From merchandising to operations leadership

Laurent Cohen, SVP of Operations and Planning at Rockstar Original, brings a hybrid perspective shaped by both merchandising and logistics.

Having scaled alongside the brand’s rapid growth, Cohen transitioned from planning into operations — driven by the need to optimise warehouse networks and execution.

This dual lens now enables him to align demand planning with operational performance more effectively.

A high-impact environment for decision-making

At DELIVER America, Cohen experienced firsthand the intensity and value of curated interactions.

For him, the event is not just about networking — it’s about real-time decision-making and deal-making.

“I had the owner of the company on the line trying to close a deal during a meeting,” he explained. “That’s how eager both sides are.”

The ability to connect directly with both established providers and emerging players creates a broader, more competitive solution landscape.

Unlocking value beyond the major players

One of the key advantages Cohen highlighted is access to smaller, innovative providers that often go unnoticed compared to major carriers and platforms.

“These companies can deliver the same outcome at a fraction of the cost,” he noted.

This opens up new opportunities for retailers to optimise cost structures while maintaining service levels — a critical factor in today’s margin-sensitive environment.

Agility as a competitive advantage

Cohen’s panel focused on agility — a concept he defines through three core elements: speed, adaptability, and resilience.

Speed enables brands to react quickly and capture market opportunities.
Resilience ensures they can sustain that growth over time.

“Speed gets you ahead, but resilience keeps you there,” he explained.

For operations teams, this means building systems that can scale efficiently while remaining flexible enough to pivot when conditions change.

Scaling operations without losing control

As growth accelerates, Cohen emphasised the importance of maintaining operational discipline.

Retailers must be prepared to scale both infrastructure and processes in parallel with demand — ensuring that execution quality keeps pace with commercial success.

The challenge is not just growth, but sustainable growth.

AI as an enabler — not a replacement

While AI remains a dominant theme across the industry, Cohen reinforced a pragmatic approach.

AI should be viewed as an enhancement to human capability, not a standalone solution.

“It’s not autonomous — it’s an autopilot to your talent,” he said.

The real opportunity lies in training teams to use AI effectively, combining technology with operational expertise to drive performance.

Key takeaway

For Cohen, the message is clear: success in modern retail operations depends on balancing speed with resilience, leveraging new solutions beyond traditional providers, and integrating AI in a way that strengthens — rather than replaces — human decision-making.