CEO Insights Magazine

When it comes to cross-border business organizations, country managers play a crucial role in guiding the workforce towards global expansion. Their role encompasses planning, operational management, business development, relationships and compliances. Through research into cross-border business policies, they ensured better performance and growth.

Robin Parry, Country Manager, The Cotton Group SA, is an accomplished professional with over 30 years of experience in the clothing industry. Aspiring to become a designer from a young age, Robin’s journey began at a factory studying textiles and garments. He went on to obtain degrees in textile and management and has worked for several organizations spearheading numerous projects. Currently working as the Country Manager of The Cotton Group SA, he assists the brand B&C to have a seamless supply chain and sourcing operation. As an associate member of The Textile Institute UK, Robin's contributions included part-time teaching roles at Prime Asia University and BIFT, along with appearances in a special documentary on French TV.

Engaging in an idiosyncrating interaction with CEO Insights Asia magazine, Robin shares his strategies, leadership guidelines, and much more. Let’s delve into it.

How would you define The Cotton Group SA as an organization and its current position in the market?

The C otton G roup S A o perates i n t he B 2B m arket a nd s pecializes i n p romotional wear. We have an annual production volume of around 50 million pieces, which are predominantly knitwear.

As one of the leading players in the European market, we are committed to sustainability. We source our materials responsibly to minimize our environmental footprint. Our garments adhere to strict certification from OEKO-TEX Standard 100, guaranteeing they are free from any harmful chemicals. We are also a vegan brand as certified by PETA and are working actively towards collaboration with like-minded partners.

You possess around three decades of experience, could you tell us about the major milestones of your journey?

Since my initial joining in 2004, I have played crucial roles with The Cotton Group SA’s operations geographically, particularly in Cambodia, Egypt and Pakistan. My responsibilities entailed overseeing operations including production, quality control and production planning. To make it a successful venture, I employed local teams from Bangladesh to ensure seamless execution of projects.

Another significant win in my journey has been the establishment of three offices from scratch. For instance, I set up the Bangladesh office for Stanley and Stella. I oversaw every aspect of the office's inception, from sourcing suppliers to assembling the team and overseeing the infrastructure setup. Similarly, I played a key role in launching another sourcing office for the Mulliez group-Fashion Cube which started with a small team of three and is now a workforce of 45 individuals.

Tell us about your leadership approach. What are the methodologies that you follow as a leader?

I take a multifaceted approach to guide my team. First, I strive to lead by example to demonstrate a strong work ethic. I always arrive early, and leave on time, and I want my team members to adopt similar practices. Second, I encourage and push my team to continually grow and evolve in their roles. I challenge them to reach their full potential within our organization. Third, I establish accessibility even amid my busy schedules. I strive to create an atmosphere that is friendly, open, and approachable. This enables my team members to share ideas and communicate any concerns without any fear of judgment.

How do you keep yourself up to date with the ongoing industry trends?

Amid the continuously evolving industry landscape, I actively engage in continuous learning for both personal and professional development. I also attend seminars and conferences, since these are a good medium to stay abreast and collaborate with peers for knowledge sharing.

What is the future destination you are heading towards?

In the future, when I eventually step down from my position, I envision a smooth transition of leadership. I aim to empower local management to take over as the next country manager. Apart from this, I strive to contribute to sustainability efforts and give back to society through coaching and mentorship initiatives.

In the light of your strong experience within the industry, what advice would you give to the budding industry leaders?

I would advise the budding leaders and entrepreneurs to lead by example and foster a culture where everyone can grow together. Don't be afraid to train and empower your subordinates and team members. We see a lack of mentorship within the industries in Bangladesh and I believe that through sharing knowledge and insights we can collectively grow and unlock new opportunities.