David Wild

Halfords chief executive  David Wild says he has had to make some tough decisions since taking up the top job at the car maintenance and cycles retailer last August.

“Halfords has always been a well run business, but what happened in Halfords also happened across the whole of retail – the recession and cut-back in consumer spending really started in August last year,” says Wild. 

“We had to deal with the challenges of getting costs down in what was likely to be a much tougher sales environment than the one we planned for.”

Like many retailers, Halfords has made job cuts – around 250 across stores and head office – and, while it does not seem to be wobbling as much as some, sales have been affected during the year.

But the affable Wild sees light at the end of the tunnel. He points out that cycling – which accounts for 25 per cent of Halfords’ sales – is a “good news” sector, helped by its health and environmental benefits and the fact that is a fun and cheap alternative to public transport. Importantly for Wild, cycling is also helping market-leader Halfords ride out the recession.

But it is not just bikes, or indeed car products, that have helped the 462-store retailer during these tough times. Wild’s appointment was seen as a coup for Halfords, with his wide experience of international markets gained through working for global retailers.

Before he took to selling saddles and sat-navs, he headed various divisions at two global retail giants. Wild spent 18 years with Tesco, eventually leading its Central European operation, and was at Wal-Mart for five years, most recently as business development boss, based in California.

Wild says his experience operating in Germany, France, Hungary, Poland and the Czech Republic has helped him at Halfords, which has tentatively dipped its toe into the Polish and Czech markets.

“Halfords today is a predominantly domestic business, but the fact I’ve seen a lot of different competitive landscapes helps me understand how I can be successful, both internationally and in the UK,” says Wild.

He was also influenced by the cultures of both Tesco and Wal-Mart. “Both retailers are always looking for opportunities and being innovative,” he says. “But they are never satisfied. They are always looking for ways to do things better.”

Wild has stuck to that philosophy. Although relaxed and engaging in person, he’s a shrewd and experienced retailer.

 “I’d describe myself as a challenging but supportive leader,” he says. “Most people would say I’m very clear in explaining what I want, and I think most people know where they stand with me.”

So what is it about retail that has kept Wild captivated for so long? “It’s so immediate,” he says. “You can see the results of your actions every day.”

Wild means that literally. His morning ritual includes reading yesterday’s sales figures while munching on his cornflakes. “If the figures are good it’s a great start to the day,” he says. “If they are bad, you can start thinking of ways to make today better.”