Reimagining retail through the physical store experience

In an ever-evolving retail landscape, Marcus Fox, CEO of Agile Retail, has distinguished himself as a leader who is rewriting the rules of the game. With nearly two decades of experience spanning supermarket giants Sainsbury’s and Morrisons and now leading a nimble, 50-person business, Fox embodies a unique blend of large-scale operational insight and agile entrepreneurial spirit. During our conversation, Fox delved into his career trajectory, the challenges and rewards of retail leadership, and his forward-thinking approach to the future of physical stores.

From Humble Beginnings to Transformative Leadership

Fox’s retail journey began at the age of 15, working part-time at Sainsbury’s. Reflecting on this early start, Fox remarked, “I’m not even sure if it’s legal to employ 15-year-olds anymore, but at the time, you could do very restricted hours.” Over the next 15 years, Fox ascended the ranks, gaining experience in nearly every facet of store operations.

“I ran shops, I worked in online groceries during its ‘Wild West’ days, and I spent time in operations management,” he shared. While acknowledging the company’s transformative journey under leaders like Justin King, he emphasized the profound learning curve he experienced as a young store manager. “There’s no real preparation for understanding how tough it’s going to be. I still tell people ten or so years down the line, I think it’s the toughest job in the world.”

Fox didn’t shy away from recounting his early mistakes, noting how overconfidence and impulsivity initially hindered his effectiveness. However, these challenges proved to be valuable lessons. “I realized that my job wasn’t to do everything myself—it was about being a cheerleader for other people and helping them solve problems,” he explained.

The journey to Agile Retail

After Sainsbury’s, Fox joined Agile Retail, a move he candidly admitted was somewhat unplanned. “I got completely hoodwinked by a recruiter,” he said with a laugh. But the transition offered an exciting opportunity to explore new horizons. At Agile Retail, Fox spearheaded the company’s transformation from an experiential marketing agency to a trailblazer in experience-led retail innovation. “We develop what retail looks like for the future, blending service provision with cutting-edge experimentation,” he explained.

Fox’s leadership philosophy is rooted in adaptability and breaking down challenges into manageable components. “I think breaking stuff down into what I can physically do quickly—or get others to do—helps combat helplessness in moments of crisis,” he said, a lesson he applies both in day-to-day operations and long-term strategy.

Rethinking Physical Retail

Under Fox’s leadership, Agile Retail has become a hub for experimenting with new retail models, helping brands navigate the complexities of physical space in an increasingly digital world. The company works with industry giants like BP to reimagine their customer experiences. “For BP, the question isn’t just about replacing petrol pumps with charging stations. It’s about rethinking the entire consumer journey,” he explained. This has involved everything from testing food services in forecourts to exploring how retail spaces can serve as destinations in their own right.

Fox’s enthusiasm for experimentation is palpable. He recounted standing in the mud with a food truck outside Bicester, testing a new concept for truckers. “You find out fairly quickly whether it works. Customers tell you—loud and clear,” he said.

But Fox is also keenly aware of the challenges involved in selling radical ideas to traditional stakeholders. “Operational people generally love doing real things, but senior stakeholders sometimes struggle to embrace the experimental nature of what we do,” he noted. To address this, he employs a unique tactic: “We’ve literally used yellow and red cards in meetings to stop people from focusing on steady-state thinking.”

The Role of Innovation and Authenticity in Retail Experiences

Fox is a firm believer in the transformative potential of retail when approached with authenticity and customer focus. “The best retail stores aren’t about fads—they’re about genuinely improving the customer experience,” he argued. He criticised superficial trends like flagships with DJs and juice bars, emphasizsng that meaningful engagement requires understanding the unique needs of a community. “Look at Waterstones,” he said. “They allow their bookshops to operate like independent stores. It’s not about flashy experiences—it’s about being relevant and making a genuine difference.”

This principle extends to Agile Retail’s mission of making retail more accessible to emerging brands. “Retail is often seen as too complex or high-risk,” he said. “Our model aims to lower that barrier, providing flexible, plug-and-play solutions so more people can explore physical spaces.”

What’s next for Agile Retail

As Fox looks ahead, his ambitions for Agile Retail are both bold and practical. “We said when we started this that it would be great for Agile Retail to be the 20th biggest retailer in the country, and no one would even know our name,” he shared. This vision aligns with his goal of operating 75 stores in the next five years, creating spaces that are profitable and meaningful for the brands they represent.

Despite his optimism, Fox is candid about the challenges facing the industry. “Retail gets a disproportionately negative press,” he lamented, citing both economic uncertainty and a cultural shift away from retail as a viable career path. “We’ve somehow made retail feel like a suboptimal job, which is frustrating because it’s such a foundational industry.”

Still, Fox remains undeterred. For him, the key lies in balancing innovation with practicality, and showing both clients and customers that physical retail has a valuable role to play in the modern world. “I’m super optimistic. As more brands succeed in the space, it will help turn the tide,” he said.

The Future of Physical Retail

Marcus Fox’s story is one of adaptability, resilience, and vision. From managing stores during the London riots to reimagining retail for a new generation, his career exemplifies the power of innovation in overcoming challenges. As he continues to lead Agile Retail into the future, Fox’s belief in the enduring value of physical stores—and the people who make them work—remains unwavering.

“To my younger self, I’d say: recognise and embrace that you don’t know everything, and that’s okay,” he reflected. It’s advice that resonates far beyond the world of retail, offering a reminder that growth often begins with humility and a willingness to experiment.