Bhagyajit Singh Rekhi

Retail Enthusiast Powered By Passion & Pro昀椀ts

Head of Retail

Tarun Tahiliani

The Best essence of luxury is no longer confined to opulence—it is an evolving dialogue between heritage and modernity, exclusivity and accessibility, physical presence and digital sophistication. In this rapidly transforming landscape, Bhagyajit Singh Rekhi, Head of Retail at Tarun Tahiliani, is crafting a retail experience that goes beyond just profit to craft stories, build brands and lifetime experiences. His journey, backed by a solid academic foundation from IIM Calcutta, Alliance Business School, and the Institute of Hotel Management, reflects a deep understanding of consumer behaviour, strategic retail management, and the evolving nuances of luxury fashion. Over the years, he has held pivotal roles at Adidas, Bata, and Bestseller India, mastering everything from brand storytelling and customer experience to profitability and large-scale retail operations. Today, at Tarun Tahiliani, he is crafting the next chapter in luxury retail—one that blends heritage with modernity, physical stores with digital precision, and exclusivity with accessibility. In an exclusive interview with TradeFlock, he shares his vision, the lessons that shaped him, and what it takes to build the future of retail.

What key lessons did you gain from working at Adidas, Bata and Bestseller?

Every great brand has a story, and I was fortunate to be part of three that taught me invaluable lessons. At Adidas, I learned that; The brand’s ability to blend technology with culture showed me the power of staying ahead by listening to customers and anticipating trends before they emerge. Bata, on the other hand, reinforced the art of adaptability. Operating across diverse markets, I saw firsthand how localisation is the key to global success. A great product alone isn’t enough—it needs to resonate with the people it serves. At Bestseller, speed was everything. The ability to transform a trend into a best-selling product overnight was exhilarating. It showed me that in fashion, agility isn’t just an advantage; it’s survival. Across all three, one truth stood out—retail is about people. Understanding their needs, adapting to their desires, and moving at their pace is what defines success.

How Do You Lead and Inspire Growth in Retail Teams?

Leadership isn’t about authority—it’s about building people. My greatest strength is fostering empowered, collaborative teams where individuals take ownership and feel truly supported. I lead with trust, ensuring that my team doesn’t just follow but rises alongside me. Retail is demanding, and challenges are inevitable. But I believe, “Every hurdle is a hidden ladder—climb, don’t stop.”I motivate my teams through transparency, resilience, and a solutions-driven mindset, reminding them that growth comes from stepping up, not back. I try to persuade them to achieve business objectives without getting too authoritative, knowing persuasion is more about Socratic listening than arguments over disagreements. Persuasion, to me, is an art that requires a paintbrush, not a sledgehammer. At the same time, I recognise that great leaders never stop learning. “The More I learn, the more I realise how much I don’t know.”- Albert Einstein. This understanding has replaced the fear I had early on in my career with empowerment.

How do you balance work and life in this demanding industry?

Retail never stops, but I’ve learned that balance isn’t about doing less—it’s about being present where it matters most. I set clear boundaries, stay active to keep my mind sharp, and make time for passions that fuel me beyond work. Whether running, spending quality time with loved ones, or simply unplugging, these moments help me reset. “You can’t pour into others if you’re running on empty.” Prioritising my well-being isn’t just personal—it makes me a better leader, ready to tackle challenges with clarity and purpose. It’s not the engines, the tyres or the suspensions that allow the F1 driver to fly around the track. It’s the brakes. Strong, reliable brakes unlock the driver. Build breaks into your life that allow you to accelerate and hit turns without fear.

What’s your vision for retail, and how have you improved its strategy and customer experience?

Retail isn’t just a business; it’s an evolving conversation with the customer. What excites me is the ability to shape that dialogue— making every touchpoint feel seamless, personal, and intuitive. I see retail as a space where data meets human connection. By integrating digital with physical, personalising experiences through insights, and fostering agility in strategy, I’ve worked to transform shopping from a transaction into an engagement. Sustainability and authenticity matter just as much—because customers today don’t just buy products; they buy into values. For me, success in retail is when customers don’t just return—they feel a sense of belonging. I always aim to create such experiences.

THE KEY IS TO REMAIN VIGILANT, TAKE ON LESS AND ACHIEVE MORE. DON’T CONFUSE MOVEMENT WITH ACTION– A ROCKING CHAIR MOVES BUT DOESN'T PROGRESS.

In what ways do you leverage customer data to drive store operations and brand decisions?

I see customer data as a roadmap, not just a report—it tells us where shoppers are headed before they even arrive. By analysing buying patterns, foot traffic, and preferences, I ensure that every store decision, from inventory to layout, aligns with real customer needs. “When we stop guessing and start listening, retail transforms from a transaction into a connection.” Personalising experiences, optimising stock, and refining pricing through data not only enhances customer satisfaction but also drives long-term brand loyalty.