Matt Randle, the general manager of Dreamland Bedding, has spent years refining his approach to leadership and community engagement. As the company prepares to accept a finalist award at this year’s People in Retail Awards, Randle reflects on a career path that took him from a full-time job at McDonald’s to earning an MBA while working for the family-run bedding retailer. His journey offers a look at how hands-on experience, formal education, and a commitment to local issues can shape the modern retail setting.
He initially left school after his A-levels with no intention of continuing his education. He wanted to earn money immediately, so he took a full-time position at McDonald’s. It wasn’t until his early twenties, while pursuing an apprenticeship on his own initiative, that he discovered a genuine interest in learning. That realization led him to university, where he studied Business Enterprise, focusing on small and medium-sized enterprises and retail.
Related: Sharon Gee Discusses Future of Product AI
During his studies, Randle worked weekends at Dreamland Bedding. What started as a way to live rent-free at home quickly turned into a career passion. He found he loved the face-to-face interaction with customers, a stark contrast to the management roles he had held previously. As he entered the workforce after graduating, he faced the challenge of convincing the business owner—a man who had run the company for decades—to accept new ideas from a young graduate.
He learned quickly that introducing change is often about presentation rather than the ideas themselves. Over time, the owner became convinced of the value of education, especially after Randle completed a senior leadership MBA through an apprenticeship. The owner did more than provide financial support; he asked about the modules and how they could apply to the business. Randle says the owner told him simply, “Go and do it,” before outlining the costs and time commitment.
Once the degree was underway, the focus shifted to implementation. Randle and the owner put every concept into practice, testing and adapting strategies rather than letting them sit in a folder. This hands-on approach to learning has since extended beyond the company walls. Randle has joined the Apprenticeship Ambassador Network, spoken at schools and conferences, and started conversations across the industry about the importance of bringing learning and development into the spotlight.
Related: Mentos expands sharing range with Sour Tones
Leadership Beyond Profit
Randle describes his leadership style as “stakeholder leadership,” a philosophy that extends beyond the traditional focus on sales and profit. He incorporates a triple bottom line approach, considering people, planet, and profit in every decision.
For Randle, leadership is about having a longer-term vision. He feels that staying with a company allows leaders to see the results of their changes. Despite receiving several offers for different roles in the last month, he remains at Dreamland Bedding. He argues that it makes little sense to implement change and then leave before seeing the business evolve. He believes ambition does not require constant job hopping, and there is still significant potential for growth within the business.
Related: Visualsoft Sync Returns to The Lowry Hotel
The drive to improve the local environment stems largely from personal experiences. Randle’s grandmother passed away at Mary Stevens Hospice, an event that solidified his commitment to supporting charitable causes. He has since signed up for further fundraising activities for the hospice. His brother’s struggles with homelessness and addiction have also influenced his business practices. All rebates from the company’s recycling efforts go toward supporting the rehabilitation of ex-offenders.
He has even participated in sleep-outs for homeless charities, aiming to gain a small understanding of the challenges faced by others. These experiences have reshaped his perspective on second chances and community support. Randle says he does not have a grand plan, but rather follows a path of curiosity. One conversation often leads to another, whether it involves working with the local council on culture and education or simply getting involved when a need is apparent.
