Conversation with… Jag Weatherley, senior VP of operations at ASOS
Here we interview Jag Weatherley, senior VP of operations at ASOS and judge for The People in Retail Awards, about her remarkable career to date, the challenges and triumphs along the way, her leadership style, and fostering a positive people culture.
You started your retail career as a merchandiser at Topshop/Topman. Tell us how that came about?
Fashion wasn’t on my radar at school, university, or in any of my early plans. Back then it was all about the conventional route. You did your GCSEs, then A-levels, and pursued a “respectable” degree at university. That was the expected path for me.
So, I studied Law and Politics at university. Before that, I’d done loads of work experience in legal offices and was all set for that track. But when I got to university, I had this moment of realisation: “Oh, I don’t want to be a lawyer, and I definitely don’t want to be a politician.”
One weekend, I was at my uncle’s house, and a family friend, who was buying director at a leading high street retailer, said something that stuck with me: “You love fashion. Why haven’t you thought about merchandising?”
At 18 or 19, I’d never even heard of merchandising, but did some research and was intrigued. So, I applied for a one-year internship at Topshop/Topman and absolutely loved it. After that, I returned to university, finished my degree, and went straight back to Topshop/Topman to begin my career. That’s how it all started.
My mind has always been very logical so that’s why I really enjoyed studying Law and Politics. Those subjects are about forming a hypothesis and then working through the evidence and analysis to prove or disprove it. That way of thinking has stuck with me throughout my career.
Even in my early days at Topshop/Topman, I found myself looking for smarter ways to work and streamline repetitive tasks. For example, when I was creating allocations, I’d record the process and let it automate for the next cycle. The same went for running reports — I’d think, “Surely there’s a more efficient way to do this.”
So, I’d create new reports or workflows that were faster and more efficient, then share them with the rest of the team. That problem-solving mindset became a constant in my work.
It sounds like your time at Topshop was not only a formative experience but also one where you found ways to innovate. What led to your decision to leave after nearly a decade?
Topshop felt like a family — it was such a close-knit environment. Many of my best friends are from those days. That made it an incredibly difficult decision when I was invited to apply to be promoted to Head of Merchandising.
At that point, I had to stop and really think about my future. I knew that if I stayed, Topshop would become my forever. That was the natural next step, and it would have cemented my place there for life. But something inside me said it was time to push myself and explore something new.
Making that decision took a lot of bravery at the time. As I said, it was like a big family and Topshop was at the forefront of UK fashion.
And that bold choice took you to ASOS. What was the transition like?
When I arrived at ASOS, I had a bit of a shock! Arcadia was very structured and ASOS was very different. At Arcadia, everything had clear boundaries and systems. For example, stores were planned down to the “four ways” — everything fitted into that structure.
At ASOS, people were testing things constantly, moving fast, breaking boundaries, and just going for it. It was exciting. That energy was what I was looking for, even if it was daunting at first. It challenged me to think differently and adapt to a new way of working.
It sounds like a leap into the unknown, but one that paid off. How did your logical mindset and problem-solving skills help you adapt?
They gave me a foundation to navigate the new environment and bring a sense of order and efficiency to what we were doing. I could look for better ways of working, streamline processes, and help the team be more effective.
In hindsight, taking that leap was one of the best decisions I’ve ever made. It pushed me out of my comfort zone and allowed me to grow in ways I never expected.
From my very first day at ASOS, it was all about transformation. I joined during a period of rapid growth, and my role was to support that growth by introducing more planning and structure.
Within my first few months, I implemented new intake processes to address the backlog of stock. We also created tools in Excel to manage operations before we had a proper system in place. Those tools were crucial for a while and were used until we rolled out our Oracle ERP system. That was a game-changer for us.
So, my role from day one has been about transforming, stabilising, and creating efficiencies across the business. I’ve been constantly introducing new tools and processes to support the growth of ASOS.
How did your role evolve over time?
A big moment came during my second maternity leave. The business introduced a new role for a Transformation Director, and I decided to go for it. ASOS deserves a lot of credit here — even though I was on maternity leave, I was given the opportunity to interview, and I got the promotion.
ASOS has always been so supportive and progressive. Just recently, a team member came back from maternity leave, and she was the best candidate for a new role. So, we promoted her while she was still on leave. That’s the way it should be. You look after the right people, regardless of the circumstances.
What were the main challenges you faced after your promotion?
One of the main challenges was the Oracle integration. It was taking longer than expected as ASOS is such a fast-moving business and the requirements for the system were always changing.
Despite those challenges, we worked through it. The key was balancing the speed and flexibility of ASOS’s growth with the stability and structure that systems like Oracle bring.
It must have been a huge effort. How did you manage such a complex project while ensuring it was aligned with ASOS’s unique needs?
The key was to bring ASOSers on the journey. We worked alongside some consulting partners who really supported us throughout the process, but having a team of ASOS SMEs was essential. Internal business knowledge of both requirements and ways of working really drove us through.
We built up a team of subject matter experts from within ASOS. The mantra was simple: ASOS is doing this with ASOS — not doing it to ASOS.
The next big step was implementing a Product Lifecycle Management (PLM) system. After getting the ERP system in place, it was about moving everyone off Excel and onto a centralised tool that the teams could trust and love using.
I still work closely with our PLM partner and was actually discussing improvements just last week. Sustainability is a huge focus for us now, and I’m the sponsor of ASOS’s Fashion with Integrity initiative. That’s something I’m deeply passionate about.
With legislation coming down the line at a rapid pace, we’re working hard to ensure we not only comply but also stay true to our values. It’s about being able to look ourselves in the mirror and know we’re doing the right thing.
We’re embedding sustainability into our systems, processes, and culture. Whether it’s through the PLM system or other tools, we’re constantly looking for ways to improve.
What’s next on the horizon project-wise?
There’s always something new to tackle. Whether it’s advancing our sustainability initiatives, improving operational efficiencies, or preparing for future challenges, the work never stops. That’s the beauty of ASOS — it’s a fast-paced, ever-evolving environment, and I wouldn’t have it any other way.
What keeps you motivated when things move so quicky?
My career at ASOS has mirrored the company’s journey. Moving from merchandising to operations has been a transformation in itself, but it’s felt very natural. Each step has aligned with the evolving needs of the business, and I’m proud of how far we’ve come.
It’s the constant challenge and the opportunity to make a real impact. I thrive on problem-solving and finding smarter ways to work. ASOS is the kind of place where you’re always learning, adapting, and growing — and I love that energy. It’s what keeps me excited about coming to work every day.
What does a typical working day look like for you?
At ASOS, the only constant is change — something our former CEO said years ago, and it’s still true today. While I have structured elements like monthly business reviews and team meetings, my day can pivot based on the biggest business need.
If something critical arises, my focus shifts entirely, but I ensure my team still has the structure they need to remain on track. It’s a balance between being flexible for urgent issues and maintaining consistency to deliver on our strategy.
You have a demanding role. How do you balance it with bringing up two children?
I always say, I didn’t have kids to not see them. My children are my priority. My schedule is flexible. I’m an early riser and start promptly allowing me to be out the door before 5pm. If I need to work later, I pick up tasks after the kids are in bed. Flexibility is key, and I encourage my team to work the same way.
You clearly have fantastic people skills. How do you foster a positive workplace culture?
For me, it’s all about openness and respect. I make sure my team knows they can come to me anytime, whether it’s via WhatsApp or Teams — they don’t have to wait for a scheduled one-to-one.
I also empower my team to make decisions. They don’t need me breathing down their necks, but they know I’ve got their back if they need support. It’s about creating an environment where everyone feels valued and trusted.
What influenced your leadership style?
My grandmother was my first inspiration. She taught me to be strong, take no nonsense, and give back the energy you receive.
Professionally, my first merchandiser at Topshop simplified merchandising for me, making the thought of running a mini P&L of my own a lot less daunting.
That clarity shaped how I approach problems – a real logical and pragmatic approach.
Another key influence was a Head of Merchandising who promoted me to merchandiser at Topshop before I was really ready. There was a live vacancy and with attrition as low as it was, they didn’t arise very often. She said: “I’m going to coach and mentor you because I see potential in you.” Her approach of giving people space to grow and learn has stayed with me.
What’s the most valuable lesson you’ve learned in your career?
Always treat people how you want to be treated and believe in yourself. If you don’t push yourself, who will?
If you weren’t working in retail, what do you think you’d be doing?
I’d probably open a bookshop with a café — baking cakes, serving coffee, and chatting about books with customers. Either that or working at a Waitrose checkout because I’m so nosy about what people buy and love a chat!
Tell us something unique or surprising about ASOS?
ASOS has this incredible energy. When everything is firing on all cylinders, the buzz in the office is electric. It’s unlike anything I’ve experienced elsewhere. Visitors often comment on it too — it’s a special vibe that would be really hard to replicate.
The Retail Bulletin is delighted to announce that Jag Weatherley will be a judge for the 2025 People in Retail Awards. Find out more about the awards and the entry process here
