Rosie Bramley

• Leading the Delivery of Strategic Workstreams
  Accountable for two critical Commercial workstreams aligned to the Co-op Food 2030 Vision: Membership and Value Creation. These initiatives are central to enhancing customer value and driving long-term commercial success.
• Enhanced Customer Value Perception
  Delivered a 'supercharged' member offer at pace, leading a team to work through complex processes to deliver value for Co-op customers & relevant channels.
• Change Management & Readiness
  Continue to champion change readiness across a multi-channel business. Proactively anticipated change requirements and support seamless delivery, keeping colleagues engaged and aligned with the 2030 Food Vision.
• Value Creation & Commercial Efficiency
  Activated Value Creation Plans to meet in-year budget targets and enhance commercial capability in support of the 4-Year Plan (4YP).
• Learning & Development Leadership
  Leading the Learning & Development agenda for Commercial, enhancing the L&D offer through a structured framework relating to the buyer service model.
• Team Coaching & Engagement
  Successfully coached and influenced a cross functional team to deliver the 2026 Terms Optimisation Kick-Off, receiving outstanding feedback from the Buying team by re-establishing best practice and reinvigorating team motivation.
• Financial Impact
  Facilitated Value Creation Plans of over £40 million in Year 1 of the 4-Year Plan.

• Established a cross-functional, collaborative team spanning Technical, Supply Chain, Ethical, and Sustainability functions to co-create Strategic Supplier Development Plans, aligning goals and driving long-term partnerships.
• Delivered a successful price-led member campaign across core Produce customer essentials, enhancing value perception and customer engagement.
• Led a team to secure over £5 million in tender benefits across Salads and Horticulture, driving significant cost efficiencies and supplier competitiveness.
• Partnered with a key Produce supplier on an EDI initiative, supporting neurodivergent young adults into employment and sharing the journey through a leader-led session at National Inclusion Week.
• Co-created the Commercial Capability Framework, positioning the Commercial team as the first in the business to undergo this transformation and setting a benchmark for other functions.
• Influenced and launched the Commercial Strategy & Insight (CSI) packs, enabling data-driven decision-making and strategic alignment across the commercial function.
• Actively contributed to the People team, supporting the career development and progression of colleagues within and beyond the Commercial team.

• Led the execution of the Protein Transformation Strategy, aligning team objectives with customer insights and success metrics to drive measurable improvements in customer satisfaction and commercial performance.
• Fostered an inclusive and empowered team culture, encouraging bold, data-driven commercial decision-making and nurturing a high-performing, resilient team environment.
• Chaired a cross-functional Range and Waste Working Group, pioneering a new strategic approach that delivered tangible commercial benefits and improved operational efficiency, contributing to YoY waste improvements of £10 million
• Built and strengthened strategic relationships across the food business and supplier base to influence and implement change in waste reduction, range optimization, and seasonal planning.
• Directed and coached a high-performing team to develop mission-based strategies and launch a compelling ‘pure convenience’ seasonal offer, enhancing customer relevance and sales.
• Stabilised team performance during challenging market conditions, providing clear leadership and coaching to navigate change and maintain focus on strategic goals.
• Collaborated across multiple commercial workstreams, including Customer Forum, Festivals, People Calibration, and CBM Leadership, contributing to broader business transformation and alignment.
• Delivered significant financial impact, including

3% waste improvement over six months.
£8.1 million in value creation plans over two years.
£2 million profit uplift from enhanced Christmas trading performance.

• Managed a £0.5bn category, successfully navigating one of the most challenging inflationary periods in UK grocery retail history through decisive leadership and strategic agility.
• Cultivated a high-performance team culture, embedding feedback, self-development, and bravery as core values—resulting in multiple team members progressing into promoted roles.
• Led the creation of a cross-category, customer-centric Dairy strategy, focused on health, sustainability, missions, and value—delivering improved alignment with evolving customer needs.
• Transformed supplier relationships with key partners, enabling the co-creation of long-term customer strategies and the successful implementation of future-facing plans, including the evolution of the milk business.
• Revitalised farmer engagement through inclusive leadership of the Co-op Dairy Group, supporting complex commercial negotiations during the most difficult farming conditions since the 2008 crash.
• Influenced strategic investment decisions by building strong internal relationships and leveraging compelling, customer-centric data to drive alignment and secure business buy-in.
  
  

• Led a team of 6 across a wide range of categories covering a P&L of £190m
• Managed a team through a high number of performance issues, facing into difficult conversations and managing associated business risk
• Re-launched the hot beverages Fairtrade strategy with the ambition to be the no. 1 retailer in Fairtrade tea & coffee whilst supporting projects around gender equality, climate change and youth engagement
• Created a customer centric value strategy in the Cereals category sharing best practise across the commercial teams
• Led the team through the NISA wholesale integration and supported complex supplier negotiations
• Worked on a cross functional team to support the range event process under the 'one buyer' model

• Various buying role responsibilities across a number of ambient trading categories including Grocery, Health & Beauty, Non Food & Kiosk