Mulberry appoints first CCDO to accelerate digital, CRM-led turnaround
Bottom Line Impact
If executed with discipline, the CCDO-led program can lift DTC mix by 5-8 pts, expand gross margin by 100-150 bps, and stabilize top-line trajectory within 12 months while strengthening Mulberry's brand equity in the US.
Key Facts
4- New role: Mulberry appointed Tom Burrow as its first chief customer and digital officer, expanding remit across digital, CRM, and customer experience
- Performance context: Reported an 18.3% revenue decline during the 2024 festive period, triggering a transformation plan
- Funding: Secured £20m from top shareholders in July 2025 to finance turnaround initiatives
- Transformation start: Program launched in January 2025 with priorities to simplify operations, refocus on the US, enforce stricter cost control, and revive the brand's British identity
Time Horizons
Key Roles Affected
Executive Summary
Mulberry has created a chief customer and digital officer role, hiring End Clothing's Tom Burrow to lead a digitally driven, customer-centric turnaround after an 18.3% festive-period revenue drop. With £20m in fresh funding and a plan to simplify, refocus on the US, tighten costs, and refresh the brand's British identity, the move aims to lift DTC mix, reduce CAC, and stabilize revenue within 12 months.
Actionable Insights
Immediate Actions (Next 30-90 days)
Grant the CCDO P&L accountability for DTC and CRM with 90-day milestones tied to conversion, CAC, and repeat rate targets.
Rationale: Clear ownership and stage-gates accelerate execution and enable rapid capital reallocation toward proven ROI.
Role affected:CEO
Urgency level:immediate
Ringfence £8-10m of the £20m for high-ROI digital and US pilots, with hurdle rates (IRR > 25%) and weekly cash burn dashboards.
Rationale: Disciplined funding ensures runway while prioritizing initiatives that expand gross margin and reduce CAC.
Role affected:CFO
Urgency level:immediate
Short-term Actions (6-12 months)
Consolidate martech stack and shift 20-30% of paid budget into owned-channel activation (CRM, loyalty, referrals) and high-ROAS search.
Rationale: Owned channels and performance media typically cut blended CAC by 15-20% and raise LTV via better personalization.
Role affected:CMO
Urgency level:short-term
Rationalize SKUs by 15-20% and relaunch 2-3 hero leather lines with clear price architecture and limited-edition drops for the US.
Rationale: SKU focus boosts full-price sell-through and simplifies supply planning; hero products anchor storytelling and margin.
Role affected:Chief Merchandising Officer
Urgency level:short-term
Risks & Opportunities
Primary Risks
- Execution risk: digital and brand refresh fail to translate into conversion and repeat improvements within 2-3 quarters
- Cash runway risk: cost of US pilots and tech upgrades outpace benefits, pressuring liquidity
- Brand dilution: promotional dependence erodes pricing power and brand equity during transition
Primary Opportunities
- DTC-led margin expansion through higher e-commerce mix and reduced markdown/wholesale reliance
- US growth via targeted city pilots, localized assortment, and curated wholesale partnerships
- CRM-driven LTV uplift from segmentation, lifecycle triggers, and loyalty benefits