Erin Brookes

Managing Director
20+ years of experience
Expertise in retail and consumer products
Specialises in retail and consumer turnaround and transformation, cost optimisation, margin improvement, business model and channel optimisation
London
@alvarezmarsal
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Erin Brookes is a Managing Director with Alvarez & Marsal’s Corporate Transformation Services in London. She leads the firm’s European Retail and Consumer practice.

Ms. Brookes brings more than 20 years of experience in the retail sector and specialises in retail turnaround and transformation, cost optimisation, margin improvement, CRM and loyalty development.

Most recently, Ms. Brookes acted as Chief Restructuring Officer and Interim Director of Marketing at a major U.K. department store, where she was responsible for operations improvement across central costs, marketing, sourcing, margin and promotions effectiveness, day-to-day leadership of the marketing function and participation in trading decisions. She also led an enterprise-wide transformation for an international retailer with a targeted EBITDA improvement across A&P spend effectiveness, pricing and promotions strategy, indirect spend, re-design and target operating model development, store footprint strategy and rationalisation, finance transformation, channel development and franchise operating model optimisation.

Previously, Ms. Brookes advised a number of leading global private equity investors on the acquisition of various international retail and consumer products businesses, including specific advisory on marketing effectiveness, loyalty and CRM propositions, organisation design, and store and channel profit improvement.

Prior to joining A&M, Ms. Brookes spent five years with The Body Shop International, where she held a number of senior commercial roles. Her responsibilities included setting and implementing commercial strategy; overseeing a customer-led global initiative to improve brand and value perception; leading the top 10 strategic priorities for the business; and managing CRM and loyalty development. Previously, she spent two years as Senior Enterprise Fellow for Retail at the University of Southampton, where she defined and developed the University’s business engagement and commercial capabilities within the retail sector.

Ms. Brookes earned a bachelor’s degree in theology from the University of Oxford and an MBA in retailing from the University of Stirling in Scotland. She co-edited “Evolving High Streets: Resilience & Re-invention – Perspectives from Social Science,” with Professor Neil Wrigley, FBA, funded by the Economic and Social Research Council. Ms. Brookes is a trustee of the Retail Trust and a Non-Executive Director of Revolution Beauty.

Insights By This Professional

April 2026 is set to hit small UK retailers with a fresh wave of cost hikes, pilling pressure onto a sector many say is facing its toughest time since Covid. Rising wage, insurance, sick pay, business rates, energy standing charges, and reduced owner take‑home pay arrive as consumer demand softens and inflation fears persist amid geopolitical tensions. SMEs enter with limited resilience and mounting headwinds—including late payments, crime, and heavier admin/tax burdens—raising the risk of closures or contraction. The piece urges defensive cost control where necessary and, where possible, smarter pricing, operational efficiency, and targeted automation/analytics to protect margins and conserve working capital.
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The creative disruption being generated by artificial intelligence (AI), geopolitical turmoil, and competition from Chinese corporates increasingly moving up the value chain, is presenting both opportunities and challenges. Shareholders will be looking for European corporates to capitalise on the opportunities and mitigate the challenges.
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Thought Leadership
April 2026 is set to hit small UK retailers with a fresh wave of cost hikes, pilling pressure onto a sector many say is facing its toughest time since Covid. Rising wage, insurance, sick pay, business rates, energy standing charges, and reduced owner take‑home pay arrive as consumer demand softens and inflation fears persist amid geopolitical tensions. SMEs enter with limited resilience and mounting headwinds—including late payments, crime, and heavier admin/tax burdens—raising the risk of closures or contraction. The piece urges defensive cost control where necessary and, where possible, smarter pricing, operational efficiency, and targeted automation/analytics to protect margins and conserve working capital.