In-person participant 1: Hello and welcome back to the Charity Shop Chat podcast with myself, Mimi Clark, right?

Amelia Cartwright: to the Charity Shop Chat podcast with myself, Meanie Cartwright. And with me, Charlotte Greenment. As always, this podcast is powered by the Charity Retail Consultancy, charities turn retail into a powerful driver of income, impact, and growth. don't forget to check out Charity Retail Learning in partnership with the CRA ⁓ practical training built specifically for charity retail teams. ⁓

In-person participant 1: So today's episode is all about progression because one of the things we hear all the time in charity retail is what's next? How do we go from being brilliant in your world, building a career in the sector?

Amelia Cartwright: So today's episode is all about progression because one of the things we hear all the time in charity resale is what's next? How do we go from being brilliant in your roles building a career in the sector? And what's really exciting is that there are so many different pathways now from shop floor to leadership to influencing the sector at a national level or even moving into supplier and partner roles. And today's guest is someone who's done exactly that. She started her career as a charity shop manager and has gone on to work with Minimist, supporting charities to increase income and efficiency through technology. She's also contributed at a sector level through her time on the board of the Charity Retail Association, bringing that frontline experience into strategic conversations. So today we're going to talk about that journey, the reality of starting on the shop floor,

In-person participant 1: So today we're going to talk about that journey, the reality of starting on the shop floor, The confidence it to take the next step and what progression can really look like in charity retail. So ⁓ grab a broom, up the volume and let's get chatting.

Amelia Cartwright: So Lauren, welcome to Charity Shop Chat podcast. It's great to have you on board. this is such pressure now. You really big me up here. So let's start at the beginning then. How did you first get into charity retail and what was your experience like as a shop manager? So I started my charity retail journey back in 2021. My local shop was yet to reopen after Covid. So it was that moment where you'd always walk past and be like, ⁓ what dream it would be to run that charity shop. So I applied, literally no retail experience whatsoever. My life was on the stage, dancing on holiday parks around the UK. So my husband was the retail guy and he was like, say this, make sure you do this, that and the other. And yeah, so they saw something in me and gave me the job, which was cool. And then yeah, reopening the shop after COVID, navigating that kind of post COVID times with the volunteers. nothing bonds you more than trying to get a bit of bric-a-brac through a screen to wrap in newspaper and wearing a mask and all those things. And also the shop had just ⁓ undergone a refit as well. So we were able to put our own stamp on it, which was cool. I really, loved my time as a shop manager. Like I absolutely loved it. You know, no two days are the same, all those different donations that come in. ⁓ Creating window displays was my thing. But yeah, so it was a real passion. This is where the CRA kind of into my mind. my windows were nominated for WOW which was cool. ⁓ And I felt a massive sense of pride within my community. So remembrance windows were like my big one. I would always make sure they were heartfelt and lots of people within the community would say, you know, that's really spoken to me. And then obviously you gather that pressure when you've got to do the next one and it's got to be better than the first one. ⁓ But yeah, loved it. mean, Ryers is my town. So it felt completely right to be part of that community. Every event that happened, get involved in it. The volunteers absolutely. became part of my family, they came to my wedding, which was lovely. I love them all dearly, still in touch with them now. ⁓ I mean, don't get me wrong, it's hard work. It's hard work in charity retail. So my shop was on two floors, so when those people come in with their big sacks of donations and you've got to carry them up the stairs, that's hard work. And I would come home exhausted, but I am a strong believer in love what you do and you'll never. never work a day in your life and I think that's what it is in charity retail.

In-person participant 1: Well, I mean, there's already so much to talk about here. You really remind me, or that really reminded me of, ⁓ I've recently just read Mary Porter's new

Amelia Cartwright: You really love me.

In-person participant 1: Shop Girl a Memoir. And she about her ⁓ way retail, which isn't too dissimilar to yours. ⁓ It's had such a strong focus on ⁓ the that goes into shop windows and ⁓ visual ⁓ and how that can create such an impact. And yeah, it's also just so exciting. Like ⁓ it's that hasn't like with. The change in retail and the landscapes is still something that is so integral to the high street is how your shop window looks. So that is very, very interesting and a real talent to have because not everyone has that. I don't have that. So what was the moment that you started to think this could be more than just a role for me, this could be a career?

Amelia Cartwright: very interesting and a real talent to have. Because not everyone has that. I don't have So what was the moment that you started to think this could be more than just a role for me? This could be a career? I mean, so when I had my interview, I'd always said that my work wouldn't stop at the shop door. I always wanted to do more. You know, one of my first projects was the school uniform project. So I realized really early on that school uniform is very expensive. So if you're a parent, you'll know it's incredibly expensive, especially if you've got one in primary, one in secondary, the cost of a blazer is something else. So I was really lucky, my mum worked in the school at the time, so that led me to build a relationship with the local schools. And it was so lovely to have all that school uniform come in and then the families follow. It is hard work to wash all that lost property. There is a lot. ⁓ But when the... the parents come in and say, you know, you've really given me the opportunity. I didn't have to choose between a birthday present and school uniform or Christmas and this, that, and the other. ⁓ And that's when it really puts into the charity retail is something else. It's more than just a shop. ⁓ But the real realization for me was when I had my maternity leave. So I came back with a whole new perspective on everything, how things should work, how things should look. ⁓ And that's where the idea of the Young Volunteer Program came from. So during my maternity leave, my stepson came to live with us. He was 13 at the time. And you know, when you've got that teenager in the house and you think, you should probably be doing something, not just sitting in your bedroom. So this is when I started to look at what would it look like if we had young volunteers in the shop, younger people in the shop. I'd already seen what an impact. it had made on the volunteers with me being in the shop. I mean, I'm not the youngest of people, but certainly a lot younger than what my volunteers were like. And they would always say to me, know, it gives you a different like work ethic because you're always working so hard as a shop manager. They wanted to match that. And I'd have to say to them sometimes, please stop, sit down, like please. Because they would say, I've gone home knackered, but that's where the young volunteer programme came from. and I worked hard on that when I came back from my maternity leave. So with that, alongside the school uniform project, that's when I really started to think, you know, if I can do this as a shop manager within my own charity, imagine if other charities started to look like that, and how do I now begin to work my way up the ladder so that this can happen across the board, not just in my charity, and then start reaching out to other charities as well. So yeah, it really was a turning point for me when I had my second child and I thought, you know, this could be a career for me. This is my love, it's in my heart now. This is what I wanna do, this is where I wanna be. Charity retail does get you like that, don't they? You go in thinking, ⁓ yeah, it's just a job, and then you stay there because you see the impact that you have on people. Even if it's not service users, whoever uses your charity, but the volunteers and the staff, you realize this is it for you.

In-person participant 1: Yeah, somebody says, in your blood. It's fine.

Amelia Cartwright: Hmm? It's in your blood. Very much in Mimi's blood. Okay, so what skills did you build on the shop floor that have stayed with you and helped you progress? So I think any shop manager will probably agree with me that you have to adapt and change very, very quickly. That minute that you clear your sorting room of donations, two cars arrive and they've cleared out their house. That sounds like my laundry basket. Yeah, exactly that. Exactly that. So yeah, I mean, really just, you know, stay calm, take a different perspective on it. So, you you just kind of think, right, I've got this, there's no need for me to stress about this. ⁓ But there are a lot of skills that already possess in charity retail. There's empathy, know, especially when you work for a hospice. Charlotte, I'm sure ⁓ you'll that, you know, people are coming in. ⁓ you might be that first person that they've spoken to after the loss of a loved one. A lot of patience needs to go in there. Even this helps me now, tech support for the volunteers when they say, I can't send an email or how do I open this or that. But it really makes you assess things in a different way. Like what's the smartest way for me to do this job? You know, we always say it minimus, smarter, not harder. But it gave me my confidence and sparkle back. And I think if... if you guys had said to me, we're doing a podcast, know, this is back before COVID, I'd have gone, oh no, you know, I may have spent a career on stage, but back then I was like, absolutely not. So definitely gave me my sparkle back to be in charity retail.

In-person participant 1: So how did you make the transition from shop manager into with Minimist ⁓ and how was that shift like? I have also recently from shop floor to office space and it's ⁓ a lot more of a ⁓ than you think it will be. ⁓

Amelia Cartwright: Yeah, is quite a shift. I mean, I've had to reassess my diet and I've had to exercise more because I'm not going up and down stairs. That is the big thing isn't it? Working in a shop is so physical. It is. And you're getting exercise without realising. Yeah. And then all of a sudden you're sedentary. You're just like sat there. ⁓ My hips are feeling it. The do not lie, they are feeling it. Yes, exactly, call me Shakira, in that one. I mean, so I'd been asking for a very long time within my charity, like pushing. I'd taken on more things, I'd taken on gift aid, I'd started to look at social media within charity retail, ⁓ and was beginning to realize that I could bring more and more things to the charity. Unfortunately with my charity, the opportunities never came. I don't know if that's similar for other people out there in charity retail. But I mean, things happen in your life. So I was moving house, you my children are not getting any younger, they're all growing up. And I thought at this point, I need to begin to follow my head, not my heart. My heart, course, will always be with my local hospice, but I needed to look at broadening my horizons. ⁓ My commute, of course, has changed. I now go from upstairs to downstairs. And that is It's really hard. ⁓ And it is a big change. Like the first few weeks or months when the washing finishes and you get up and you think, ⁓ I'll just change the washing over. And you think, should I be doing this because I'm working? ⁓ Yeah. ⁓ I'm sure the team won't mind that I change my washing over. They want you to have clean clothes on. I mean they are in Vienna so they can't smell me while they're over there. If you don't wash them they might. They could, exactly. So yeah, and also I've been able to be around for children more. ⁓ I've been able to bring up to Scotland, like we never would have ⁓ thought to do that before. ⁓ So that's really cool and just, and nice for them to see that. They've seen mommy at work in a working environment out of the house and they've also seen this kind of work environment at home. And I think it's really influenced my teenage stepson as well that it's pushed him to do more revision. He's coming up to his GCSEs. He can see that actually we can sit and focus at the kitchen table and he'll sit opposite me and revise. And that makes me feel a lot better knowing that he's there, he's in that focus, that work. There was one time I said to my husband, look at the kitchen camera and I was sitting down and my daughter was reading. My little three year old was on the laptop playing Teletubbies and my stepson was doing his revision. So it is nice for them to see that you can have a work from home environment and it still be as productive as an in shop environment. Yeah. ⁓ Right, so ⁓ as women, ⁓ we often fall prone imposter syndrome. ⁓ Did you ever with imposter syndrome taking on a new So going from shop ⁓ manager to working for a supplier? ⁓ Yeah, and I think it is so important that we talk about this ⁓ mental and all those kind things that you take on within your roles. I've cried. Absolutely, I've cried. There'll be times when we start our stand-ups in the morning and I say, I've cried already this morning and the team go, it's okay, we'll do this. ⁓ And then there's times like I've been on Cloud9, like yesterday, this morning, absolutely on Cloud9 and every time I'm out meeting these charity retails, maybe not on Cloud9 when I'm on the train, there's delays, but absolutely. ⁓ I texted my friend the other day and I said, I do feel like such an imposter because. I've always been the bridesmaid, never the bride, ⁓ in my roles, in my time in entertainment, and even maybe so much so in my time as a shop manager. ⁓ So it's been really hard for me to adapt. And there are times, like even when I was walking here and I thought, gosh, this is my life. Like maybe I start looking at the other side of it. This is, I am really lucky. Maybe I did work hard enough to get here. But I mean, my husband is my rock. He's incredibly supportive for me. ⁓ And the team, Stefan, Anna, the whole Minimus team are, we're all ⁓ a young group of people, so, well, I suppose, I don't know if you can say when you're in your 30s, you're young, but that's what we like to think. Still, it doesn't mean that. But we all kind of, ⁓ we just all celebrated our big investment in Vienna recently, and that even there has changed the dynamic of the team, and it really makes you feel special to be part of that. ⁓ But yeah, mean totally imposter syndrome. ⁓ My mental health took a massive dive ⁓ the end of last year. And it does kind of change how you see things. And I had to pick myself up and say, you know, think about what the children are seeing. And yes, it was really, really tricky. But you can do it. You can pick yourself back up. You can go on to succeed. And it does change the way you think about things as well. So you are allowed to. to have these things, you are allowed to make these next steps. You do deserve it and you need to sometimes give yourself credit for that. ⁓ absolutely. And I think that's why we wanted to get you onto the pod to do an episode because I think your story moving from shop manager to supplier, being a member of the CRA board as a non-exec director is fantastic because I've known so many talented shop managers that I've worked with ⁓ that are so ⁓ and they could go so far ⁓ and you know it's nice hear that that has happened that are stories ⁓ and it's nice to also hear that there's there's other routes you don't to go through the traditional route of going from shop manager to area manager ⁓ to head of retail ⁓ all of that there's there's different pathways that can take. ⁓ there ⁓

In-person participant 1: And it's kind of a broader conversation about how, I mean, this isn't necessarily for this podcast, but a broader conversation of how we, like, as a culture, view work and view employment and how much that can affect you. think as a younger person going into an absolutely horrific job market at the moment, me, myself, and my peers have had and continue to have like months and years of...

Amelia Cartwright: I think as a younger person going into an absolutely horrific drug market at the moment, me, myself and my peers have had and continue to have like months and years of rejection and that's not changing anytime soon. And so yeah, there's definitely a conversation that needs to be had of like how we view work and how...

In-person participant 1: rejection and that's not changing anytime soon. And so yeah, there's definitely a conversation that needs to be had of like how we view work and how you spot talent and how in an ever-changing like, yeah, ever-changing place we look at that But I think that is probably for another conversation.

Amelia Cartwright: I think that's probably for another conversation. And And it's about women empowering women, isn't it? Instead of tearing each other down, it's to help each other out. And ⁓ I think, Lauren, you and I kind of went through a similar experience last and going through really difficult times with our mental health. ⁓ And I think we'd only met each other in person. twice and then like but we kind of created a relationship and we messaged each other on LinkedIn and we were there for each other and we talked about you know I'm struggling or I'm struggling too and just checking in on each other yeah and those little things those little moments just really helps to know that you're not alone and that other people are going through similar things and just yeah just building each other up so yeah And now look at us. Now look at us. In a podcast studio in Glasgow. We couldn't be higher up in the world, We made it. We're done. Mic drop. See you later.

In-person participant 1: on Yeah, we really, girls. Moving on then to the CRA, and we've actually just had the CRA Scotland conference yesterday. ⁓ And you've been involved ⁓ at board level the Charity Retail Association, I should say, the CRA. ⁓ was that role and what ⁓ did that give you?

Amelia Cartwright: ⁓ So I was incredibly proud to take on the role of director for Youth Engagement. ⁓ I've always wanted to inspire the next generation and always saw myself advocating for the young people. ⁓ Being able to be in that room with those people, with the other directors on the board. ⁓ It was huge for me starting out. I sat there as a shop manager and there's people like Lorna from Oxfam and Joe ⁓ and David. And I was like, this is incredible. That was another imposter syndrome moment. How did this happen for me? ⁓ I got to experience away days. I got to ⁓ have huge insights into the sector. ⁓ I learned about managing budgets, what data needs to be presented to boards for approval. And it really gave me a different perspective when I attended my own manager's meetings with my own charity. ⁓ I also had the opportunity to present a session at conference with the lovely Hannah from the CRA. So that formed a great friendship there and that of course is where we met Charlotte and I really never ever thought that when I turned that key in the shop door that day back in 2021 that I would get to sit on the board for the CRA and that it would ultimately lead me to Minimist. So it was amazing for me to to kind of do that. I saw the advert come out for director for youth engagement and I thought, you know what, it's now or never. Like if I don't apply then. And I didn't hear anything. you're gonna be too old. Yeah, exactly. the director of youth engagement I mean, I was just on the cusp, you know. But yeah, I mean, took solo. I think there was a lot of things going on. They were planning for conference and things. And I was actually on a sun lounger in Tenerife when I had the email come through to say, we're gonna give you an interview. And actually I think that was my first experience of a Teams call or interview or anything like that, which is crazy now because I spend my life on Teams calls. So yeah, there I was. And I think I even apologized for the background because I was in the office of the charity shop and I was like, I'm so sorry about the crates of clothes. But yeah, I I loved it and I loved. It gave me that real confidence to travel up to London, to Harrogate, to the away days. And that was the first time that I'd ever kind of been away from the kids, been away from the family, ⁓ up in those places. And the buzz I got from going to Harrogate to go into conference was something else. I came back from that conference and I was... on top of the world, that's the best I've ever, ever felt. And that is completely down to the CRA and the board and Robin and Emma, because they are so incredibly supportive and so lovely to have those connections with. And I do remember joining the board and seeing your role and you in it and I was like, that's amazing, I'm so glad we've got a short manager on the board, because that's such an important voice to have. in the room because there's no point us talking about what we should do in the sector, et cetera, if we're not asking the people who are on the ground every day doing the job. So yeah, I was really glad that they had you ⁓ So how important is it that people with frontline have a voice in shaping the future of the sector, particularly shop managers ⁓ who are sorely underrepresented in areas of the sector this? ⁓ That was a nice segue from what you just said. It really was, it like I knew what was coming up. You really did that well. I mean the feelings that I had within my own charity, shop managers do sometimes feel like they're the bottom of the food chain. I mean that's a terrible way to put it but unfortunately I think that's how some people feel. But they are the ones on the ground. They are the ones that see the landscape change, deal with the public. They're the ones that have to use the till day in day out and adapt to those changing environments. I mean, it always stuck out to me that all our shops would be open on a Saturday, but maybe the retail head office wouldn't be. So what do you do in that situation, you know, when that's not there or the drivers are not there to collect the rubbish and the rag? So I think it's really important that if pricing is discussed or budgets are discussed, that shop managers are involved in that process. I know that probably heads of retail and boards are sitting there going, no, what is she saying? But I mean, it had a huge effect on me and the other shop managers for the hospice that I worked at that we'd sit in that meeting and we'd try our absolute hardest to hit that target. And then the next year would come, we knew that March was coming and we'd go, oh gosh, what's it gonna be? And it'd be a massive percentage increase. And it kind of does crush you and you think, I've worked so hard to... to sell what I've been given, ⁓ please let me be involved in this budget process because I'm the one that knows my shop better than anyone else and what comes through the door. ⁓ And I don't think shop managers give feedback for the sake of giving feedback. I think they do genuinely give it because they believe in what they're saying and they are real life problems that are happening on the shop floor ⁓ and they know what it looks like. And of course, The most important thing is shop managers are the face of that charity on the high street. for me, so my shop was within the rural area of where the hospice was. So a lot of people in my town maybe weren't aware that that was their local hospice. And the first experience that they maybe had of the hospice, you you've gone to the doctors and said, unfortunately, you you end of life care, all of those kinds of things. My shop may have been the first thing that flugged in their mind. ⁓ that's the first time I've heard of that. So. I think it's so important that shop managers have a big role in how charity retail is shaped within their sector. ⁓ And again, it goes back to Minimus, that's why it's been so important for us to build it, that it's inclusive for the shop teams to use because it's that first-hand experience of going, here's some tech, off you go, use it, but you've never been involved in that process of selecting that tech. So I think it is very important that the people on the ground are listened ⁓

In-person participant 1: I just think that is probably one of the most true and important facts that's ever been said on this podcast. We've said this so much, but ⁓ the effect that a shop manager can have on ⁓

Amelia Cartwright: ⁓

In-person participant 1: the general public on the stock, on the volunteers, it completely can transform like charity visa and there is so much of this reliance on shop managers ⁓

Amelia Cartwright: it completely can transform. And it's very hard when you're in that environment, know, and you've got your regular customers coming in. And one thing that will always stick in my mind is that I'd very much focused on how my shop looked and the customer journey and how was it easy for them to shop? Are they running off to work? Are they going to catch a train? Or are they just coming in to browse? So it was really important for me and I changed the way the rails were. We weren't in... you know, this is the jumpers, this is the trousers, was all the 16s were in one section, all the 10s. So people could come in and it was really easy. And one day we had a sale and the back of the shop was sale, all half of it was sale and a regular customer, came in to me and she said, I cannot believe what you've done to this shop. I said, ⁓ what do you mean? She said, I've had to look over there for my size and I've had to look over there for my size. said, I said, I'm so sorry, Lena, we've got a flash sale, it's just the end of season, it will be back to normal next week. said, please do, please put it back to normal because I cannot stand it and I know there's always the debate, do we color block, do we not, do we size, we always do those things, that very standard ⁓ debate. But yeah, and I mean, at that point it really solidified for me just how important it is to have a shop manager voice because of that feedback from that regular customer, know, how could you upset your customers? You literally can't because they are the people that keep your shop going. Yeah, and going back to your point about budgets. budgets are so frustrating. As a head of retail, I used to submit my first draft and that would be my realistic version of, okay, I know we can't stay level on last year because costs always go up. So if we stay level, we're just not gonna make as much profit for the charity. And if we don't make as much profit, that might lead to closures or staff cuts or service cuts. So you'd put in a little bit of stretch, but it's a realistic, like, I feel like they could achieve this growth. and then you get the pushback and it's like, no, you need to make this amount of contribution or profit. And then I'm like, where do I put that? Which shop is gonna have to increase their percentage uplift on the year? And how are we gonna support them to do that? Because sometimes there is a bit of a ceiling with the space that you've got and without investing. And that's what it is. In either new equipment, new tools, extra staff, how are we going to deliver that? But the pushback is so strong. that sometimes as a head of retail you have to take it and go, right, okay, I'm gonna have to spread it out across this shop, this shop, this shop, and find a way of doing it with the teams. So it's so difficult. And it is that ever-changing time. Donation quality has gone down quite a bit. People are now trying to sell their own things first before they donate. So it's incredibly hard to work with what you've got and make that extra 5%, make that extra however much.

In-person participant 1: So it's working with head office teams to figure out that together of how we can solve these issues instead of putting the pressure on.

Amelia Cartwright: Mm. Yeah, totally. So in your opinion then Lauren, what do you think holds people back from progressing in charity retail, particularly shop managers? And what can we do to change that? I really thought long and hard about this. And I think it comes down to that people have been in their role for many, many years. It's very rare maybe that someone moves on and working for a charity is a real personal connection. It really roots itself within you and you really care about have I made enough money for the people in the beds and all of those kind of things. So it's really hard to leave. And there also aren't that many positions above shop manager. You can have seven shop managers, but there'll only be one area manager or one head of retail. Shop managers are totally capable of becoming heads of retail, area managers. I mean, think Natasha said it on the pod. She was a shop manager. So it is totally achievable and there's that relatability, volunteers calling in sick, all of those kind of things. ⁓ I think maybe like you look at ⁓ corporate companies where they have programs like a rising stars program or a management program where you create that next generation of heads of retail. ⁓ But it's... It's also really important that if your company is looking at a restructure or redundancies to kind of give everybody in that team an opportunity to look at those roles and give them an appraisal and kind of have that conversation with them. Are you happy where you are or are you looking at moving further? Can we create a role even if it's just like in my experience, you know, I started to take on things like gift aid and the marketing for retail or the social media kind of things. even if it's just smaller pathways, just to give people those extra things to kind of build on their CV. So that if there isn't that progression within their own charity, when a head of retail job comes up somewhere else in their area, they would feel confident in applying for that because they've gained those extra skills that goes beyond just a shop manager. I hate that just a shop manager, but I mean, how much more can you put on your CV? And is that how people see you that you are? Yeah, you're a shop manager, you're not. looking at those budgets, you're not doing those things. And that goes back to the budgets. If you have that part of creating those budgets, that again is another thing for your CV. if there are those shop managers within your charities that want to do more, let them in. Let them maybe present to the board about a new idea that they have and give them all of those experiences. Because ultimately, it takes something off of your plate as well. takes one of those jobs away from you that you necessarily don't have the time for. ⁓ And yeah, just give them that opportunity. Send them out on the van, get them in the warehouse with them, get them in e-commerce and all of those kind of things. Because I think quite often it's if you're starting that job in charity retail, here's the shop keys, this is how the till works, stick some prices on things and off we go. There isn't maybe so much. There's a lot of e-learning. ⁓ but maybe not so much in-store training kind of stuff. But yeah, I think definitely an internal kind of management program or just those extra things that can build on someone's confidence. If I hadn't taken on those extra roles, it wouldn't have given me the confidence to take on Minimist. Yeah, and that's the thing, isn't it? We have to provide those up-skilling opportunities because what you don't want to do is set people up for failure if they then progress onto the next level. But the important thing is to do that, to give them that up-skilling, whether that's training or time in other areas of the business. You've got to give them the space and the time to do that because at the end of the day, they've still got a shop to run and they've got a budget to deliver. And unless you create that time and space for them to do that, actually, you're just going to be giving them more work to do for the same amount of money and more pressure. So there's got to be something that happens that gives them that space away from their shop, away from the till. to be able to do that. I'm not saying I've got the answers, because I'm... But if you do give them a project, maybe as part of that project scope, you say, right, I need additional costs or funding to up the days for the assistant manager to caretake the shop, whilst the shop manager's doing this other project. Yeah, exactly.

In-person participant 1: ⁓ And it also comes back to responsibility really, like giving someone, although I say this with like through gritted teeth because I know a lot of shop managers might be listening saying, do not give me any more responsibility as I'm literally working eight days a week and haven't slept. like responsibility in different areas is so important. I know someone just coming into the sector now, ⁓ how much I like to be given responsibility and feel trusted and like ⁓ it just,

Amelia Cartwright: Yeah.

In-person participant 1: means that you can diversify what you're doing as a shop manager, which is only ever going to help the charity because having new ideas and having innovative ones means that the charity is going to be successful in the long run. yeah.

Amelia Cartwright: Yeah, I mean it is totally person specific, isn't it? I know even, like you said, even from my old charity, there's managers there going, no, I've had enough, please don't. But then there are people like, in my experience, if I didn't push for those things, then I wouldn't have been able to do what I do.

In-person participant 1: Amazing. Okay, so for someone listening who is currently a shop manager or a volunteer, what would you say to them about what is possible ⁓ if they're feeling like they aren't happy in the role that they are at the moment?

Amelia Cartwright: I mean, the first thing that I would say to them is thank you and well done because you are amazing and what you do is incredible. You don't just deal with your shop, you have that whole emotional side of volunteers and all of those things. So well done for being amazing if you are a shop manager out there. But of course, everything is possible and you really get out of it what you put in, step out of your comfort zone. You know, there was a lot of times where I thought, ⁓ gosh, I don't know if I can do this, but I did it. It put the fear of God in me having to approach the head teacher of a school to ask for their lost property. But I did it and it grew and grew and grew into the school uniform project. ⁓ And it creates those new opportunities for yourself. I've always been a strong believer and I know if my charity were listening, they'd be like, yep, that's Lauren. It's easier to seek forgiveness than it is to seek approval. So I'm not saying go out there and break the rules. But there are a few times where I would do something and then go, ⁓ by the way, I've done this, but it worked, so it's fine. And also become a huge part of your community. Get involved in all the events that go on. ⁓ And also most important thing for me is Be the person that when retail is mentioned, they think of you. Be that person. It might be, go against everything, it goes against everything I've always thought. I don't want to be the person that everyone thinks about, be that person that when they say retail, they go, ⁓ yeah, Lauren in the rice shop or Lauren at Minimist or be that person. So where do you think the sector heading in terms of career opportunities and what excites you most about the future? ⁓ I mean we are obviously seeing shop but we're also seeing ⁓ shops opening and mega stores so that's cool. There's the charity supermarket which again says that we're stronger together. ⁓ This is gonna be me completely biased, but the use of technology in charity retail definitely gives retailers the tools to be as big as mainstream retail. And also opening up those new opportunities for the younger generation, younger people to come into charity retail and take it to the next level. I totally believe that younger people give a whole new energy to everything that goes on. I think you probably would see it in your shops, especially for me on a Saturday when the people come down from London and it's all the young groups and they're chatting, about this? Try this on, this looks really cool on you, you should try that. And it creates that real buzz. So yeah, I definitely think that there's potential to take it to the next level. And also the cool thing is, now to work in charity retail is a really cool job. Five years ago when I started, what do mean you're a charity shop manager? Like, really? And I mean, that was five years ago, that wasn't even that long ago. Whereas recently, I went on my friend's hen doing this. the people you know when you go on a hen do and you don't know other people and you get chatting and they all, what do you do? ⁓ I run a charity shop. ⁓ my gosh, that's amazing. That's so cool. I bet you find the coolest things. And yeah, there is that initial, I think you find the coolest things, but then when you go on to say about volunteers and the people that you work with, I mean, the stories that my volunteers, I mean, shout out to Doreen who is in her nineties and she lived through the war. And one day we were just having a conversation and. And she said, yeah, I remember one day when we were in the playground and the planes came over and we all had to run in and she just said it like it was nothing. And I thought, you know, these people have got incredible stories that you wouldn't hear unless you sat there and you chatted to them and how lucky that I got to be in that environment with the team of them to chat about those things. yeah, mean, imagine five years ago when someone says, ⁓ you're a charity shop manager. So now, ⁓ you're a charity shop manager and you work in charity retail. what cool things are gonna happen in the next five years, you know? And I think it's also the, yes, I did say that shops are closing, but also those shops are opening and we are the heart of the high street, keeping those high streets alive. I think people go on coach trips now to charity coach trips and stuff, or they call it Chazza shopping and whatever they call it. Which is, mean, there's all those videos as well, come to the charity shop with me, charity shop try on haul, all of those things. So it's the cool place to be right now and we're incredibly lucky to be a part of it.

In-person participant 1: that's a lovely way to end this podcast. ⁓ that was great. I absolutely loved this conversation. I think it's such a powerful reminder that the skills you build in charity retail can take you much further than you might expect. This whole conversation really challenges the idea that charity retail is just a job.

Amelia Cartwright: Exactly, because when you look at journeys like Lauren's you realise this sector builds incredible skills. Leadership, commercial thinking, community engagement and those skills open doors. And actually we need more people to see it that way, not just as a starting point but as a place you can grow, lead and shape the future.

In-person participant 1: And that is exactly where the charity retail consultancy supports organisations helping charity invest in their people and build stronger relationships to create clear progression pathways within their retail teams.

Amelia Cartwright: We also work with teams using tools like MBTI Myers-Briggs to strengthen leadership, improve collaboration, and help people understand how they work best. Because when teams understand each other, everything else becomes easier. And as Lauren mentioned, all of those e-learning, we provide those as well on charity retail learning, but specifically for charity shops, so things like internal engagement, visual merchandising, customer service. So go check it out.

In-person participant 1: So before we wrap up, Lauren, we have one final question we'd to ask all of our guests on the podcast. I think you might know what's coming. Have you got a charity shop shout out to give today?

Amelia Cartwright: I absolutely do because not many people know this but my mum also works in a charity shop. She's the deputy manager of the Sunflower shop in Rye. They're a very small little charity, only got two shops, one in Rye and one in Romney. They were actually three doors down from my shop so that's a real strength and bond there when you're dragging a rail down the high street to the other shop. But yeah, massive shout out to the Sunflower shop and all they're doing there. shop is always beautiful, windows are always beautiful, well done mum. ⁓ But also, like a huge shout out to Charity Retail. My daughter went to school as a super volunteer because it really inspired her and well done to all those volunteers for being amazing. But yeah, my shout out is to the Sunflower Shop in Rye. Brilliant, well done. Lauren, thank you so much for joining us. I really hope some shop managers have listened to this episode and they've... been inspired by your journey and what you've achieved and I hope that they take your advice and they go for it. They try something new, they put themselves out there and remember they aren't just a shop manager, they are incredible people. So to our listeners, if you enjoyed this episode, don't forget to follow, leave a review and share it with someone who might need a reminder of what's possible.

In-person participant 1: ⁓ Yes, thank you Lauren. It's been such an inspiring conversation and I think you are a very inspiring person. ⁓ thank you so much for listening. If you would like to hear more of our podcast, you can follow us on Instagram, Facebook and LinkedIn at the Charity Shop Chat and at the Charity Retail Consultancy. And where can we follow all that you do Lauren?

Amelia Cartwright: ⁓ thanks. My head will fail the door, hopefully. I mean, you can follow me on LinkedIn if you wish, Instagram, Facebook. I'm still on Facebook. I know that that's crazy. But of course also like check out the Minimist website. You can see all about the team on there. You can see us on Instagram and LinkedIn as well. So we're out and about on social media. ⁓ I have a TikTok as well, but I don't really do that anymore. I just scroll endlessly into oblivion. But yeah, find me on social media, chat to me on LinkedIn. I'm out there on social media. As always, charity shops are full of stories that deserve to be told and we love sharing them with you. So until the next episode, bye.