The SPAR Group is strengthening its leadership as part of a deliberate move to accelerate operational execution across its Southern African footprint.
These leadership appointments signal a more focused, execution-led SPAR – one that is working harder to deliver consistently for its retailers while enhancing its market competitiveness and strengthening overall performance.
Over the past two years, the Group has simplified its portfolio and strengthened its financial position. This next phase is about translating that progress into stronger day-to-day performance in stores, across distribution and in how retailers are supported.
“We know where we need to be better, and we’re acting on it,” says Reeza Isaacs, CEO of The SPAR Group, with two decades in the retail industry. “That starts with the everyday experience of our retailers”.
“In a tough trading environment, where store owners are navigating cost pressures and changing customer behaviour, our success depends on how well we back them – from how well their stores are stocked, to how reliably deliveries arrive, to how we support them in running a competitive, sustainable business at a local level. We are focused on making sure the right support shows up in practical ways, from distribution to pricing to in-store execution.”
To do this, SPAR is reinforcing leadership and in-depth capabilities in the areas that matter most.
Harnessing internal strengths, Jerome Jacobs has been appointed Managing Director: Grocery and Liquor. With more than 30 years in the business, Jacobs is a retailer at heart and brings deep experience across the full SPAR system – from distribution centre to store operations. He was previously MD of SPAR North Rand, one of the Group’s most complex divisions, and served on the SPAR Guild, giving him a strong understanding of the realities retailers face every day.
Jacob’s focus will be on driving greater efficiency and consistency across the supply chain, with a particular emphasis on improving distribution centre performance, sharpening pricing alignment and strengthening the link between DC operations and in-store execution. A key priority will be ensuring that pricing and availability are more consistent and competitive, helping retailers strengthen customer trust, build loyalty and encourage repeat shopping behaviour.
For retailers, this translates into a more cohesive and responsive operating environment, where supply, pricing and promotions work in greater sync. The aim is to reduce friction in the system and deliver a more consistent and predictable platform that better supports retailers in building sustainable, profitable businesses.
At the same time, SPAR is strengthening how it visibly competes to better attract and win customers with the appointment of John Bradshaw as Chief Marketing Officer: The SPAR Group. Bradshaw brings 20 years of retail experience to the role, including over 10 years at Pick n Pay, and most recently at Pepkor.
Bradshaw’s mandate includes strengthening the customer value proposition while ensuring SPAR retailers have all the insights and tools needed to continue to attract today’s shopper. Central to this is a clear understanding of the specific shopping missions that bring customers into store and equipping retailers with support to meet those needs more effectively, every time – while also keeping SPAR’s 18 million weekly customers coming back.
For retailers, this translates into a more focused approach to driving footfall, growing basket size and maintaining strong competitiveness in a market where consumers are increasingly under pressure and more deliberate in how and where they spend.
Megan Pydigadu, previously Chief Operating Officer at The SPAR Group, has been appointed Group CFO and will continue to oversee SA Online, SPAR Health, Pet Storey and Technology Services. Her most recent role in an operational and commercial capacity has given her a deep, practical understanding of how the SPAR business operates across its full value chain, strengthening continuity as she steps into the CFO role. Megan combines strong financial stewardship and strategic delivery with a well-rounded perspective spanning both finance and retail operations. This breadth of experience gives her a clear understanding of the commercial drivers and trading dynamics that underpin performance across a complex retail environment.
These targeted appointments strengthen an already solid and experienced executive team, with the broader leadership structure remaining stable.
“These leadership changes are not about adding roles, but about building the capability required to deliver on our commitment to our retailers. The right leaders in the right roles. SPAR’s independent retailer model remains our greatest strength. The focus now is to make that model work better in practice giving our retailers the confidence, tools and backing they need to succeed in their communities,” concludes Isaacs.