Career spotlight: retail innovation with Emma Maguire, Head of Delivery, Sainsbury’s

Emma Maguire started her career in marketing and product in BT’s consumer arm.

“It was my time in product, seeing the variety and exciting deliveries I could be part of, that spearheaded my move into programme management,” she says. “I have been part of huge deliveries, such as ops model changes, broadband strategy and the joint venture of BT Sport and Warner Bros Discovery.”

She left BT/EE – where she was Senior Manager of Business Outcomes – two years ago and is currently Head of Delivery working in the Customer business at Sainsbury’s.
We wanted to find out more about Maguire’s career and her project management lessons.

Q. Could you give me a brief overview of your role and responsibilities?

Emma Maguire (EM): I am currently Head of Delivery for Customer at Sainsbury’s, which encompasses Nectar 360, Nectar Experiences and Customer Decisioning. Key initiatives my team are delivering include the launch of Pollen [the company’s generative AI-powered platform that gives live insights], and a range of initiatives in Customer Decisioning and Nectar, such as partnerships with Marriott Bonvoy, in-store offers like Your Nectar Prices on checkout and Nectar prices on weighed produce and decommissioning work. I lead delivery management across multiple strategic initiatives, ensuring alignment between business goals and execution. My role involves overseeing governance, risk and issue management; stakeholder engagement; and coaching delivery teams to drive outcomes. It’s about creating clarity, removing blockers and enabling teams to succeed.

Q. How did you get into project management?

EM: I started in product management at BT/EE, working on broadband, TV and sport propositions. Over time, I recognised that I really enjoyed the project side of the role, and I transitioned into programme management, leading large-scale initiatives like launching 1Gbps broadband for EE, and the BT Sport joint venture with Warner Bros, mobilising the teams and transition of technology and rebranding to TNT Sports. The experience at BT/EE gave me the opportunity to work on some of the most complex yet rewarding transformations.

Q. What are the key skills and qualities needed to work in the retail sector in a role like yours? What are the unique challenges?

EM: Retail demands agility, resilience and strong communication. You need to balance strategic thinking with operational detail and be comfortable with ambiguity. The pace is fast, and priorities shift quickly – so being able to adapt while keeping teams aligned is critical.

Q. What are the lessons you've learned about successful project management so far?

EM: Success comes from clarity of purpose, strong relationships, communication and a relentless focus on outcomes. I’ve learned that delivery isn’t just about plans and milestones – it’s about people, trust and the ability to course-correct when things change.

Q. What career advice would you pass on to project managers looking to get ahead in retail?

EM: Be curious and open to change. Build your network, understand the business and don’t be afraid to challenge the status quo. Delivery is all about the team – creating a winning team and bringing everyone on the change journey – so invest in your people skills as much as your technical ones.

Q. What career achievement are you most proud of, and why?

EM: Leading the BT Sport joint venture with Warner Bros was a standout. It was high-profile, complex and fast-moving. Seeing it evolve into TNT Sports and knowing I played a key role in that transformation was incredibly rewarding.

Q. What has been the hardest project you’ve worked on?

EM: The 1Gbps broadband launch was tough – with timelines that kept slipping due to dependencies, new in-house technology and high expectations. It pushed every part of the delivery machine, but we got it over the line with a minimum viable product and maintained first-to-market headline even with the slippages.

Q. What do you enjoy about your job?

EM: I love the variety and the impact, and in retail the deliveries are so relatable. Every day is different, and I get to work with brilliant people solving real problems. Seeing ideas turn into outcomes – and knowing I helped make that happen – is what keeps me motivated.

Q. What does the future hold for retail and for project management within it?

EM: Retail will continue to evolve rapidly, driven by digital innovation and changing customer expectations. Project management will need to be more adaptive, data-driven and focused on value. The ability to lead through change will be more important than ever.