Spotlight on Becky Pallas

Becky Pallas is the Logistics & Supply Chain Director for New Look Retailers Ltd, a leading fashion retailer operating in the clothing and footwear market in the UK, with a strong online presence. She leads large-scale transformation across logistics and supply chain operations, with a strong focus on customer outcomes, efficiency, and future-ready capability. Becky brings a commercial, data-led mindset to complex operational challenges. A fun fact about Becky, outside of work, she’s either planning her next trip or enjoying quality time with her children.

Learn more about the UK & Ireland CSCO community here.
 

Give us a brief overview of the path that led to your current role.

I began my career in finance within a third-party logistics organisation, which gave me a strong commercial foundation early on. Over time, I broadened my experience into operations and customer-facing roles, progressing through a range of leadership positions up to Regional Director. Joining New Look was an opportunity to bring together everything I’d learned and apply it to large-scale transformation within logistics and supply chain.
 

What is one of your guiding leadership principles?

One of my guiding leadership principles is building a culture of continuous improvement. By encouraging teams to challenge the status quo and embrace new ways of working, we can unlock meaningful, transformative outcomes, enhance operational efficiency, and create sustainable growth.
 

What is the greatest challenge CSCOs face today, and how are you addressing it?

Transformation is rarely straightforward, particularly when change requires alignment across multiple areas of the business. One of the biggest challenges is breaking down silos and ensuring decisions are consistently data-led. I focus on building engagement, shared ownership and clarity of purpose so teams can align behind the broader strategy and move forward together.
 

What is the key to success for someone just starting out as a CSCO?

Curiosity is critical. Take the time to deeply understand the company strategy and how your role contributes to wider business goals. Building strong horizontal relationships across the organisation is essential, not only for efficiency, but also for earning trust, credibility and long-term buy-in.
 

How do you measure success as a leader?

I measure success through a combination of team engagement, delivery of strategic objectives, and the ability to foster innovation. Stakeholder confidence, operational efficiency and the growth and development of my team are equally important indicators. Together, these reflect both leadership impact and contribute to the overall success of the organisation.
 

What is the value of being a member of Gartner C-level Communities?

As a new member, I’m excited to be part of a community that brings together senior leaders from across industries. I’m looking forward to learning from shared experiences, gaining fresh perspectives, and building connections through Gartner’s events and insights.
 

Gartner C-level Communities Governing Body members share their insights and leadership perspectives to shape the agendas and topics that address the top priorities impacting business leaders today.