Why American Golf put its people at the centre of its retail ‘reset’

In the world of retail, few professionals can claim the breadth of experience and transformative leadership that Elaine Wrigley has garnered over nearly four decades in the industry. With roles spanning everything from fashion to food, DIY to outdoor retail, and now her current position in golf retail, Wrigley has seen and done it all. Her journey is marked by a commitment to growth, innovation, and the development of her teams, alongside a deep passion for learning and tackling new challenges. As she puts it, “I still to this day can’t recommend [retail] highly enough to young people…retail offers up so many exciting careers.”

Wrigley’s career began at Marks and Spencer, a company known for its rigorous training and comprehensive approach to retail. It was here, as she explains, that she “broke her teeth” in the industry. “I feel extremely fortunate that I…had a fantastic grounding and development there,” she says, recalling her time at the iconic retailer. Marks and Spencer’s commitment to nurturing talent gave Wrigley the opportunity to lead their first major expansion into Greece, a move that proved to be a significant career milestone.

In Greece, Wrigley took on the role of Country Manager, a position that required her to oversee every aspect of the business as Marks and Spencer opened six standalone stores. Reflecting on that time, Wrigley describes the experience as a test of her ability to “stand on [her] own two feet” without the full support network of the UK team. She was deeply involved in all facets of the business, from people management to supply chain logistics and even working with the British Embassy on the launch. “It was a tremendous opportunity…I learned so much in a very short period of time,” she recalls.

Expanding Her Horizons: From Gap to DIY

After her successful stint in Greece, Wrigley returned to the UK and took on a new challenge with Gap, a global retail giant. This role offered her the chance to experience a business with a distinctly different culture and leadership approach. “Gap was really tremendous…a real moment in time in terms of me developing my leadership skills,” she reflects, emphasising the importance of positive, motivational leadership that she carried forward into subsequent roles. Working in a global organisation like Gap also allowed her to develop a more diverse perspective on business operations and strategy.

Wrigley’s career continued to evolve as she ventured into new sectors, including food retail and DIY. Her move into DIY retail was, as she describes it, “a real baptism of fire.” Lacking any personal enthusiasm for DIY, she quickly realised that her leadership skills were highly transferable across different retail environments. “It was about how I led and supported my teams, not about my absolute knowledge of the products,” she says. Her time in DIY demonstrated her ability to adapt, learning quickly and helping her teams succeed by focusing on their strengths and expertise.

One of the common threads throughout Wrigley’s career is her belief in the power of knowledge and customer service, particularly in specialist retail. “The importance of knowledge for a customer that’s making a very considered purchase is really key,” she notes. Whether it was selling power tools in DIY or outdoor gear at Cotswold Outdoor, Wrigley has always emphasised the need to support her teams so they can offer the best possible service to customers. “It’s that conversation and real knowhow that helps to drive the sale and give the customer confidence.”

A New Challenge: Joining American Golf

Most recently, Wrigley has taken on the role of people director at American Golf, a specialist retailer navigating a period of transformation. When asked how she found her way into golf retail, Wrigley admits it wasn’t a path she had initially considered. “If you’d asked me two years ago would I be working in golf retail, I would have said, well, why would you ask me that?” However, a combination of her love for learning and her desire to be part of a business in transition led her to the role. Now, she’s overseeing a critical period of change as American Golf redefines its vision and prepares for the future.

Post covid American Golf needed to reset and clarify its identity. “We’ve really started to work through a period of transformation…being really clear about who we are, what are our aspirations, and what our customers expect from us.” This has involved deep engagement with employees across the business, gathering feedback and ensuring that everyone feels included in the company’s journey.

Wrigley’s focus at American Golf has been on ensuring that the customer experience is seamless across all touchpoints, from brick-and-mortar stores to online shopping. In a business like golf retail, physical stores remain essential, as services such as custom club fitting require face-to-face interactions. “You can’t do that online,” she points out, stressing the importance of expert service and the personal touch. American Golf has also been focused on growing its omnichannel presence, making sure that the customer experience is consistent both in-store and online.

Creating a Community and Expanding Inclusivity

One of the key pillars of American Golf’s strategy has been fostering a sense of community, both within the business and with its customers. “There’s a real community sense around our stores,” Wrigley says, noting that many customers come in not only to buy products but to discuss their games, share stories, and connect with the staff. This social aspect of the retail experience is something that Wrigley believes is critical to the future of specialist retail. “It’s about how you help team members understand the importance of that connection with the customer and really listening to a customer and making them feel valued,” she emphasises.

In addition to focusing on customer service, Wrigley has been instrumental in driving greater inclusivity within American Golf. With golf historically being a male-dominated sport, Wrigley has been working on initiatives to make both the sport and the retail environment more accessible to women. “We’re really working hard to think about how do we become more gender inclusive,” she explains, adding that this involves everything from recruitment to creating more inclusive work environments in the stores.

Leading Through Transformation

As Wrigley reflects on her leadership style, one thing is clear: she is deeply committed to her teams and to creating environments where people can thrive. “Any good leader needs to be a good listener first and foremost,” she says, stressing the importance of understanding what motivates people. She also highlights the importance of continuous learning, something that has been central to her own career journey. “Learning is really important…It’s about helping the rest of your team be the best they can possibly be.”

Wrigley’s focus on people is evident in the transformation she is leading at American Golf. When she joined the business, one of her first tasks was to shift the HR department into what she calls a ‘people team’. “No business will be successful if their people aren’t valued and enjoy what they do,” she asserts. To achieve this, Wrigley has been working on initiatives to improve learning and development, as well as reward and recognition systems that make a real difference for employees. She believes that creating opportunities for growth and development is key to a company’s success, not just in terms of upward mobility but in helping people find roles that match their skills and aspirations.

Looking to the Future

As American Golf continues its transformation, Wrigley is excited about the future. “We do want to grow over the next 12 to 24 months,” she says, pointing to new store openings, including a recent concession store at Go Outdoors. But for Wrigley, the goal is about more than just expansion. It’s about making golf—and golf retail—more inclusive, accessible, and welcoming for everyone. “Golf is a game that anyone can play,” she says. Wrigley’s new mission is to ensure that American Golf reflects that ethos at every level.

With nearly 40 years of retail experience behind her, Wrigley remains as passionate and driven as ever, committed to pushing the boundaries of what’s possible in the industry while staying true to the values that have guided her career. As American Golf continues to grow and evolve, it’s clear that with Wrigley at the helm of the people department, the company is in safe hands for whatever comes next.