Hypergrowth isn’t just about numbers; it’s about people. From recruiting hesitations to onboarding standards, Running Conseil had to rethink its HR strategy as it transitioned from an informal network to a structured cooperative. Jérémy Marchetti, its General Manager, explains how Running Conseil kept its values while scaling a retail ecosystem.
Structuring HR to keep pace with growth
“We moved from a loose network to a formal structure with nine employees and mid-term vision,” says Marchetti. This structural shift allowed them to scale with intention, not just speed. Today, the cooperative comprises more than 74 specialist stores across France, all run by passionate professionals in running and outdoor sports. Founded in 1994 as an informal group of regional experts, Running Conseil evolved over the years from an association to a GIE and eventually, in 2022, into a cooperative structure. “We had to clarify roles, introduce processes and establish routines that would support consistency across the network.” Despite rapid expansion, recruitment wasn’t always seen as a priority by store owners, many of whom came from sport, not retail. The transition from passionate runners to professional business managers revealed new gaps in team building and leadership.
New governance for a new phase
Since June 2022, Running Conseil has operated as a cooperative with an elected board. “The board sets strategy and creates commitment,” Marchetti explains. Regular rotation brings fresh perspectives while keeping stores involved in decision-making. This democratic model ensures that strategic decisions are rooted in the operational reality of member stores. “The closer governance stays to the field, the more relevant it remains,” he adds. It also strengthens the sense of ownership, a key motivator for store leaders.
Why recruitment remains a bottleneck
“Many stores fear hiring is a cost, not an investment,” says Marchetti. This mindset, common in retail, is amplified in cooperative models, where every euro spent is scrutinized. Concerns over market uncertainty and the risk of a bad hire often delay action. Boost, a specialized HR partner, was brought in to help stores recruit key sales profiles, especially when moving from two to three full-time equivalents (FTEs) – a symbolic but critical growth step. “We work with them to de-dramatize recruitment and show its long-term ROI through internal benchmarks,” explains Marchetti.
Empowering the network through support
To avoid centralized management, regional meetings were introduced. These encourage stores to discuss budgets and strategy together, fostering a shared learning dynamic. “We offer support, not directives. The stores are the owners,” Marchetti says. The goal is not to enforce alignment but to inspire it. This balance helps ideas emerge while ensuring follow-through happens locally, where the real decisions are made. It also allows small stores to learn from mature ones, reinforcing peer mentorship within the network.
Human-first leadership
“I applied the same values from my store – human connection and proximity – to the entire network,” says Marchetti. Rather than impose rules, he cultivates a collective mindset. “We must bring everyone along, not just a few.” His approach emphasizes humility, clarity and collective responsibility. Leadership, in his view, is less about authority and more about coherence. “When people feel understood and respected, they contribute more and stay longer.”
Standardizing experience without losing identity
While a common service protocol was implemented to unify customer experience, each store keeps its flavour. “The real Running Conseil experience is this blend of shared standards and local uniqueness,” he adds. Instead of uniformity, the focus is on alignment – ensuring the core values and service philosophy are visible everywhere, even if the tone and aesthetics differ from one location to another.
Onboarding new members
New store partners spend one week immersed in an existing shop, then partake in cooperative-led training. “It’s about transmitting not just knowledge but culture,” says Marchetti. The process is completed with external modules via the Sidas Academy, which brings a broader industry perspective. A future goal: open a pilot store for onboarding best practices, combining immersive learning and real-life operations. This would serve as a benchmark and source of inspiration for all new entrants.
Leadership requires a shift from expert to communicator
“At its core, we are advisors,” says Marchetti. “Our success comes from strong ties between the stores and the cooperative. The board plays a major role, despite being volunteer-based.” For him, people must learn to move from expert to manager and on to communicator. “You can’t lead on instinct alone; you need clarity and consistency.” Clarity and ongoing dialogue are non-negotiable. Studies show that 67 percent of employees need clear expectations, and 70 percent thrive when communication with leaders is consistent. This focus on relational intelligence is what allows all parts of a network to evolve together, without losing anyone on the way.
