You’d expect the person running one of the world's most recognizable "cool-kid" fashion brands to be a lifelong habitué of the front row at London Fashion Week. But honestly? Peter Wood, the man steering the ship at AllSaints, spent the early part of his career deep in the trenches of corporate finance. He’s a CA—a Chartered Accountant. He cut his teeth at Arthur Andersen and held senior finance roles at companies like USC and Vets Now.
It is a bit of a leap. From auditing books to overseeing the production of the iconic Balfern biker jacket. But since Wood took the reins as CEO in 2018, the brand hasn't just survived; it’s thrived.
He’s not your typical fashion mogul. He’s self-deprecating about his own style, once admitting that he isn't exactly a "follower of fashion" in the traditional sense. Instead, he views the business through a lens of "feelings" rather than just retail metrics. And clearly, it’s working. Under his watch, the brand has hit record after record, proving that maybe—just maybe—a math and physics grad from the University of Glasgow is exactly what a global fashion house needs.
Why Peter Wood AllSaints Is Not Your Average Success Story
When Wood stepped into the CEO role, he was succeeding William Kim, the man who had largely digitized the brand and expanded it into Asia. Those were big Chelsea boots to fill. Initially, Wood felt like he was "making it all up" as he went along. He even famously referred to himself as the "acting" rather than "interim" CEO back in 2011 because of the sheer weight of the responsibility.
He’s spoken about literally hiding in corners during tough situations, asking himself, "What would a real CEO do?"
Turns out, a "real" CEO does exactly what he did: they double down on the people. Wood’s philosophy is deceptively simple. He believes the inputs—the culture, the team, the morale—directly create the outputs (the profits). During the nightmare of 2020, when the world ground to a halt, he didn't retreat. He held daily leadership calls for 15 months. He even did a Zoom call on Christmas Day just to check in. That’s not corporate posturing; that’s genuine leadership.
Breaking the Numbers Guy Stereotype
People always assume Wood is a "numbers guy" because of his CFO background. He’s been at AllSaints since 2010, so he knows every line on the balance sheet. But if you ask him what his most important KPI is, it isn’t EBITDA or gross margin.
It’s how many of his employees actually love their jobs.
This people-first approach has yielded some pretty staggering results. By early 2025, even with a slight dip in total revenue because the brand purposefully stopped doing massive "everything must go" discounts, profits were through the roof.
The strategy was simple: Quality over quantity.
They shortened markdown periods. They launched seasonal collections earlier. They tightened up inventory. This "disciplined focus on brand elevation" meant that profit before tax surged 55% to £28.2 million for the year ending February 1, 2025.
The John Varvatos Gamble
One of the boldest moves Wood made was the acquisition of John Varvatos in 2021. Buying a New York-based luxury menswear brand in the middle of a global pandemic? Bold. Some might say risky.
But Wood saw a synergy.
By the end of the 2024 fiscal year, John Varvatos was delivering its best-ever profit performance. It’s grown 4% year-on-year, contributing significantly to a group revenue that sits around the £441 million mark. Wood didn't just buy a brand; he integrated it into a system that works.
New Frontiers: From Fragrance to Kids
You’ve probably seen the expansion. AllSaints isn't just about the leather anymore. Wood has overseen the launch of:
- smAllSaints: A kids’ line that makes toddlers look cooler than most adults.
- Men’s tailoring and underwear: Expanding the "uniform" beyond the casual.
- Fragrance and eyewear: Tapping into that lifestyle market that keeps brands relevant.
He’s also been pushing the physical footprint. While everyone was screaming that "retail is dead," Wood was opening stores in Shanghai, Seoul, and even St Pancras International in London. He’s a big believer that you can’t replicate the "father-son shopping trip" experience on a smartphone screen.
Managing the "Lonely at the Top" Reality
Wood is open about the fact that being a CEO can be a bit of a vacuum. To combat that, he’s stayed active in the broader industry, joining the British Retail Consortium (BRC) as a Non-Executive Director in 2022. He also took part in the Wavelength USA leadership program, rubbing shoulders with C-suite leaders from Silicon Valley.
It was there he had a "Eureka moment" about AI.
Instead of fearing the machines, he came back with a clear point of view: AI is a business opportunity, not a threat. He’s been implementing initiatives to future-proof AllSaints, ensuring the brand stays as edgy in its tech as it is in its aesthetic.
The Aaron Esh Era
As of late 2025, Wood made another massive move by appointing London designer Aaron Esh as Chief Creative Officer. Esh brings that raw, East London energy that is foundational to the brand's DNA. It’s a move that signals Wood isn't playing it safe. He’s looking for that "point of view" that makes a brand stand out in a crowded market.
Actionable Insights for Modern Leaders
If you’re looking at Peter Wood’s career at AllSaints as a blueprint, there are a few things you can actually apply to your own business or career.
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First, stop obsessing over the "outputs" and start looking at the "inputs." If your team is miserable, your numbers will eventually reflect that, no matter how good your product is.
Second, don't be afraid of the pivot from specialist to generalist. Being a "numbers person" isn't a cage; it’s a foundation. Wood used his financial literacy to give himself the confidence to take creative risks.
Lastly, understand the value of a "point of view." In a world of fast fashion and bland corporate identities, having a specific, recognizable aesthetic—and the discipline to not dilute it with constant sales—is how you build long-term value.
Next Steps for Your Business Strategy:
- Audit your culture: Conduct an anonymous internal "satisfaction" survey that mimics Wood's "love the job" KPI.
- Review inventory management: See where shorter markdown periods could actually increase your brand's perceived value.
- Expand vertically: Look for "adjacent" products (like fragrance or accessories) that fit your existing brand story without requiring a total overhaul.