Tell us about your business.
I’ve been in the supermarket industry for over 40 years. I spent more than 25 years with Coles Group and Metcash before acquiring SPAR Australia in 2011.
SPAR is a family business, but more importantly, so are our stores. We’ve got around 150 SPAR stores, and most of them are family-run, often across generations. That’s the backbone of what we do.
We operate in neighbourhood and regional locations, and in many cases, we’re the main supermarket in town. So the role we play is bigger than just retail, we’re part of the community.
What sets us apart is focus. A tight range, strong fresh departments, and a clear value message. Programs like Payless Everyday are there to make it simple for customers to find good products at the right price, every day. No clutter, no confusion.
What has been your greatest success?
Building SPAR into a credible alternative in a market dominated by the majors.
We don’t have their scale or buying power, so we’ve had to be disciplined. Focused range, consistent pricing, and better execution at store level.
But the real success is the network. Independent family retailers working together under one system. When it’s aligned, it works. That’s what “Better Together” means; it’s not a line, it’s how we operate.
What do you value about FBA?
Family business is different. The lines between business and personal are blurred, and decisions carry more weight.
What I value about Family Business Association is that it’s practical. You’re dealing with people who understand the realities of succession, control, family dynamics.
For us, it goes a step further. SPAR isn’t just one family business, it’s a network of them. Around 150 of our retailers are family businesses as well.
That’s why the connection with FBA matters. The challenges we face are shared across the network, and having a forum where that’s understood is valuable.
What advice would you give to other family businesses?
Keep it simple and be clear on roles.
Most issues come from a lack of clarity about who’s responsible, who makes decisions, and how accountability works.
Second, don’t run the business on emotion. You need structure, discipline, and consistency.
And third, no passengers. Everyone needs to contribute. If they don’t, it creates an imbalance and that’s where problems start.
Learn more about SPAR Australia
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