Business & Technology
Building stronger foundations for the future of retail
Retail is going through a significant shift. The way stores operate, how infrastructure is designed and how IT teams are structured are all evolving. Pressure from rising customer expectations, alongside increasing costs and new digital capabilities, is changing the way retail leaders operate.
For many organisations, the biggest challenge isn’t a lack of ambition. Instead, it’s the network foundation everything relies on.
This creates a practical issue for IT teams. Network decisions directly influence operational cost, from how many suppliers need to be managed, to how quickly issues can be resolved and how much manual effort is required to keep stores running. Centralisation is often used to control cost, but when applied poorly, it can push complexity back into stores.
When done well, it removes duplication and reduces inefficiencies. All while lowering the overall cost of network operations.
Across Europe and beyond, retailers are recognising that fragmented, country-by-country systems are no longer sustainable. Different delivery models, inconsistent standards and isolated technology decisions make it harder to scale effectively.
In response, many are moving toward more consistent architectures that simplify operations and give central teams better visibility and control. The aim isn’t uniformity for its own sake, but rather a platform that supports reliable, secure innovation.
Standardisation might not be easy to achieve, but it’s becoming essential for retailers who are planning long-term transformation.
Many large retail groups are now adopting a similar governance approach. Centralisation is applied selectively, focusing on areas where scale delivers clear benefit. Procurement, core platforms and shared standards are often managed centrally to improve efficiency and consistency.
At the same time, decisions that depend on local knowledge remain with regional teams. Areas such as assortment, pricing and store execution need flexibility to reflect local markets. Instead of enforcing rigid control, retailers are building shared frameworks that support local decision-making while maintaining overall alignment.
This centre-and-local model allows organisations to gain the benefits of scale without losing effectiveness. It reinforces that consistency doesn’t mean uniformity, and that local autonomy can work alongside strong central governance when the right infrastructure is in place.
Why is standardisation becoming a priority?
Most large retailers have grown through years of local optimisation. Each country develops its own supplier base, delivery model and technology landscape. Over time, this creates complexity. Networks vary by market, processes differ and visibility becomes fragmented.
That complexity becomes a problem in a real-time retail environment. Store operations now depend on continuous data flow, connected systems and shared intelligence. Technologies, such as electronic shelf labels, real-time inventory, loss prevention systems and digital displays, all rely on stable, secure connectivity.
When infrastructure behaves differently in each market, it creates friction. Central IT teams face challenges in planning, support and assurance. A more consistent approach, supported by technologies such as SD-WAN and SASE, allows retailers to design a common architecture while still adapting to local requirements.
It creates the conditions for innovation to scale across the estate, rather than remain isolated.
How does SD-WAN and SASE enable consistency?
The move toward SD-WAN and SASE represents more than just a technology refresh. It reflects a shift toward consistent design, policy and security across the estate. These approaches allow retailers to manage configuration centrally, apply rules consistently and monitor performance across all locations.
However, technology alone isn’t enough. It enables consistency but doesn’t guarantee it. Achieving this requires alignment in processes, clear operating models and an understanding of how delivery works in each market. In regions where execution depends on local partners, this becomes even more important.
Retailers that succeed focus as much on how teams operate as on the technology itself. They define how decisions are made, how exceptions are handled and how information flows across the organisation.
The network becomes more than infrastructure. It becomes a platform that supports control, visibility and confidence.
Designing for what comes next
Retailers also need to design networks that support future demands, not just current ones. The store of the future will generate and rely on far more data than today.
Connected store environments already include sensors, handheld devices, digital labels, CCTV and point-of-sale systems. As these systems interact in real-time, they place greater demand on connectivity.
AI is also beginning to reshape operations. Forecasting, pricing and loss prevention are becoming more automated and more data-driven. This requires secure, low-latency connections across cloud, edge and store environments.
At the same time, leadership teams expect real-time insight into performance. This depends on continuous data flow from stores into central systems.
Customer experience is evolving too. Digital displays and interactive in-store experiences are becoming more common, and they rely on consistent connectivity to function properly.
All this places new demands on the network. It must be resilient, scalable and secure. Most importantly, it must be designed with future requirements in mind, not just current needs.
Balancing global consistency with local reality
Centralisation doesn’t mean ignoring local complexity. Each country operates differently, with its own regulations, suppliers and delivery constraints. These factors can affect timelines, costs and risk if they aren’t properly understood.
Successful retailers build models that account for these differences. They create frameworks that can adapt to local conditions, while maintaining overall consistency.
They work with partners who understand regional delivery and can coordinate effectively with local stakeholders. Standardisation supports this by giving central teams clear visibility and reducing unnecessary variation.
At the same time, it allows local teams to operate effectively within a shared structure.
The role of culture
Standardisation is both a technical and cultural challenge. Retail organisations that succeed in this area value clarity, consistency and reliability. They favour straightforward communication and partners who deliver without unnecessary complexity.
This matters because standardisation changes how teams work together. It affects how decisions are made and how responsibilities are shared. When teams and partners operate with similar values, the transition becomes easier and more effective.
Trust is built over time through consistent delivery, rather than bold claims.
A foundation for future growth
Standardised infrastructure, however, isn’t the end goal. It’s the foundation that allows retailers to move faster, operate more efficiently, and introduce new capabilities with confidence.
With consistent network architectures in place, retailers can scale innovation more easily across regions. Central teams gain better control and visibility, while local teams benefit from a more stable, predictable platform.
The store of the future will require infrastructure that’s unified, flexible and built for modern retail demands. Standardisation is the starting point; those who invest in it now will be better positioned for what comes next.
Retail transformation starts with the right foundations.
To learn more about how network design supports modern retail operations, visit Gamma.
Business & Technology
Autostructures UK enters administration after 68 years
Autostructures UK, which is based in Telford, appointed administrators towards the end of March.
It worked as a supplier for JCB for 30 years, providing over 22,000 chassis frames and helping the company make the world’s fastest tractor.
They helped design and manufacture specialised wheel components for its Fastrac model, which can reach a peak speed of 153.771mph.
Autostructures UK worked as a supplier for JCB (Image: Getty Images)
Companies House states it was incorporated on March 10, 1958, initially being known as Alexander Socket Screws Limited.
A notice on Autostructures UK’s website states: “Christopher Pole, Ryan Grant and Sam Birchall were appointed Joint Administrators of Moveero Ltd – in Administration (the ‘Company’) on 25 March 2026.
“The affairs, business and property of the Companies are being managed by the Joint Administrators.
“Christopher Pole, Ryan Grant and Sam Birchall are authorised to act as insolvency practitioners by the Institute of Chartered Accountants in England & Wales.”
Why has Autostructures UK gone into administration?
Moveero Ltd is the parent company of Autostructures UK, which manufactures construction vehicles, as well as wheels, rims and hubs for farming.
Administrators Interpath shared that the Moveero group continues to operate profitably, with the rest of the group’s businesses in the US and Denmark not affected by the administration in the UK.
It explained that the business based in the UK had faced major operational challenges due to a weakened off‑highway market, downward pricing pressure and competition from rivals.
In a statement, Interpath said: “As a result of these ongoing challenges, the directors of the businesses have taken steps to protect the interests of creditors by appointing administrators.
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“This will allow the UK businesses to continue trading while buyers for the businesses and their assets are pursued, with all staff retained during this period.”
David Geraghty, CEO of Moveero, said: “Against a difficult economic backdrop, we have worked tirelessly over the past 12 months to improve the financial performance of the UK business.
“We are incredibly grateful for the support of our brilliant team and also the support of our customers who have provided us with funding in recent days which has given us the additional time we need to continue to explore the options available.”
Have you noticed an increased number of businesses closing or going into administration in your area this year? Let us know in the comments.
Business & Technology
Alteryx appoints Julie Irish as Chief Information Officer
Alteryx has appointed Julie Irish as Chief Information Officer, adding a new technology leader to the data and analytics company’s senior ranks.
Irish joins from Couchbase, where she held the same role. At Alteryx, she will lead the global IT organisation and oversee technology strategy, systems and processes as the company continues its broader digital transformation.
Her remit includes internal AI use across the business, with a focus on connecting data, analytics and AI more closely across operations as Alteryx develops its analytics products and expands internationally.
Alteryx serves more than 8,000 customers worldwide, including UK brands such as BT, Kingfisher and London Northeastern Railway.
Career background
Before joining Alteryx, Irish held senior technology roles at New Relic and Harvard Business Publishing. At Couchbase, she oversaw IT, data, business technology and security.
That breadth of experience appears to have been a factor in her appointment, particularly as businesses increase spending on AI tools and look to embed data-led decision-making into routine operations. The role puts Irish at the centre of how Alteryx manages its internal systems while supporting the company’s wider direction.
Her appointment also reflects how the Chief Information Officer role has broadened across software companies. Once focused largely on internal infrastructure, it now often spans data governance, automation, security and the use of AI in finance, sales, support and product operations.
As a result, technology leadership appointments have become more significant for software companies trying to streamline internal processes while keeping pace with customer demand for AI-related products. At Alteryx, internal IT is being positioned as a driver of operational change as well as day-to-day systems management.
Irish outlined that view in her first public comments after taking the role.
“We’re at a moment where AI is fundamentally reshaping how businesses operate. What energizes me about Alteryx is not just the pace of innovation, but its unique approach to enabling AI through governed, analyst-driven workflows-equipping lines of business to own their logic while scaling across the enterprise. Internally, we have an opportunity to apply that same philosophy to how we build and operate, advancing our technology capabilities to better scale and support the business. By strengthening how we connect data, analytics, and AI across our operations, we can move faster, operate more intelligently, and continue delivering impact for our customers,” said Irish.
Wider push
The appointment comes as Alteryx continues to emphasise AI in its business strategy. Organisations are increasingly turning to AI and analytics in pursuit of competitive advantage, and Alteryx has been investing in what it describes as agentic analytics alongside trusted tools for larger organisations.
In the enterprise software market, that trend has increased the importance of internal technology leadership. CIOs are being asked not only to maintain stable systems but also to show how AI can be adopted responsibly inside the business before similar ideas are taken to customers.
Chief Executive Officer Andy MacMillan said Irish brings both strategic planning and delivery experience to the role.
“Julie has an incredible ability to balance strategic vision with execution. She is a thoughtful, results-oriented leader who builds strong partnerships and delivers meaningful impact. I’m eager to see the impact she will have across the Alteryx organization and for our global community,” said MacMillan.
Irish’s background in pricing model change and the end-to-end revenue lifecycle may also prove relevant as software companies refine subscription structures, sales operations and customer retention. Combined with her oversight of data and security functions in previous roles, that experience gives her a remit that extends beyond back-office IT.
The move follows a broader pattern across the software industry, where companies are recruiting senior technology executives with experience in data platforms, internal automation and AI adoption. In many cases, the goal is to tighten links between corporate systems and commercial strategy, especially as software groups face pressure to show practical returns on AI investment.
At Alteryx, that responsibility now falls to Irish as she takes charge of the company’s global IT organisation after previous leadership roles at Couchbase, New Relic and Harvard Business Publishing.
Business & Technology
BT plans for communications pole for village near Bicester
Openreach, who act on behalf of British Telecommunications (BT), wants to install two fixed line broadband electronic communications apparatus (poles) in Ambrosden, a village near Bicester.
It notified Cherwell District Council, the planning authority, of its intention to install one 9m light wooden pole in Church Walk and one 10m light wooden police opposite South View, approximately three miles from Bicester.
The planning authority has until Monday, April 13, to give the operator written notice of any reasonable conditions which it wishes the operator to consider regarding the installation.
Openreach maintain telecommunications network infrastructure that connect nearly all homes and businesses in the UK to various national broadband and telephone networks.
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