Now leading CWC, her own consultancy, Carly Whitelaw reflects on two decades in retail property – from JLL and major retailers to helping brands shape their growth today.
SHOPPING CENTRE NEWS: How did you get started in retail leasing?
Carly Whitelaw: My journey into the world of retail leasing began at a time when my future wasn’t as clear as it is today. I left school at 16, and like many young women back then, my options seemed limited. Hairdressing was presented as a viable path. While I wasn’t passionate about cutting and colouring hair, the experience taught me valuable lessons about small business and the critical importance of understanding a customer’s needs. That early exposure to the retail world, even in a different capacity, laid a foundation I didn’t realise I was building.
I had just turned 18 in 2002 when I had an epiphany: Life is short, and I needed to pursue a career that truly inspired me. A family friend suggested I join his team at Jones Lang LaSalle (JLL) in Perth. It was labelled as a trial of sorts, likely more for him than for me! Stepping into that environment was an immediate inspiration. I seized every opportunity available, attending industry events like those hosted by the Property Council of Australia (PCA) and immersing myself in the world of property. At 20, I was accepted into Curtin University’s Property Degree as a mature-age student.
The five years at JLL were like an unofficial graduate program. I rotated through various departments, gaining a comprehensive understanding of the industry. My roles included administrative support, property and facilities management, office leasing, and finally, a pivotal role as an analyst in the Tenant Representation (TR) team. As part of a team of only two in Western Australia, my exposure was a huge privilege, far beyond what a typical analyst might experience. This is where I first got a taste for retail leasing, representing ANZ in negotiations for new bank branches and ATM locations. This period, which culminated in a relocation to Melbourne for my fifth and final year at JLL, was instrumental in shaping my career.
After JLL, I transitioned to the client side, working for major retailers in a property capacity. This provided a crucial perspective from the retailer’s point of view. I worked for companies like Telstra, Just Group, and Coles Supermarkets, each offering unique insights into different retail sectors. My final corporate role was as general manager of property for Munro Footwear Group. These roles deepened my understanding of retail strategy, operational needs, and the symbiotic relationship between a brand’s physical presence and its overall success.
SCN: Tell us about your current role in the industry and how that came about?
CW: Two years ago, I decided to take a leap of faith. I resigned from my role at Munro Footwear Group and finally pursued a long-held thought of starting my own consultancy. The timing felt right to offer a “virtual GM – property” service to retailers who lack this in-house function. I wanted to share my extensive network and experience to help businesses grow, change, and optimise their physical retail footprint. That’s how CWC was born.
October marked two years in business, and I’ve been incredibly fortunate to work with an amazing array of retailers. My clients range across various sectors, but they all share a common thread: They are aspirational leaders in their categories. No two days are the same, and I feel privileged to work closely with what I consider to be some of the best retailers in the industry. There’s an undeniable thrill in working with entrepreneurs, hearing the stories behind their businesses, and helping them bring their retail ideas to life.
SCN: What are some of your proudest moments in your career?
CW: When people ask about career highlights, they often expect me to talk about major deals with big numbers attached. But for me, the most rewarding moments are much more personal and impactful. There’s nothing that beats the feeling of saving a store and keeping it open when its future looked uncertain. Knowing that we’ve saved jobs and given an individual store another chance to succeed is a deeply proud moment. I try not to take myself too seriously; ultimately, we are a small cog in the enormous wheel of retail. Our job is to play a small but crucial part in keeping that wheel turning smoothly.
SCN: What do you love about retail?
CW: I love its power to change someone’s day. You never know a customer’s full story, and by taking the time to listen, you can not only sell them something they need but also have a positive impact on their day. Retail is a business built on people, and the diversity of careers it offers is incredible. The unsung heroes are always the crew on the shop floor, who are the first point of contact and the face of the brand.
SCN: What are the biggest challenges facing retail leasing today, and where do you see the greatest opportunities?
CW: The biggest challenge facing retail leasing today is the supply and demand imbalance. Some of our retail friends are growing in physical space needs exponentially, and with a lack of new development, the supply of available spaces is tight. This makes negotiations more challenging. However, the greatest opportunity lies in being customer and product obsessed. Brands that truly understand their audience and offer a compelling product will always be in demand. This consumer pull is the most powerful tool a retailer can have.
SCN: Which, in your opinion, is the best example of a good shopping centre, retail precinct or place?
CW: For me, the best example of a great shopping centre in Australia is Chadstone. It’s my favourite place to shop, and it’s constantly evolving and improving. The Market Pavilion precinct is particularly impressive – it’s a world-class space that successfully replicates a high-street feel under a roof. You can find everything you need there, and I’m often found having meetings in the Pavilion. Globally, I’m a huge fan of Avenida da Liberdade in Lisbon, Portugal, for its beautiful and vibrant retail landscape.
SCN: If you could give one piece of advice to a retailer looking to open their first store in a shopping centre, what would it be?
CW: My advice is to get some help from an expert. Whether it’s another experienced retailer or a consultant, having someone who has done it before is invaluable. While it’s important to know the market rates, the intricacies of a shopping centre environment – especially the fit-out and build elements – can easily catch you out and cost a lot of money. Getting expert advice will ensure you are well-informed, prepared, and can avoid unnecessary stress and costly mistakes.
SCN: What advice would you give someone just starting out in retail leasing?
CW: My advice is to stay humble. Don’t align yourself with just one person; instead, seek out many supporters through hard work and good performance, not political games. Most importantly, have a huge growth mindset. The industry is always changing, and your willingness to learn, adapt and grow is the single most important quality for long-term success.
- This article was first published in SCN magazine – Mini Guns 2025 edition
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