Editor’s note: Retail Rise is a new career Q&A series from Retail TouchPoints spotlighting the real decisions, lessons and inflection points behind the careers of retail leaders. The goal is to give retail professionals, whether they are early in their careers or already in the C-suite, a genuine look at what it takes to grow and lead in this industry.
After more than 20 years at Foot Locker, where he held senior roles including EVP, global president of Foot Locker, Kids Foot Locker, Champs and Sidestep, and EVP, global chief commercial officer, Andy Gray joined Genesco as Journeys President in January 2024,
Sales had fallen for two consecutive years when he took the helm of Journeys, a multi-brand specialty footwear retailer with more than 800 stores, built for teens and young adults.
Under Gray, Journeys’ sales rebounded to positive growth of 3% and then 7% in the two fiscal years since he took over, driven by a revamped merchandising strategy, an exit from the apparel business to focus on footwear and a new store format that has delivered comp sales lifts of more than 25% in remodeled locations.
That success led to a bigger mandate: In September 2025, parent company Genesco named Gray CEO of the newly formed Journeys Global Retail Group, uniting Journeys, the U.K.’s schuh and Canada’s Little Burgundy under one leadership structure.
In this installment of Retail Rise, Gray talks about the culture lessons that shaped his approach, the career risks that paid off the most and his advice for any leader inheriting a brand in need of a turnaround.
What made Journeys the right next move after more than 20 years at Foot Locker, and what lessons did you bring with you?
Andy Gray, CEO, Journeys Global Retail Group:Â I wasn’t looking for a change simply for the sake of it. What excited me was the opportunity. I believed there was a meaningful opportunity to serve a consumer who wasn’t being fully served by the market, and Journeys was uniquely positioned to lead that space.
It had an authentic brand, a distinctive point of view, and a genuine connection with its customer. Journeys has always stood for self-expression, individuality and helping young people discover who they are through style. I saw the opportunity to build on those strengths while continuing to evolve with the next generation of consumers.
The biggest lesson I brought with me was the importance of culture. I’ve been fortunate to lead across different countries, brands and teams, and one thing has been consistent: culture is the multiplier. Strategies change, markets evolve and business cycles come and go, but the organizations that consistently outperform are the ones where people trust each other and feel connected to a common purpose.
That’s what attracted me to Journeys in the first place, and it’s still what I believe is the foundation of every great retail business. When your culture is strong, you’re able to evolve with your customer without losing what made the brand special in the first place. That’s exactly what we’re focused on at Journeys.
The updated Journeys store prototype. Photo courtesy of Genesco.
What is an underrated skill retail leaders need today?
Andy Gray:Â I’d say humility. Not modesty, but the humility to never believe you’ve figured it out. The best retail leaders I’ve worked with celebrate success, but they stay curious, keep learning and never become complacent. Someone once told me they lived in a state of perpetual dissatisfaction, and I understood what they meant. It was the mindset that kept them improving. I’ve always thought about it a little differently. It’s about never confusing success with arrival. Celebrate the win, learn from it, and then ask, “What’s next?”
Retail moves too quickly to stand still. Customers evolve, trends shift and competitors never stop improving. The leaders who build enduring businesses are the ones who combine confidence with humility. They are proud of what they’ve achieved but always convinced there’s another level to reach. For us, that means continually asking how Journeys can show up in ways that feel authentic to today’s youth culture while staying true to who we’ve always been.
What was the toughest part of transitioning from Journeys President to Chief Executive Officer of the Journeys Global Retail Group, and what surprised you the most about scaling from one banner to three?
Andy Gray:Â I have been fortunate to work across a portfolio of brands in North America, Europe and Asia, so leading multiple banners wasn’t new to me. One thing those experiences taught me is that every brand has its own identity, customer and culture. The goal isn’t to make them more alike, it’s to learn from each other while protecting what makes each one unique.
What surprised me most was how similar the opportunities were. The markets are different, but the customer dynamics, competitive landscape and growth opportunities are remarkably alike.
Our job is to learn from one another, leverage what we do better together, and then bring it to life in a way that feels authentic to each brand, customer and market. At Journeys specifically, that means staying relentlessly focused on our consumer and continuing to evolve the brand around how they discover trends, express themselves and shop today, whether that’s online, in store or somewhere in between.
What advice would you give a leader inheriting a brand in need of a turnaround?
Andy Gray:Â What has worked for me has been to listen, define a path to growth and then align the organization behind it. First, listen. The people closest to the customer usually know what’s working, what isn’t and where the biggest opportunities are. Earn trust before you ask people to follow you.
Second, build a growth strategy with the consumer at its center. Sustainable growth comes from giving customers more reasons to choose you, more often. Finally, align the organization. Give people clarity, confidence and a purpose they believe in.
We’re not putting people on the moon. Retail is hard, but the fundamentals are simple. I have found that complexity rarely wins. Clarity does. I believe that turnarounds happen when an entire organization simply rallies behind a clear strategy for growth.
What career risk has paid off the most for you?
Andy Gray:Â The biggest career risk that paid off was being willing to step outside my comfort zone.
The first was moving from the U.K. to mainland Europe, leading teams across multiple countries and cultures.
The second was relocating from Europe to the U.S. with Foot Locker, taking on a bigger role in a completely different market.
The third was leaving Foot Locker after more than 20 years to join Journeys. Each move came with uncertainty, but each broadened my perspective, accelerated my growth and ultimately made me a better leader.
Those experiences reinforced that careers aren’t built by avoiding risk. They’re built by embracing opportunities that challenge you. They’ve also taught me that your greatest legacy isn’t just the results you deliver. It’s the leaders you help develop and the culture you leave behind.
