Two operators who've set the plan and delivered it.
Andrew built the range and ran the stores. Gabriel bought the brands and ran the platform.
Why we started this
Between us we've spent our careers inside consumer businesses - running global portfolios, building brands from zero, developing channels and markets, setting the plans and then owning the delivery underneath them.
The pattern we kept seeing was the same. You reach a ceiling that isn't a marketing problem. It's structural. The range grows faster than the discipline to manage it. The buy is set on assumptions nobody has revisited. Decisions concentrate in too few people.
Most of the help available is either a large firm that recommends and leaves, or a specialist who fixes one part while the others stay broken.
We built Henry & Saint-Martin to be the other option.
Two senior operators, working across the whole commercial chain, inside the business rather than alongside it.
The Team
Andrew Henry
PartnerFormerly Boardriders - EMEA Retail Director; Quiksilver - Global Merchandising Director
Andrew has spent his career on the brand side of consumer business, running product and retail at global scale.
At Quiksilver and Boardriders he ran a $500M global portfolio, delivered a +450bps gross margin improvement over 18 months, and reduced the range by 20% while increasing style efficiency by 15%. He built a new global womenswear brand to $20M from zero, drove sustainability positioning while protecting margin, and optimised the retail footprint through two global restructures without missing growth targets.
A veteran of over 30 seasons of development and multiple three and five-year strategic plans - he owned the merchandising and retail delivery underneath them. That combination is the reason the advice here accounts for what actually happens after the plan is signed off.
Gabriel Saint-Martin
PartnerFormerly Namshi.com - Business Unit Director; adidas - Senior Business Analyst
In his career, Gabriel has created analytical and commercial engines for major international brands and retailers.
At Namshi, the #1 lifestyle ecom in the Middle East, he doubled his BU to $240M at constant team size through two acquisitions and a prolonged CEO vacancy. Managing a 250-brand portfolio across sports, premium and fashion, he unlocked +3.5pts of intake margin, lifted conversion +0.7pts and cut planning and buying times by 20-40%. His system fluency made him the business lead on tech and product initiatives.
Earlier, he worked business analytics and merchandise planning at adidas and Quiksilver. Having sat on both sides, he knows what it takes to build a range, forecast it, place the inventory across channels, and what really decides the space, the orderbook and the terms.
Start with a conversation.
Forty-five minutes. Bring us the problem.
We’ll work out what’s really going on — and whether we’re the right people to help.