ODEL’s bond with its customers has held through years of change. The stores stayed part of people’s lives even as spending habits shifted and the retail landscape moved around them. Behind that presence is a team that protected the culture that shaped ODEL’s identity, built on the simple idea of serving customers well. This was clear to Terry O’Connor, Chief Executive at ODEL, when he stepped into the role. He describes what he found in simple terms: “We’ve got a brand that people love. And we’ve got people who are passionate, energetic, and driven to succeed. If you are a CEO starting from any starting position and you have those two things, it is a lot to work with.” These strengths now form the base for ODEL’s next phase, which will centre on sharper execution, a stronger brand mix, and a more connected digital experience.
You bring 35 years of global retail experience to this role. Where do you see ODEL heading, and how are you guiding that move?
Over the years, I have learned that the first task is to listen: to your staff, the customers, and the voices on social media. You understand where the company stands and how people read the brand. That approach shaped my work across Southeast Asia, where I saw different spending patterns and different ways to position products for a wide reach. My time running Matahari in Indonesia, with 169 stores and constant category work, taught me how scale functions in practice. Those experiences shape how I read ODEL today.
Listening to customers, I see a brand with a firm place in the minds of Sri Lankans. People share stories about our stores and describe how ODEL fits into their lives. The country went through difficult years, yet sentiment around the brand stayed warm. Our staff reinforce that strength. Loyalty is high, and many who left have returned with outside exposure and internal knowledge. The team now brings together long-serving employees, new talent, and returning executives. My focus now is simple: strengthen our categories, add the right brands, tighten execution, and build on the loyalty already present.
What encourages repeat visits to ODEL today, and how are you strengthening that relationship with shoppers?
We’ve operated to a global standard, and the environment in our stores reflects that level. Repeat visits come from this consistency. Our customers are well-travelled. They compare us with what they see in the Middle East or Singapore, so we have to match global practice while offering a differentiated product range. ODEL also functions as a house of activations, brands, and categories. The strength of a department store comes from the right mix. Our private label range adds further control over quality through direct oversight of materials and production. This gives customers confidence in the value they receive. We also work to keep the experience dynamic through demonstrations, collaborations, and promotional events. These activities increase energy across the store and maintain engagement.
How has ODEL expanded its brand mix to position itself as a place where shoppers find everything they need?
It starts with category analysis. We look at each segment, from entry to premium, and ensure that the range is complete and relevant for an ODEL shopper. For example, we represent Levi’s in Sri Lanka, but since it is not the only denim brand we offer, we position it at the head of the category to make a compelling offer along with Giordano, Jack and Jones. We apply the same method across other categories. We study the market to see which brands are performing well, which ones are emerging, and which have room to grow. We invite those brands in, but we curate the parts of their range that suit our environment. The entry level is already well served by our private labels, so we select brands mainly from the middle to upper tier. Our recent additions include Moose, Absolute Basics, Tammyz, and Club Blue. Across the season, we expect 12 to 15 new local brands to enter our stores in different forms.
How do you describe the core value ODEL delivers to shoppers, beyond the products on the racks?
The value ODEL delivers is that it’s aspirational, affordable, experiential, and you’re served by the best professionals in the market. We intend to lead the market through faster innovation and stronger partnerships. Several new labels are already confirmed for early 2026. These discussions also involve format decisions. We assess what suits the brand’s stage of growth, its local awareness, and the location. For example, with newer brands, the department store environment gives a stable starting point. We’ve also expanded our online range in recent months, which gives us a broader base to understand customer behaviour. The insights we gather from digital activity in 2026 will guide how we strengthen our offerings and reinforce the core value we aim to deliver.
Looking ahead, what commitments is ODEL making for the next few years to come?
I am very excited about the period ahead. Store expansion will remain on the agenda. We also see strong potential in the tourism space. Brands like Cotton Collection and LUV SL appeal to both locals and visitors, and their growth runway is significant. These are well-loved labels with strong design teams, and we want to build on that strength with new locations and new formats. The department store model allows us to trial new brands, explore new partnerships, and decide which concepts should move into exclusive outlets. We look at mid-market opportunities as well, supported by our own manufacturing base and long-standing supplier relationships. Finally, online will play a central role in this next phase. As the range grows and new SKUs enter the system, digital channels provide immediate customer feedback that feeds directly into what we refine in-store.