KPMG’s Cath Jowett: Asian retailers must decisively shift to capability-driven workforce strategy

She mentioned that retailers should prioritise digital and customer experience capabilities as automation and omnichannel retail grow.

Whilst Asia’s retail sector has maintained steady growth over the past year, performance is increasingly diverging across countries, with some markets showing strong momentum and others moving more cautiously. Consumers are becoming more value-conscious and digitally engaged, even as margin pressures intensify. As a result, success is increasingly dependent on data-driven strategies that effectively respond to their evolving preferences.

In this dynamic environment, KPMG Australia’s Consumer & Retail Sector Leader Cath Jowett plays a key role in helping organisations navigate the retail industry’s complexities. With over 30 years of international experience across the US, EMEA, and APAC, she brings strong commercial, operational, and transformation expertise, distinguishing her from traditional consulting leaders.

She is also part of KPMG’s global consumer and retail leadership team, with deep capabilities spanning end-to-end operating model design, enterprise-wide technology enablement, post-merger integration, and large-scale workforce transformation. She has led major initiatives that delivered around $20m in synergies through a brand-aligned operating model.

As one of the esteemed judges for the Retail Asia Awards 2026, Jowett explores how retail in Asia is evolving in response to intensifying pressures, focusing on trends like digital transformation and sustainability practices. She answers how retailers can compete and lead in a rapidly changing landscape, currently driven by ever-changing consumer expectations and globalisation.

Having worked across multiple regions, what differences stand out when comparing retail transformation strategies in APAC versus Western markets?

The most striking difference is the pace and consumer-led nature of transformation in APAC compared to the more structured, legacy-driven evolution in Western markets. APAC retailers tend to leapfrog traditional models, embracing mobile-first ecosystems, super apps, and integrated digital commerce at speed. In contrast, Western retailers often focus on modernising existing infrastructure, balancing innovation with legacy system constraints.

There is also a stronger emphasis in APAC on experiential retail and social commerce as core growth engines, rather than complementary channels. Partnerships with technology platforms and marketplaces are more deeply embedded in go‑to‑market strategies.

Ultimately, APAC is characterised by agility and rapid experimentation, whilst Western markets prioritise scalability, operational resilience, and disciplined execution. Both approaches are valid, but they demand very different transformation playbooks.

How should Asian retailers rethink their workforce as automation, AI, and omnichannel retail expand?

Asian retailers need to shift decisively from a labour-intensive operating model to a capability-driven workforce strategy. As automation, AI, and omnichannel retail scale, the focus must move toward building skills in data, digital merchandising, and customer experience rather than simply adding capacity.

Frontline roles will increasingly evolve into hybrid positions that blend service, sales, and digital engagement. Automation and AI should be positioned as enablers, freeing teams from low-value tasks and allowing greater focus on customer interaction, judgement, and problem-solving.

At the same time, retailers will need more flexible workforce models to support omnichannel operations, including fulfilment and last-mile delivery. Ultimately, long-term success will depend on creating a culture of continuous learning and adaptability, ensuring the workforce can evolve at the same pace as the customer and the channel mix.

How can Asian retailers respond to the increasing demand for ethical sourcing and responsible supply chains?

Asian retailers need to move beyond compliance and embed ethical sourcing as a core pillar of their brand and operating model. This starts with end‑to‑end supply chain transparency, using technology to track sourcing, production, and distribution in near real time.

Consumers increasingly expect clear, verifiable claims, which means retailers must invest in credible certifications and data‑backed storytelling rather than aspirational messaging. Collaboration with suppliers is critical to drive meaningful change, particularly across labour practices and environmental impact.

Importantly, ethical sourcing must be aligned with commercial strategy. When done well, it strengthens brand equity, builds customer trust, and reduces operational and reputational risk.

What new revenue streams do you think Asian retailers should explore to remain competitive in the future?

Asian retailers are well-positioned to diversify beyond traditional product sales and unlock ecosystem-driven revenue streams. Retail media represents a significant opportunity, enabling retailers to monetise first-party data through targeted advertising and deeper brand partnerships.

There is also growing momentum behind subscriptions, memberships, and personalised experiences, which can drive recurring revenue whilst strengthening customer loyalty. Private label expansion, particularly in premium and niche categories, offers another avenue to improve margin and differentiation.

Financial services, including buy‑now‑pay‑later and digital wallets, present a further opportunity to capture value across the customer lifecycle. Ultimately, the retailers that remain competitive will be those that evolve into platforms, seamlessly integrating commerce, content, and services to maximise lifetime value.

What particular Asian markets do you believe will become especially influential in shaping global retail trends?

China will continue to set the global benchmark for retail innovation at scale, particularly across social commerce, live streaming, and highly integrated digital ecosystems.

Each Asian country brings distinct strengths, but collectively they represent a powerful force shaping the future of global retail. Their ability to innovate quickly, test at scale, and respond to evolving consumer behaviours will continue to influence retail strategies well beyond the region.

As a judge for the Retail Asia Awards 2026, what key factors will you consider when evaluating the nominees?

As a judge for the Retail Asia Awards 2026, I look for innovation that delivers real customer and commercial impact, not just new ideas, but outcomes that can scale. Strong entries demonstrate a deep commitment to customer centricity, using data and technology to create seamless, personalised experiences across channels. I also place importance on sustainability and purpose-driven initiatives that are embedded into the business model, reflecting long-term resilience. Finally, I value execution excellence, where bold ambition is matched with disciplined delivery and measurable results.