Leadership series: Susan Hewlett

 Discover exceptional industry leaders through powerful, in-depth interviews in our CORE Leadership Series.

This is the interview of Susan Hewlett, Brand & Marketing Director at St James Quarter.

Tell us a little about yourself and your business.

I tend to describe myself as a marketing strategist with an entrepreneurial mindset, bringing international experience from across the luxury, lifestyle, hospitality, retail and e-commerce sectors, gained through both client-side and agency roles with brands including Levi Strauss, Jack Daniel’s, IHG, First Leisure, Smirnoff, Swarovski and Victoria’s Secret among others.

I started my career as an early pioneer in digital, working with the UK levi.com launch team in the mid-nineties, and have since been involved with a range of first-to-market initiatives, from Jack Daniel’s first UK e-commerce platform to large-scale omnichannel transformations.  

longside my corporate experience, I’ve also invested in and creatively directed a boutique five-star luxury hotel. Quickly building an impressive international and celebrity client base: including Kylie Minogue, Keeley Hawes, Benedict Cumberbatch and the Pet Shop Boy as well as securing high-profile partnerships with Condé Nast Johansens, Tablet Hotels and Mr & Mrs Smith. 

More recently, my work has focused on digitisation and brand transformation. In the Middle East, I led the rollout of Victoria’s Secret’s first digital channels outside the US, including e-commerce and app development, ensuring a seamless customer experience. Back in the UK, I’ve worked on the launch of a sustainability-focused retail app and now lead brand development, digitisation and marketing strategy at St James Quarter. My focus is on continually enhancing the guest experience across all touchpoints, refining the customer journey and ensuring the brand remains relevant, connected and customer led.

St James Quarter is Edinburgh’s premier retail and lifestyle destination, bringing together leading fashion brands, restaurants, entertainment, hospitality, and public spaces in the heart of the city. The Quarter has helped redefine Edinburgh’s city-centre experience through its mix of premium retail, modern design, and vibrant cultural atmosphere, with global retail leader Westfield recently acquiring a stake in the destination as part of its continued investment in flagship urban developments.

How do you stay updated on industry trends, customer expectations, and regulatory changes?

I stay close to industry trends through a combination of constant curiosity and structured insight sources. I regularly consume trade press features, follow key commentators and thought leaders on social media, and subscribe to data-led platforms such as McKinsey Insights. 

Attending industry events like MAD//Fest also provides valuable perspective, not just on emerging trends but on how brands are adapting in real time. Equally important is access to our own data. 

Through our Wi-Fi sign-up functionality, we have a direct line to our guests, allowing us to run agile, real-time research, whether that’s responding to anomalies, testing ideas or gathering insight on events and audience behaviour at a postcode level. 

Alongside this, being employed by Savills Property Management ensures we’re kept fully up to date on regulatory changes through regular training, briefings and communications, giving us both the insight and governance needed to make informed decisions.

What is or are your biggest career achievement(s)?

One of my proudest career achievements has been contributing to the continued success and evolution of St James Quarter, particularly during the recent sale process where it was recognised as one of the top 20 retail destinations in Europe. 

Our performance has been a real validation of the strategy as we consistently outperform local and regional competitors on footfall and are widely regarded as the go-to destination for brands looking to launch and establish themselves in Scotland. 

Equally important has been the strength of our brand experience. The events and cultural activation programme we’ve developed has earned significant respect from both our brand partners and the wider industry, helping to position St James Quarter as far more than a retail destination. It’s a dynamic, culturally relevant space that continually engages new audiences and sets a benchmark for experiential retail.

Have you achieved everything you wanted in your career so far? 

I’m not sure I ever set out with the fixed idea of ‘achieving everything’, if anything, I’ve ended up with what has been termed as a ‘messy’ career. I’ve never really stayed in one lane; my curiosity has always driven me to explore how different industries approach marketing, brand and communication. 

That willingness to pivot and keep learning has been one of the most rewarding aspects of my journey. Along the way, I’ve been incredibly fortunate to experience some truly memorable moments; from being introduced to Rei Kawakubo during Paris Fashion Week and quickly learning the nuances of Japanese etiquette, to hosting Kylie Minogue for a week at Holm House, and even being part of the early stages of social change in Saudi Arabia - building the first 100% feminised retail team, introducing in-store events and supporting the first female qualified driver in the organisation are all moments I’m hugely proud of. 

With so many twists and turns over the past 30 years, I’ve learned to embrace the unexpected and I think that’s where the most exciting opportunities still lie.

Are you expecting consumer expectations to shift this year?

Yes, absolutely, consumer expectations are already shifting quite significantly. Current data shows that sentiment remains fragile, with more UK consumers expecting their financial situation to worsen than improve, and many actively cutting back on discretionary spending. 

This is creating a more considered, value-driven consumer mindset, where purchases are more intentional and brands must work harder to justify spend, particularly in non-essential categories. 

At the same time, we’re seeing a widening divide between consumer groups, meaning a much more polarised market where some customers are still willing to spend, but only when the experience or product truly resonates.  However, it’s not all negative. 

There are clear opportunities emerging, particularly around localism and experience-led retail. With some softness in travel demand already evident, there is potential for increased staycations and local spending, which could benefit destinations like Edinburgh.  Consumers are increasingly prioritising experiences, connection and meaningful engagement over purely transactional retail, which plays directly into the strength of curated destinations and cultural programming. 

For Edinburgh, with its strong tourist base, especially during peak periods like August, it will be interesting to see how this balance plays out, but ultimately those destinations that create compelling, experience-led reasons to visit are likely to remain resilient

What values or behaviours do you consider essential for leadership teams today?

For me, the most essential leadership qualities today are curiosity, adaptability and a genuine customer-first mindset. The pace of change, whether in technology, consumer behaviour or the wider economic environment means there’s no space for rigid thinking.

Leaders need to be open, constantly learning and willing to challenge both themselves and their teams to think differently. Equally important is clarity of vision combined with the confidence to act. 

The best outcomes I’ve seen have come from teams who are empowered to test, learn and move quickly, underpinned by strong attention to detail and collaboration. 

Finally, authenticity and integrity are non-negotiable building trust with both customers and teams is critical. When you combine that with creativity and a willingness to embrace the unexpected, you create an environment where truly stand-out ideas and experiences can happen.

What’s a lesson you learned that still influences your decisions?

One lesson that has consistently shaped my approach is to never give up and never accept that something can’t be done, unless of course, it’s illegal, immoral or could cause genuine harm. I’ve always believed that what looks like a problem is simply ‘a solution waiting to happen’, and that mindset continues to influence how I approach challenges, opportunities and teams.

Throughout my career, that belief has translated into action in very real ways - from hosting bra fittings in the back of a converted UPS truck in Dubai, to staging fashion shows on rooftops or a tango/conga fashion moment in the middle of a busy Galleria on a Saturday, and even transforming a tired former nursing home into a highly sought-after, design-led boutique hotel. 

In every case, it has come down to clarity of vision, careful planning, attention to detail and the confidence to push boundaries, because when those elements come together, that’s when the magic really happens!

What does the industry need more of (or less) to continue thriving?

The industry needs to do a much better job of telling its own story. Hospitality, and to a slightly lesser extent retail, offer incredibly dynamic, global and culturally rich career opportunities, yet this often isn’t reflected in how the sector presents itself. 

There is still a perception gap, and we need to better showcase the diversity of roles, the pace, the creativity and the ability to build genuinely exciting, international careers. At St James Quarter, we’re fortunate to partner with FUSE, our dedicated training and recruitment initiative, which connects people directly with real jobs, skills development and long-term career pathways across Edinburgh’s retail and hospitality landscape. It’s a great example of what the industry needs more of: clearer pathways, stronger visibility and greater celebration of success. 

If we can collectively shine a stronger spotlight on the opportunities available, we’ll not only attract the best talent but ensure the long-term growth and resilience of the sector.

What is your long-term vision for your organization, and what legacy would you like to leave within the industry?

My long-term vision is to continue evolving St James Quarter as a truly world-class, experience-led destination; one that goes beyond traditional retail to become a vibrant cultural and social hub at the heart of the city. That means continually enhancing the guest journey through thoughtful digitisation, meaningful brand partnerships and a calendar of events that keeps the destination relevant, engaging and distinctive. It’s about staying agile, listening to our customers and ensuring every touchpoint feels connected, seamless and memorable.

In terms of legacy, I’d like to be known for helping shift the perception of what retail and hospitality spaces can be, places that prioritise experience, community and creativity as much as commerce. 

More broadly, I’d hope to have played a part in championing a more customer-first, curious and courageous approach within the industry - encouraging teams to push boundaries, embrace change and create moments that genuinely resonate.