Shaping the future of retail analytics

Diane Wehrle, co-founder of Springboard, is a name synonymous with retail data innovation. Her journey from a business graduate to a pioneer in retail analytics is a testament to vision, resilience, and seizing untapped opportunities. In an industry often starved for real-time, actionable insights, Wehrle’s work has transformed how retailers measure performance and navigate a rapidly changing landscape.

The Spark That Started Springboard

Springboard emerged from Wehrle’s frustration with the lack of robust retail data. Having started her career in real estate analysis at Donaldsons before moving to Arcadia and later Experian, Wehrle consistently encountered the same problem: insufficient data to inform critical business decisions. “There was an absolute paucity of data,” she recalls. “Everyone wanted it, but what existed wasn’t reliable or timely.”

In 2002, Wehrle and her co-founder, Steve Booth, decided to fill this void. Their vision was clear: provide consistent, real-time data to retailers and high streets, enabling them to track footfall and assess performance more accurately. “It wasn’t just about data points—it was about creating continuity and immediacy,” she explains. Springboard’s breakthrough lay in offering trend analysis through continuous data collection.

Building a Data Network Across the UK

At the heart of Springboard’s model was a network of automated counters installed at key locations—store entrances, high streets, shopping malls, and retail parks. “We worked hard to ensure the network reflected retail spend,” Wehrle says. This involved a hub-and-spoke approach, with counters in major city centres like Manchester and Leeds, as well as smaller towns feeding into those hubs.

The result was a dataset with a 90% correlation to actual retail spending—a critical achievement in validating Springboard’s insights. “Retailers and investors needed context. It wasn’t enough to know how their store was performing—they needed to understand how it compared to the market,” Wehrle notes. Springboard’s barometer became an essential tool for benchmarking location performance.

Creating Benchmarks and Insights

Springboard didn’t just offer data; it offered perspective. “We didn’t want to tell clients just how many people were in their store—we wanted to tell them how they compared to others,” Wehrle explains. This benchmarking allowed retailers to identify underperformance and take corrective action.

Wehrle recounts how Springboard’s data influenced decisions around staffing, marketing, and events. “Footfall isn’t just about sales—it’s about understanding peak hours, power hours, and how events impact long-term performance,” she says. Over time, Springboard became a trusted source for both retailers and journalists, with its insights frequently cited in media reports on high street trends.

The Evolution of Retail: From Envelopes to AI

Reflecting on the changes in retail during her two decades at Springboard, Wehrle offers a fascinating perspective. “When we started, digital marketing didn’t exist. I used to stuff envelopes with letters offering to meet potential clients,” she recalls with a laugh. Despite the rise of digital channels, she believes the fundamentals of retail remain unchanged.

“What’s different now is the speed of decision-making and the sophistication of back-office systems,” she observes. The rise of e-commerce and omnichannel strategies has added complexity, but it hasn’t diminished the importance of physical stores. “I always said online would never take over completely,” Wehrle asserts. “It peaked during COVID at 35%, but it’s now back to around 25%.”

The Resilience of Bricks-and-Mortar

For Wehrle, the enduring appeal of bricks-and-mortar retail lies in the sensory experience. “During COVID, people missed the ability to touch, feel, and interact with products in stores,” she says. As soon as restrictions lifted, footfall rebounded, defying predictions of a permanent online shift.

However, she notes that hybrid working patterns have impacted city centres. “With fewer people commuting daily, retail footfall has inevitably shifted,” Wehrle explains. This shift underscores the importance of creating compelling in-store experiences. “Retailers need to offer something memorable—whether it’s through design, product availability, or exceptional staff interactions,” she says.

Lessons from the High Street

Wehrle is candid about the challenges facing legacy retailers. She distinguishes between those rationalising their store networks, like Marks & Spencer, and those forced into closure due to poor management or external pressures, such as Debenhams and Wilko. “The reasons for closures are complex—it’s not just about footfall. It often involves issues like high gearing, investor pressure, or outdated concepts,” she explains.

She emphasises that retail is inherently dynamic. “Retail isn’t static—it evolves slowly, but it evolves. The mistake is thinking it should stay the same,” Wehrle says. The success of brands like M&S, which have restructured and innovated, proves that evolution is essential.

AI and the Next Retail Revolution

Looking ahead, Wehrle sees AI as a transformative force—but one that must be approached with caution. “Retailers need to ask whether AI genuinely adds value. It’s easy to spend a fortune on technology that doesn’t deliver results,” she warns. While applications like dynamic pricing and chatbot customer service show promise, Wehrle believes the key lies in targeted, thoughtful implementation.

“AI shouldn’t be adopted for its own sake—it needs to drive efficiency and enhance the customer experience,” she says. She also highlights the importance of maintaining a human touch, especially in customer interactions. “Amazon excels online, but they’ve struggled with physical stores because they lack that understanding of the in-store experience,” Wehrle notes.

A New Chapter: Rendle Intelligence

In 2022, Springboard was acquired by MRI Software, marking the end of an era for Wehrle. After helping integrate the business into its new parent company, she decided it was time for a fresh challenge. “I wanted to get closer to clients and help them make better use of their data,” she says. This led to the launch of Rendle Intelligence, her new consultancy focused on retail, destinations, and leisure.

At Rendle Intelligence, Wehrle aims to bridge the gap between data collection and actionable insights. “Many businesses have plenty of data but don’t know what to do with it,” she explains. Her goal is to help clients turn data into decisions that drive performance.

Advice for Retail Professionals

Reflecting on her career, Wehrle offers valuable advice: “Engage with your clients constantly. If they’re not talking to you, they’re talking to someone else.” She also stresses the importance of staying grounded during tough times. “Remember, this too will pass,” she says, borrowing a phrase from Buddhist philosophy.

Diane Wehrle’s impact on retail analytics is undeniable. Through her work at Springboard and now Rendle Intelligence, she has helped shape how retailers understand and respond to consumer behaviour. As the industry continues to evolve, her insights remain as relevant as ever—offering a roadmap for navigating both present challenges and future opportunities.