregate numbers look strong, but the revenue variance between your best and worst seller experiences is usually 5-10x wider than anyone expects.

At 20,000+ brand partners, even a small percentage of poor seller pages creates compounding friction — abandoned carts, repeat returns, brand dilution. The challenge is that traditional analytics average everything out and hide the problem.

I recently helped a comparable multi-category marketplace isolate £8M in seller-attributable friction. Happy to share how the segmentation worked.

Step 3 — CTA (Email, <75 words)

Richard, quick thought: as you scale the marketplace with Mirakl and onboard more brand partners, how are you measuring experience quality at the individual seller level — not just aggregate conversion?

If it's worth a quick call, I can share a seller-level experience framework that helped another marketplace MD build a commercial case for experience-based seller tiering. 15 minutes, no pitch.

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Outreach Sequence (3-Step): Debenhams Group — Dan Finley (Group CEO)

Metadata

• Brand: Debenhams Group (formerly Boohoo)
• Contact: Dan Finley, Group Chief Executive Officer
• LinkedIn: https://www.linkedin.com/in/daniel-finley-18231019/
• Email: dan.finley@debenhams.com (inferred)
• Signal Lead: L1 — FY26 EBITDA +36% to £53m and new CTO Paul Aspden building AI/marketplace agenda
• Signal Stack: L1 FY26 EBITDA £53m +36% + L1 Paul Aspden CTO April 2026 + L1 Mirakl Ads 4x retail media revenue + L1 £40m fundraise oversubscribed + L1 Peak AI pricing + Bloomreach AI search across 13 brands + L1 PLT sale reversed
• Urgency: 9 — New CTO in first 90 days; multi-vendor AI stack scaling across 13 brands; capital being deployed
• Channel Strategy: LinkedIn (Step 1), Email (Steps 2-3)
• Draft Date: 2026-05-03
• Status: CMO approved — Step 1 trimmed to under 100 words
• Cluster: Debenhams Group (coordinated with Paul Aspden CTO — drafted 2026-05-01/02, Nikki Tattersall — drafted 2026-05-02, Richard Vanoli — drafted 2026-05-02)

Cluster Coordination Note

Dan is the executive sponsor entry in the Debenhams Group thread. His sequence leads with multi-vendor AI measurement and commercial outcomes across the 13-brand portfolio. Paul Aspden (CTO) carries the technical AI stack architecture angle. Nikki Tattersall and Richard Vanoli carry functional execution angles. Sequences staggered: Dan Week 1, Paul Week 2, Nikki/Richard Week 3. Dan gets the "are your AI investments compounding or creating blind spots across 13 brands?" frame.

Step 1 — Connect (LinkedIn, <100 words)

Dan, FY26 results are striking — £53m EBITDA, 36% ahead of guidance, and Paul Aspden stepping into CTO to scale the AI and marketplace agenda. With Peak AI on pricing, Bloomreach on search, and Mirakl Ads quadrupling retail media revenue in two months, you're running one of the densest AI vendor stacks in UK retail. The question that keeps coming up with CEOs in this position: are these AI investments compounding value across the portfolio, or creating measurement gaps between vendors? I work with multi-brand retail CEOs on exactly that. Would value connecting.

Step 2 — Value (Email, <100 words)

Dan, Debenhams' AI stack is impressive — Peak AI optimising pricing, Bloomreach powering search across 13 brands, Mirakl driving 4x retail media growth. Each vendor reports strong individual metrics. But with multiple AI systems deploying asynchronously across PrettyLittleThing, Karen Millen, Boohoo, and the Debenhams marketplace, the compounding experience effect is hard to measure.

I recently worked with a comparable multi-brand retailer who discovered £2.8M in recoverable revenue by unifying session-level data across their AI vendor stack — friction that no single vendor's dashboard was surfacing.

Worth exploring the approach?

Step 3 — CTA (Email, <75 words)

Dan, with Paul building the AI roadmap and capital deployed from the £40m raise, the next planning cycle will lock in vendor commitments. Can you currently measure whether Peak AI, Bloomreach, and Mirakl are compounding or conflicting at the session level across all 13 brands?

If that's worth 15 minutes, I can share the diagnostic framework. No pitch — just the measurement architecture.

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Warm Route Outreach: Boohoo — Leanne Clancy (Group CIO)

Metadata

• Brand: Debenhams Group (formerly Boohoo Group)
• Contact: Leanne Clancy, Group CIO
• Connection: Adrian direct LinkedIn contact since 2021-07-29
• Route Type: Warm — personal connection, not cold outreach
• Signal Stack: L1 3x C-suite hires (Apr 2026) + L3 EBITDA up 36% to £53m + L3 FullStory incumbent + L3 £40m fundraise
• Urgency: HIGH — New CTO (Paul Aspden) in 90-day window, C-suite turnover = budget reset
• Channel: Email (warm route — no connect step needed)
• Draft Date: 2026-05-13
• Status: Pending CMO review
• Cluster: Debenhams Group (coordinates with Paul Aspden CTO sequence + Richard Vanoli MD + Nikki Tattersall CPO)

Cluster Coordination Note

Leanne is the warm entry point in the Debenhams multi-thread. As Group CIO and Adrian's direct contact, she opens the door to Paul Aspden (CTO) and the wider technology leadership. This email should land before or alongside the Paul Aspden Step 1 connect — ideally Leanne introduces Adrian to Paul, making the CTO outreach a warm follow-up rather than cold. Do not duplicate the technical measurement pitch used in Paul's sequence. Leanne's frame is peer-level catch-up with a specific reason to reconnect now.

Email — Warm Introduction

Subject: Leanne — quick one re: the new tech leadership team

Hi Leanne,

Hope you're well — it's been a while since we last caught up.

I noticed Boohoo brought in three new C-suite hires in April, including Paul Aspden as Group CTO. That's a serious signal that the leadership team is gearing up for the next phase, especially with the turnaround momentum you've built — £53m EBITDA and the fundraise closing oversubscribed.

The reason I'm reaching out: I've been working with enterprise retailers on a specific problem that I think is becoming acute for Debenhams Group right now. With 13 brands running on commercetools, plus Bloomreach, Peak AI, Mirakl, and the rest of the AI stack — the question I keep hearing from CTOs and CIOs in similar positions is: "How do we actually measure which of these investments is driving revenue, and where are we losing money to friction we can't see?"

The platform I'm working with, Quantum Metric, solves exactly that — 100% session capture across the full portfolio, with automatic revenue quantification that puts a £ figure on every friction point. No quotas, no gaps during peak trading. It's the measurement layer that sits across the entire tech stack and tells you what's working and what's costing you.

I'd love to get your perspective on whether this resonates with what you're seeing internally. And if it makes sense, I'd welcome an introduction to Paul — I think this aligns closely with what he'll be evaluating in his first 90 days.

Happy to jump on a quick call whenever suits, or if easier, I can send over a short brief you can share with Paul directly.

Best,
Adrian

Notes

• Tone: Peer reconnection, not a pitch. Adrian and Leanne have been connected for nearly 5 years — this should read as a professional catching up with a reason, not a sales approach.
• Key angle: C-suite turnover = new priorities = budget cycles. Three new hires in April signals transformation mode.
• Ask: Dual — either Leanne's own perspective (she's Group CIO, a decision-maker herself) or an intro to Paul Aspden.
• FullStory: Not mentioned directly. Naming the incumbent in a warm email risks sounding overly researched. Save displacement framing for the technical conversation with Paul.
• Follow-up if no response (7 days): Short nudge — "Leanne, just bumping this up — completely understand if timing isn't right. Happy to send a one-pager if that's easier to circulate internally."