There’s a story behind every leap of faith.
And this story usually starts with someone needing to be persuaded to take the leap. That the risks that come with leaping into the unknown will be worth it because of the rewards waiting on the other side.
Few know this story better than Mobarak Said, Head of IT and Digitalization at Illum - Copenhagen’s premium department store - who convinced Illum to take this leap three years ago.
With nearly two decades in the field, Mobarak has seen firsthand how a willingness to embrace change can turn tech into a powerful force for good and for growth.
Today, retailers worldwide are pushing the boundaries of what’s possible. Industry leaders are turning to agile, best-of-breed solutions to break down barriers, inspire creativity, and put power in the hands of their employees and customers alike. They’re moving beyond the old systems, embracing real-time data, and building stores that feel alive and are fit for the future of shopping.
In this interview, Mobarak shares insights from his own transformation journey at Illum, reflecting on what it takes to turn digital ambition into reality. His story is one of executing a vision and an unyielding belief that the best tech should not just support a business but transform it from the inside out.
Thanks so much for taking the time to chat to us today, Mo. To set the scene, can you tell us a bit more about your story and your background?
Absolutely. My journey into retail tech began almost two decades ago, quite by accident. In 2008, I was running my own development consultancy and decided to go back to school. Trying to balance studies with running a business didn’t quite work out, so I looked for a tech job to bring some stability - and that’s how I found myself in IT support at H&M.
It started as a simple role, but soon I was pulled into this rapid tech transformation that was sweeping the retail industry.
At that time, H&M was at a generational turning point. The founder’s son took over, and he saw the importance of technology in ways the previous generation hadn’t. We went from old tech and locked-in systems to a visionary roadmap for expansion with tech at its core. It was about more than just keeping the lights on; it was about driving growth through modernization. Fast forward a few years, and I had been part of a journey that took H&M’s stores from 400 to over 5,000 worldwide.
During my years there, I was fortunate to be part of a culture that encouraged experimentation and growth. Failure wasn’t frowned upon; it was seen as a necessary part of learning. This was key because, in retail tech, you’re constantly innovating and testing. My role spanned everything from reimagining how stores operate to transforming our technology infrastructure. I wasn’t specialized in one area, and that allowed me to see the whole picture and understand how each part of our tech ecosystem connected to the business at large.
Looking back, this experience was truly transformative. It taught me that retail tech is far more than a backend support - it’s at the heart of everything retail businesses can achieve. Today, technology shapes strategy, drives operational efficiency, and gives brands the power to adapt and grow, no matter what changes lie ahead.
The world of retail tech is booming but what, in your opinion, should the best retail tech do?
The best retail tech should, first and foremost, address real, tangible challenges. Whether that’s improving the customer experience, streamlining operations, or opening doors to new business opportunities, it has to start with a clear objective. But here’s the thing: the real challenge is rarely about the tech itself - it’s the organization behind it. A lot of retailers are still rooted in legacy processes and systems, and without a broader willingness to evolve, even the best technology in the world won’t get you the results you’re aiming for.
Think about it this way: you could invest in the most advanced tools, but if your team isn’t trained to use them, or if your organizational structure isn’t set up to leverage them effectively, you’re wasting both time and resources. It’s like handing a Formula 1 car to a go-kart champion without giving them any training. Sure, the potential is there, but if the team isn’t prepared, they’re not going to get the results they could. The car is brilliant, but the outcome? Not so much.
Retail tech needs to be seen as part of a larger cultural and operational shift. It’s not just about installing new systems; it’s about building a culture that understands and embraces these systems, empowering teams to use them to their fullest potential.
In retail, that means adopting a mindset that values innovation, agility, and flexibility, while also providing ongoing training and support for employees. Only then can technology become a true driver of change.
Ultimately, the best retail tech serves as the backbone of an organization, but it’s up to the company to make it work. Tech is only ever going to be as good as the people who use it and the organization that supports it. Embracing retail tech fully means being ready to reshape internal processes, re-skill employees, and make structural adjustments that allow the organization to adapt in real time. That’s how the full potential of retail tech is realized.
What were the biggest drivers behind the digital transformation journey at Illum and moving from legacy to best-of-breed?
The best-of-breed approach is no longer just a trend; it’s essential for any retailer looking to stay competitive in a rapidly changing landscape. Legacy systems lock you in. They tie you to specific vendors and make you dependent on external consultants for every customization and update. It’s like being on a highway with no exits. Once you’re on, you’re committed, often at a high cost, and the more you invest, the harder it becomes to pivot.
I’ve seen so many companies become trapped by these outdated systems, investing so much in one overarching ERP solution that, over time, the expense of updates and customizations outweighs the system’s benefits. When every small adjustment requires a consultant and extra budget, innovation grinds to a halt. With a best-of-breed approach, however, you gain flexibility and freedom, and you become part of a community of like-minded retailers who share a common vision. The development is shared, and any innovation benefits everyone. It’s a collaborative approach that gives you more control and keeps costs in check because growth and improvement are collective, not something you have to pay consultants for every time you want to make a change.
For us at Illum, moving to a best-of-breed model has been about agility and choice. We wanted a setup where, if one tool isn’t meeting our needs or if something better comes along, we can make the switch without needing to overhaul our entire tech stack. It’s a more open-minded approach to technology, where each component of our system is carefully selected to do its job really well. And, if a tool or platform no longer serves us, we can make a change without bringing down the entire infrastructure.
But this approach also requires a shift in mindset and in the way we approach our relationships with vendors. At Illum, we don’t just look for a vendor with a great product; we look for partners who share our passion for innovation and our vision for the future. We don’t just sign contracts; we build relationships based on shared values, mutual respect, and trust. When your partner is equally invested in your growth, you’re not constantly revisiting contracts - you’re moving forward together, side by side.
With a best-of-breed model, we’re creating a tech ecosystem that reflects our values: flexibility, innovation, and agility. And that’s crucial in today’s retail environment, where the ability to adapt quickly can make all the difference.
On the topic of vendors, what else do you look for in a tech partner?
Of course, having a robust, innovative product is essential, but in my experience, a truly successful partnership is built on shared values and the people behind the brand. You can have the best product in the world, but if the team behind it isn’t deeply invested in what they’re doing - if they don’t have that passion and commitment - it will show.
For example, with Sitoo, I quickly saw that they genuinely cared about pushing the boundaries of retail tech. They weren’t just delivering a solution; they were on a mission to create something groundbreaking and valuable. It was that energy and conviction that made me think, “These are the people I want on my side.”
When you’re working with partners like this, the partnership works because we are both fully committed to creating something remarkable. It’s about feeling assured that no matter what challenges we might face, we’re in it together and both invested in finding the best solutions.
That’s the type of relationship we aim for with all our key partners. They need to be as driven as we are, and they need to see beyond just the current project. It’s about building for the long-term, supporting each other through ups and downs, and constantly pushing each other to achieve more.
When your partner is not only dedicated to their product but also invested in your growth, it becomes a partnership in the truest sense - one where you’re constantly moving forward together, hand-in-hand, with a shared goal in sight.
Since moving Illum from a legacy system to a best-of-breed tech stack, what has the impact been?
The changes have been massive. With real-time data at our fingertips, we have complete transparency. We don’t have to wait for end-of-day reports; we know what’s happening minute-by-minute. And that speed of access means we can test new ideas quickly. We can roll out a new initiative, gather feedback, and decide in days whether it’s worth pursuing. That’s the agility you need in retail today.
We’ve also seen a real improvement in employee engagement. Our associates are empowered; they have everything they need to help customers effectively, without the frustration that legacy systems can create. Customer service has improved because the tech works seamlessly, and everyone is on the same page. We can make data-driven decisions, go deeper with analytics, and leverage data in ways we couldn’t before.
In retail, data is everything, and having it available in a form that’s not only accessible but also actionable has allowed us to make smarter, faster decisions that drive real business results.
How can retailers unlock the full potential of IT to drive innovation and business growth?
All too often, IT gets stuck in the shadows, treated as a service function rather than the strategic partner it should be.
Here’s the thing: sidelining IT is a missed opportunity.
In today’s competitive landscape, businesses that fail to fully integrate IT into their strategic vision risk missing out on technology’s potential as a business driver. When IT takes its rightful seat at the table, it becomes a driving force behind everything from customer experience to employee empowerment. This kind of integration gives businesses the agility, flexibility, and resilience to adapt, respond, and thrive in real time.
For retailers, the shift starts with a mindset change. By inviting IT into decision-making and aligning tech initiatives with business goals, companies create a culture of innovation and bold thinking. Teams feel supported, collaboration flourishes, and innovation becomes part of the company’s DNA - not a one-off project, but a shared journey that transforms the entire organization.
Finally, what would be your top advice to a retailer considering this kind of tech transformation?
Remember that experience isn’t just about the customer; it starts with your employees. If your employees feel empowered and equipped, that translates directly into the customer experience. Create a culture and tech environment that supports them because they’re the ones who create the magic for your customers.
If you’re thinking about embarking on a tech transformation, focus as much on aligning your organization as you do on the tech itself. Technology alone won’t transform your business if your organization isn’t set up to support and maximize it. Tech should be integrated in a way that enhances workflows and makes life easier for everyone, not harder. Make sure your teams understand why the change is happening, involve them in the process, and provide the training and support they need to get the most out of the new systems.
Finally, embrace agility. Retail is evolving faster than ever, and the ability to change direction quickly is invaluable. Don’t be afraid to experiment, try new things, and learn from the results. Retail tech is not a one-time investment; it’s an evolving relationship, one that should grow and adapt alongside your business. Think of tech transformation as a partnership - your systems, your people, and your goals need to move in harmony. Stay open to innovation, be ready to pivot, and keep refining your approach based on what works best for your customers and your teams.
Key Takeaways and tips from Mobarak Said
Embrace bold change
Tech transformation in retail is about making the leap and shedding legacy systems to embrace agile, future-ready solutions.
Craft stores of the future
Today’s leaders are breaking down old barriers with real-time data and best-of-breed tech, creating stores that are dynamic, responsive, and built for the future.
Invest in people-powered tech
Real transformation isn’t just about the tech; it’s about empowering the people who use it. Without the right support and training, even the best tools fall short.
Put flexibility first
A best-of-breed approach allows for agility, making it easy to select, swap, and update tools as needs evolve, fostering an ecosystem where innovation thrives.
Harness power of partnerships
Strong partnerships go beyond products - they’re about shared vision and mutual commitment to push boundaries and redefine retail.
On January 10, 2025 Mobarak and Isabell Aakervik, Chief Expansion Officer at Sitoo, will speak at the AWS Future of retail event in New York. Join the event and learn more about Illum's journey to replace legacy systems with a modern composable architecture.
