Following on from our first feature, this second instalment brings you closer to another huge asset within the senior leadership team who helps drive our UK delivery at Strata, highlighting their department and the significant role they play.
In this edition of our director interviews, we sat down with James Rook, our Retail Service Delivery Director, to gain valuable insights into his role at Strata and how his work supports the company’s continued growth.
Can you walk us through your career journey in the industry and how it led you to your current position as Service Delivery Director, specifically in Retail?
“I didn’t start in the industry until later in my career. I had my own company and was subcontracting for the business that would eventually become Strata. At the time, we were carrying out door inspections across various office buildings occupied by Goldman Sachs in London.
Soon after Nick Founded Strata, he reached out to ask if I’d be interested in joining the team. Three months into my role, Nick had a meeting with Burberry to discuss some decorative works at their HQ on Horseferry Road, London. I was part of the team that successfully delivered these works. From there, we were entrusted with larger projects, which led us to connect with the head of Retail Operations. That relationship opened the door to additional work, initially across Burberry’s London stores and later throughout the UK.
I’ve been involved with the Burberry account for almost as long as I’ve been at Strata, 15 years this May. This long-standing relationship has been instrumental in helping us win more luxury retail clients over the years, and it has played a key role in my progression to the position of Service Delivery Director.”
What are the core responsibilities and expectations that come with your role as Service Delivery Director?
“As Service Delivery Director, my core responsibility is to ensure that our clients receive the highest level of service across all aspects of our delivery, whether that’s through preventative maintenance (PPM), compliance, project works or reactive tasks.
The expectation levels from our clients are extremely high, and it’s my job to make sure we not only meet those expectations but exceed them wherever possible. This means making sure all works are completed to the highest standard, delivered within agreed timeframes, often under tight deadlines and importantly, always within budget.
Ultimately, my role is about ensuring quality and reliability in everything we deliver, while also maintaining strong, transparent communication with our clients and internal teams. It’s about being proactive and responsive so that our clients feel confident and supported at every stage of the process.”
What do you find most fulfilling about your work?
“What I find most fulfilling about my work is the problem-solving aspect. A significant part of what we do involves finding effective solutions, often under pressure, to ensure the client gets exactly what they need, whenever possible.
Whether it’s responding to a last-minute reactive task or navigating a contract renewal where budgets have shifted. I enjoy the challenge of thinking on my feet and working collaboratively to deliver the best outcome. There’s a real sense of satisfaction in overcoming obstacles and knowing our efforts have made a difference.”
What is unique about the high-end retail client sector that you work in, and what sort of interesting tasks do your team take on which go over and beyond the norm for commercial service contracts?
“The luxury retail sector is unique in its pace and attention to detail. There is a constant cycle of change, from seasonal campaigns to ongoing store designs, which means there is always a project in motion or in the near future. This dynamic environment keeps us busy and engaged, so it is important that we stay flexible as well as maintain a high standard of delivery.
What sets us apart is the trust our clients have in us. We’re often seen as the go-to team for much more than just maintenance. As a result, we find ourselves involved in a wide range of tasks that go well beyond the norm. For example, we provide support services for London Fashion Week twice a year, which include everything from storage and logistics to assisting in the construction of event sets. We also carry out highly detailed fixture restoration and surface repairs, often making invisible fixes to materials like stone, timber and laminated finishes.
Additionally, we support visual merchandising teams with their window and set designs, helping to bring concepts to life. Our team also handles specialist logistics, including the collection, transportation and storage of all types of fixtures and props, ensuring they are delivered safely and on time.
This variety, as well as the high expectations and creative challenges, makes working in this sector demanding, but very rewarding.”
How do you ensure that Strata consistently exceed client expectations, especially on complex and tight schedules?
“At Strata, exceeding client expectations comes down to ownership, accountability and a genuine commitment to delivering the best service possible. We take what we do personally. This mindset is a core part of our ethos and runs through the business from leadership to the frontline teams.
Our approach is deeply rooted in our CARES values. Customer Service, Aptitude, Respect and Energy. These principles aren’t just words, they shape the way we operate daily, ensuring that every team member understands the standard expected and aims to always meet it.
This also applies to our recruitment and subcontractor network. We work with people who align with our culture, those who share our mentality, our attention to detail and our dedication to doing things correctly. It’s the consistency across these values that sets us apart.
With that said, we understand that maintenance can sometimes present unforeseen challenges. When things do not go to plan, which can happen from time to time, we keep our clients informed, communicate openly and always have a plan in place to rectify the issue as quickly and effectively as possible.
Communication is vital. Whether the news is good or bad, our clients can rely on us to keep them updated and reassured throughout.”
In your experience, what strategies are most effective in managing and maintaining strong client relationships throughout a contract?
“For me, it’s less about a formal strategy and more about adopting the right mentality. Managing and maintaining strong relationships throughout a contract comes down to being organised, consistent and invested in the outcome. One of the most important elements is communication, so clients always know where things stand, whether it’s progress updates or addressing challenges.
It also means being able to juggle multiple demands at once, especially in a fast-paced industry where priorities can shift quickly. But none of this works without the right team around you. Having a strong like-minded support network, both internally and within our subcontractors, is essential. You simply can’t do it all on your own, as much as you would like to at times. It’s about trusting those around you to deliver to the same high standard and maintaining a shared commitment to the client.”
Can you speak about a time when you faced a major obstacle at work and how you managed to overcome it?
“Rather than pointing out one major obstacle, I’d say the challenges in our work tend to come up regularly, especially within the ‘anything else’ category that falls outside of planned preventative maintenance (PPM). These are often the more complex or unexpected tasks where obstacles are likely to arise, whether it’s due to factors such as short lead times or client specification changes.
When they do, our approach is always the same. We don’t try and tackle it alone. The first thing is to bring it to the wider team. We discuss it openly, develop a clear plan and then execute it efficiently. It’s a collaborative effort that relies on having a solid team around you.
That mindset and structure have helped us overcome a wide range of obstacles over the years, often turning potential issues into opportunities to build even stronger client trust.”
What advice would you give to someone aspiring to take on a leadership role in this industry?
“If you are aspiring to take on a leadership role in this industry, particularly in the retail sector, you need to understand that it’s not a standard 9-5 job. It’s demanding, fast-paced and unpredictable. For success in this space, you need to have a good mentality, resilience, and remain consistent.
You need to be highly organised, an effective communicator and able to juggle multiple tasks and prioritise without losing focus. Flexibility is essential; things can change quickly, and you must adapt just as fast. Taking ownership is key and, to a certain degree, you have to take things personally. This doesn’t necessarily mean emotionally, but rather deeply caring about the work you and your team are delivering.
Being resourceful and thinking on your feet will get you through the unexpected, and developing a thick skin is crucial, you won’t get it right every time, even if you have done everything in your power. Most importantly, surround yourself with people who understand the demands of the role and can support you through it.”
