What does it take to build a high-performing supply chain team that’s driven by purpose as much as process?
The Retail Hive’s Ed Lawson sits down with Dan Round to talk people, culture, and creating space for brave decisions. From sustainability to social mobility, Dan shares how B&Q is putting values into action—and why leadership is all about the shadow you cast.
Dan Round
Head of Supply, B&Q
We’re no longer just the engine room; we’re a strategic driver. Our people are moving from spreadsheets to storytelling.”
You called your talk at Supply Chain Leaders Beans, Bricks and Beaches—which has to be one of the more intriguing titles we’ve had. Let’s start with your journey. What drives you?
What’s carried me throughout my career is a passion for people. We often talk about the technical side of supply chain, which is great, but culture and people are the heartbeat of it all. As leaders, we cast a shadow. And I think we’ve got a responsibility to make sure it’s a positive one.
That really resonates. What kind of shift have you seen in the supply chain profession itself?
A huge one. In just the last five years, the maturity of the function—both within my team and across the industry—has grown massively. We’re no longer just the engine room; we’re a strategic driver. Our people are moving from spreadsheets to storytelling—providing real insight across the business. It’s not just about delivery anymore, it’s about influence.
And how does that play out at B&Q?
B&Q’s got around 20,000 colleagues and we’ve always had a strong culture of care. That was amplified during Covid. It changed the way we thought about agility—not just in how we fulfil orders, but in how we treat our people. We want B&Q to be somewhere everyone can feel they belong. We’ve laid strong foundations over the years, and I’m really proud of our five colleague networks—focused on things like gender equality, race and ethnicity, disability, LGBTQ and the armed forces community.
I know you’re also doing a lot with leadership development.
Absolutely. Every one of our Top 500 leaders has been through equity training, which has also been extended to our 1000+ people managers. If you manage people, you’ve got to understand where they’re coming from. During Covid, this stuff wasn’t just good ethics—it supported performance. People felt excited, they didn’t want to stand still. Right now, 25% of our colleagues in supply are on development programmes or have mentorship support. We want to build a generation of leaders that’s confident, brave and empowered to act.
As leaders, we cast a shadow. And I think we’ve got a responsibility to make sure it’s a positive one.”
Diversity isn’t a tick-box—it’s a business advantage.”
Let’s talk about your metaphor—Beans, Bricks and Beaches. What’s behind that?
The beans bit is all about perspective. I remember a day at M&S—someone on my team had made a mistake and was very upset about it, so we went for a walk to clear our heads. We ended up in the Edgeware Road store, standing in front of a wall of baked beans. I said, “look, it’s great that we move product, but let’s remember—it’s just stuff.” The hospital across from our HQ in Paddington always further reminded me of that too. People matter more.
And the bricks?
Well, now I work for the big orange DIY retailer—we sell a lot of bricks! But for me, it’s also about breaking down walls. Especially the invisible ones—bias, cognitive silos, whatever you want to call it. The more diverse our teams are, the better our thinking. We had blind spots, like everyone, but we looked inside and out, across industries and around the world. Diversity isn’t a tick-box—it’s a business advantage. We’re trying to build real roadmaps to capability, to help people adapt to a changing world.
And the beaches?
That one’s close to my heart. The beach is my favourite place. It grounds me, calms me, gives me space to think. I took the team there recently and we dug our feet in the sand, talking strategy. Sounds a bit unconventional, but it created this incredible sense of psychological safety. People opened up. Spoke their truth. That’s what drives high performance. Of course, we can’t always be at the beach—but we can create that same safe, open environment at work.
That’s a beautiful image. Last question—what keeps you inspired?
The people. Retail touches around 3 million lives in the UK—it transcends social mobility, harnesses community, and it’s full of real stories. I’m proud of my journey, and I’m even prouder of the people coming up behind me. We’re not just filling shelves—we’re shaping futures.
