The former boss of department store Harvey Nichols is leaving the business six months after a management shake-up.
Stacey Cartwright had run the famous retailer since 2014 before she was moved to the deputy chairman role in September.
Two co-chief operating officers, Daniela Rinaldi and Manju Malhotra have since taken on her duties as chief executive.
Stacey Cartwright will leave her role at retailer Harvey Nichols at the end of this month
Now according to the Evening Standard, Cartwright will leave Harvey Nichols at the end of the month.
Cartwright, 53, the ex-Burberry finance boss, said: ‘I leave the business in excellent hands of Daniela and Manju, and will be an admiring fan and customer going forward.’
Its owner, Hong Kong luxury goods tycoon Dickson Poon, remains chairman.
Cartwright is credited with modernising the retailer and bringing it into the digital age.
But the company plunged into the red last year after it ploughed millions into revamping its flagship store in Knightsbridge
Harvey Nichols made a £6.7million loss on sales of £194million for the year ending April 1 2017. It made a £3million profit the year before.
Cartwright grw up in Warwickshire, Essex, Surrey and then London, and has had a lifelong love affair with Liverpool Football Club.
She started supporting Liverpool when she watched them in their 1971 FA Cup defeat to Arsenal. “I felt very sorry for them. There were tears on the pitch.”
Cartwright, who has three grown up children in the 20s, graduated from the London School of Economics and began her career with PriceWaterhouse, where she qualified as a Chartered Accountant.
From 1988 until 1999 she worked at the Granada Group, then left to become Chief Financial Officer at financial firm Egg, and then left to join Burberry as Chief Financial Officer in 2004.
She worked her way up to Executive Vice President of the fashion company, and then left to join Harvey Nichols in 2014.
She told the Standard in an interview last year of her plans to revitalise Harvey Nichols.
She said: “Harvey Nichols had fallen off radar screens — not because it had done anything wrong, but it hadn’t reinvented itself for the next stages of growth in the retail market.
“There needed to be something different to bring you to the store. We decided it had to be about experiences and it had to be about fun.
‘It had to feel like somewhere I could stop in for half an hour or where I could spend the day with the other half or the kids.’