Will AI replace Managers and directors in retail and wholesale?

Not as a job, but it is already doing parts of the work. Across the 57 official task statements scored for Managers and directors in retail and wholesale (United Kingdom, SOC 1150), 32% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 39 out of 100 (range 34–45, band: low). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.

Which tasks in “Managers and directors in retail and wholesale” can AI already do?

The highest-scoring tasks in release 2026-q4.1 are: “Analyse sales figures and trends” (93/100, very high); “Write detailed reports on project progress for stakeholders” (93/100, very high); “Analyse market trends to compare products and assess competitor strategies” (83/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.

Which tasks in “Managers and directors in retail and wholesale” stay human?

About 56% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Regularly tour the shop floor to engage with colleagues and customers” (0/100, minimal); “Identify and resolve urgent issues on the shop floor” (1/100, minimal); “Address and resolve security issues in retail and wholesale environments” (6/100, minimal). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.

What should someone working in “Managers and directors in retail and wholesale” do about AI?

Start from the ledger rather than the headline: 32% of this job's weighted core work is exposed, and roughly 56% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.

How is the AI exposure score for Managers and directors in retail and wholesale calculated?

Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 57 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

UK dataswitch to US

Managers and directors in retail and wholesale

addressing customer enquiries and complaints promptly and effectively, developing new business opportunities to expand market reach and increase sales and managing human resources and personnel operations in retail and wholesale sectors. If that's your week, this page is about your job.

The honest answer

AI is already taking a real slice of the routine work here: analysing sales figures and trends. That is a slice of tasks, not of you.

Your move: what you can actually do about this ↓

Where the work sits, by task weight

shifting to AI: 32%
changing shape: 12%
staying human: 56%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

Whole-job exposure score 39 out of 100 (34–45 allowing for uncertainty): low exposure, across 57 scored tasks. The number is the support for the sentence above it, not a headline about anyone’s future.

How we know this

What is measured: Every published task statement for managers and directors in retail and wholesale is rated on five dimensions: can a model produce the output, does the work need a body in a room, does it need a legally accountable person, does it depend on a person being trusted in the moment, and how much data exists. A published formula turns those five ratings into the score; the model never writes the number.

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.

That slice is not coming back; the core of the job, identifying and resolving urgent issues on the shop floor, stays yours. The tools change, the responsibility doesn't.

Your week, as this page understands it

Retail and wholesale managers and directors plan, organise, direct and co-ordinate the operations of major retail and wholesale establishments in order to maximise business performance and meet financial goals. The job title says “managers”, “directors in retail” or “wholesale”: officially one job, several names. The real job is the part underneath: identifying and resolving urgent issues on the shop floor. That is the thing someone has to be right about.

The exposed part of this job is specific, and we won’t pretend it is coming back. But managers and directors in retail and wholesale is not one task. It is 57 scored ones, and they are nowhere near equally exposed. The most durable of them, on this evidence, is identifying and resolving urgent issues on the shop floor, and the ledger below shows exactly why.

Where the work sits, by task weight

shifting to AI: 32%
changing shape: 12%
staying human: 56%

These bars are tasks changing hands, not people being counted out. The ledger below shows which.

How we know this

How the bar is built: Each task’s share of the bar is its published importance weight, so a task you do all day counts for more than one you do twice a year.

Release: 2026-q4.1, scores computed 2026-08-04. Read the full method.

Your job, task by task

These are the official task statements for this occupation, in plain English, sorted by what the evidence says is happening to each one. The official wording sits under every line so you can check the rewrite against it.

12 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Shifting to AI

19 tasks

Tasks today’s tools can already do most of. This is the part we will not soften: where these rows are the bulk of your week, the week changes.

Analysing sales figures and trends
This is reading one thing and writing another: sales figures in, a record out. That is the shape today's tools are built for.
importance 90 · 1150/00
Source: “Analyse sales figures and trends.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (86–100 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Spotting patterns in sales figures is exactly what spreadsheets and analysis tools are built for.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing and interpreting product and service sales information
This is reading one thing and writing another: product in, a record out. That is the shape today's tools are built for.
importance 90 · 1150/00
Source: “Analyse and interpret product and service sales information, making recommendations for future planning.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Sales analysis and the recommendations that follow are data work software does quickly and well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing market trends to compare products and assess competitor strategies
This is reading one thing and writing another: market trends in, a record out. That is the shape today's tools are built for.
importance 85 · 1150/00
Source: “Analyse market trends to compare products and assess competitor strategies.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (79–87 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Comparing products and competitor strategies uses widely available published information.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Maintaining awareness of market trends in the retail industry
This is reading one thing and writing another: awareness of market trends in, a record out. That is the shape today's tools are built for.
importance 85 · 1150/00
Source: “Maintain awareness of market trends in the retail industry, understanding forthcoming customer initiatives and monitoring what competitors are doing.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (76–90 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Tracking competitors and market news uses public information software gathers and summarises well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.

Changing shape

7 tasks

Tasks where the machine takes the producing and a person keeps the checking, the deciding, or the answering-for-it. For most jobs this is the biggest group, and it is where "transformation, not termination" is literally visible.

Monitoring and evaluating team performance to ensure achievement of specific targets
The software now makes the first pass at team performance, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 85 · 1150/00
Source: “Monitor and evaluate team performance to ensure achievement of specific targets.” (UK task statement)
How this row was scored
Exposure score: 53 out of 100 (46–60 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Performance figures are easy to pull together automatically, but the follow-up is a conversation.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Coordinating staff training programmes
The software now makes the first pass at staff training programmes, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 80 · 1150/00
Source: “Coordinate staff training programmes.” (UK task statement)
How this row was scored
Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Arranging training courses is scheduling and admin that software can take on.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Maintaining stock levels to ensure efficient inventory management
The software now makes the first pass at stock levels, but part of it still happens in the physical world. So the job becomes checking and deciding rather than producing.
importance 80 · 1150/00
Source: “Maintain stock levels to ensure efficient inventory management.” (UK task statement)
How this row was scored
Exposure score: 41 out of 100 (34–48 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Working out what to reorder and when is well-documented number work software does well.
The five ratings: output a model can produce 3/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.

Staying human

31 tasks

Tasks that stay with a person, because they happen in the physical world, because the rules need someone accountable, or because the value is that a specific person does them.

Addressing customer enquiries and complaints promptly and effectively
The value here is that a specific person handles customer enquiries and stands behind it. That is earned, not computed.
importance 95 · 1150/00
Source: “Address customer enquiries and complaints promptly and effectively.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Most enquiries and complaints follow familiar patterns software can answer, though some customers want a manager.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Carrying out administrative or managerial functions
The value here is that a specific person handles administrative or managerial functions and stands behind it. That is earned, not computed.
importance 95 · 1150/00
Source: “Carry out administrative or managerial functions, such as taking responsibility for a team's staff, budget, planning, or long-term objectives.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Budgets and plans are paperwork, but running a team still rests on the manager.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Resolving customer complaints related to retail or wholesale transactions
The value here is that a specific person handles customer complaints and stands behind it. That is earned, not computed.
importance 90 · 1150/00
Source: “Resolve customer complaints related to retail or wholesale transactions.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Complaint responses can be drafted well automatically, though some customers need a person to settle things.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.

Show the other 47 tasks

Writing detailed reports on project progress for stakeholders
shifting to AI
This is reading one thing and writing another: detailed reports in, a record out. That is the shape today's tools are built for.
importance 70 · 1150/00
Source: “Write detailed reports on project progress for stakeholders.” (UK task statement)
How this row was scored
Exposure score: 93 out of 100 (89–97 allowing for uncertainty): very high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Progress reports are written from information already recorded, which software does quickly and well.
The five ratings: output a model can produce 4/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Monitoring competitor activities for strategic insights
shifting to AI
This is reading one thing and writing another: competitor activities in, a record out. That is the shape today's tools are built for.
importance 80 · 1150/00
Source: “Monitor competitor activities for strategic insights.” (UK task statement)
How this row was scored
Exposure score: 83 out of 100 (76–90 allowing for uncertainty): very high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Competitor watching relies on public information software collects and summarises well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 4/4.
Managing budgets to ensure efficient use of resources
shifting to AI
This is reading one thing and writing another: budgets in, a record out. That is the shape today's tools are built for.
importance 85 · 1150/00
Source: “Manage budgets to ensure efficient use of resources.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Managing a budget against actual spend is standard finance system work.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Analysing business developments and monitoring market trends
shifting to AI
This is reading one thing and writing another: business developments in, a record out. That is the shape today's tools are built for.
importance 80 · 1150/00
Source: “Analyse business developments and monitor market trends.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Tracking and summarising market information is desk research that software handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Monitoring market trends for changes in demand
shifting to AI
This is reading one thing and writing another: market trends in, a record out. That is the shape today's tools are built for.
importance 80 · 1150/00
Source: “Monitor market trends for changes in demand.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Demand trends can be tracked from sales data, though local knowledge shapes what they mean.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Monitoring the stock management system to minimize costs and maintaining business standards
shifting to AI
This is reading one thing and writing another: the stock management system in, a record out. That is the shape today's tools are built for.
importance 80 · 1150/00
Source: “Monitor the stock management system to minimize costs and maintain business standards.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (71–79 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Stock systems already flag problems automatically, leaving the manager to act on the exceptions.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Organising professional development training sessions for employees
shifting to AI
This is reading one thing and writing another: professional development training sessions in, a record out. That is the shape today's tools are built for.
importance 80 · 1150/00
Source: “Organise professional development training sessions for employees.” (UK task statement)
How this row was scored
Exposure score: 75 out of 100 (68–82 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Arranging training sessions is scheduling and booking admin AI handles well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Directing advertising efforts for customer recruitment
shifting to AI
This is reading one thing and writing another: efforts in, a record out. That is the shape today's tools are built for.
importance 80 · 1150/00
Source: “Direct advertising efforts for customer recruitment.” (UK task statement)
How this row was scored
Exposure score: 70 out of 100 (63–77 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Advertising planning and copy are areas where software already produces usable work.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 4/4.
Revising opening hours to initiate changes that improve the business's competitiveness in the local market
shifting to AI
This is reading one thing and writing another: hours in, a record out. That is the shape today's tools are built for.
importance 75 · 1150/00
Source: “Revise opening hours to initiate changes that improve the business's competitiveness in the local market.” (UK task statement)
How this row was scored
Exposure score: 68 out of 100 (61–75 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; mistakes that are cheap to catch.
The rating behind it: The sums are straightforward, but the decision rests on knowing the local area and its customers.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 2/4.
Producing audit reports for senior managers
shifting to AI
This is reading one thing and writing another: audit reports in, a record out. That is the shape today's tools are built for.
importance 70 · 1150/00
Source: “Produce audit reports for senior managers.” (UK task statement)
How this row was scored
Exposure score: 66 out of 100 (59–73 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Audit reports follow a set structure and can be drafted from the underlying figures.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Managing associated costs and revenues
shifting to AI
This is reading one thing and writing another: associated costs in, a record out. That is the shape today's tools are built for.
importance 85 · 1150/00
Source: “Manage associated costs and revenues.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Cost and revenue management is spreadsheet work that software handles reliably.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Setting achievable sales targets based on market analysis
shifting to AI
This is reading one thing and writing another: achievable sales targets in, a record out. That is the shape today's tools are built for.
importance 85 · 1150/00
Source: “Set achievable sales targets based on market analysis.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Setting targets from sales and market data is a calculation software does well.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Assigning specific geographic territories to sales representatives
shifting to AI
This is reading one thing and writing another: specific geographic territories in, a record out. That is the shape today's tools are built for.
importance 75 · 1150/00
Source: “Assign specific geographic territories to sales representatives.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Dividing up territories is a planning problem software can work through using sales data.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Overseeing the use of technology in line with business policy
shifting to AI
This is reading one thing and writing another: the use of technology in, a record out. That is the shape today's tools are built for.
importance 75 · 1150/00
Source: “Oversee the use of technology in line with business policy, identifying and recommending improvements.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (57–71 allowing for uncertainty): high exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Reviewing how technology is used and suggesting improvements is desk-based analysis.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Arranging logistics with transport companies
shifting to AI
This is reading one thing and writing another: logistics in, a record out. That is the shape today's tools are built for.
importance 70 · 1150/00
Source: “Arrange logistics with transport companies.” (UK task statement)
How this row was scored
Exposure score: 64 out of 100 (60–68 allowing for uncertainty): high exposure, high confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Booking and coordinating transport is routine arranging that software already does.
The five ratings: output a model can produce 3/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Informing colleagues about business performance
changing shape
The software now makes the first pass at colleagues, but the deciding part still needs a person. So the job becomes checking and deciding rather than producing.
importance 75 · 1150/00
Source: “Inform colleagues about business performance, new initiatives, and relevant issues.” (UK task statement)
How this row was scored
Exposure score: 48 out of 100 (41–55 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; mistakes that are cheap to catch.
The rating behind it: Internal updates and briefings are written communications software drafts well.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Implementing communication strategies to keep all stakeholders
changing shape
The software now makes the first pass at communication strategies, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 1150/00
Source: “Implement communication strategies to keep all stakeholders informed, engaged, and involved.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Drafting helps a lot, though keeping people genuinely engaged depends on the person doing it.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Informing key strategic decisions
changing shape
The software now makes the first pass at key strategic decisions, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 80 · 1150/00
Source: “Inform key strategic decisions.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Analysis can be produced automatically, but strategic decisions rest on judgement and standing in the business.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Overseeing the development of new information systems
changing shape
The software now makes the first pass at the development of new information systems, but the part that matters is a person saying it and standing behind it. So the job becomes checking and deciding rather than producing.
importance 70 · 1150/00
Source: “Oversee the development of new information systems.” (UK task statement)
How this row was scored
Exposure score: 40 out of 100 (33–47 allowing for uncertainty): partial exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Specifications and plans can be drafted automatically, though overseeing a project means working with people.
The five ratings: output a model can produce 2/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Managing the recruitment of staff to optimise retail and wholesale operations
staying human
The value here is that a specific person handles the recruitment of staff and stands behind it. That is earned, not computed.
importance 80 · 1150/00
Source: “Manage the recruitment of staff to optimise retail and wholesale operations.” (UK task statement)
How this row was scored
Exposure score: 39 out of 100 (32–46 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: reading one thing and writing another; the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Shortlisting and recruitment admin can be automated; the hiring conversations stay human.
The five ratings: output a model can produce 3/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Managing customer service operations
staying human
The value here is that a specific person handles customer service operations and stands behind it. That is earned, not computed.
importance 90 · 1150/00
Source: “Manage customer service operations.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Much of running a service operation is scheduling and reporting, but decisions still involve people.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Developing new business opportunities to expand market reach and increase sales
staying human
The value here is that a specific person handles new business opportunities and stands behind it. That is earned, not computed.
importance 85 · 1150/00
Source: “Develop new business opportunities to expand market reach and increase sales.” (UK task statement)
How this row was scored
Exposure score: 30 out of 100 (23–37 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Research and outreach can be automated, but new business usually starts with a personal contact.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Monitoring product quality to ensure compliance with standards and specifications
staying human
This work happens in the physical world: product quality, in a real place. Software cannot follow it there.
importance 75 · 1150/00
Source: “Monitor product quality to ensure compliance with standards and specifications.” (UK task statement)
How this row was scored
Exposure score: 29 out of 100 (22–36 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Quality data and supplier reports can be analysed automatically, but spot-checking stock on the shop floor needs someone there.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 0/4 · how much data exists 3/4.
Managing human resources and personnel operations in retail and wholesale sectors
staying human
The value here is that a specific person handles human resources and stands behind it. That is earned, not computed.
importance 85 · 1150/00
Source: “Manage human resources and personnel operations in retail and wholesale sectors.” (UK task statement)
How this row was scored
Exposure score: 26 out of 100 (19–33 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Personnel administration is largely process-driven, though staff issues need a manager's judgement.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Conducting staff performance appraisals
staying human
The value here is that a specific person handles staff performance appraisals and stands behind it. That is earned, not computed.
importance 85 · 1150/00
Source: “Conduct staff performance appraisals.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: An appraisal is a candid conversation between two people who work together.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Leading the team to achieve and exceed business objectives through forward planning and evaluation
staying human
The value here is that a specific person handles the team and stands behind it. That is earned, not computed.
importance 85 · 1150/00
Source: “Lead the team to achieve and exceed business objectives through forward planning and evaluation.” (UK task statement)
How this row was scored
Exposure score: 24 out of 100 (17–31 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Planning can be drafted with software; leading people towards the plan cannot.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Investigating and addressing performance issues within the team
staying human
The value here is that a specific person handles performance issues within the team and stands behind it. That is earned, not computed.
importance 85 · 1150/00
Source: “Investigate and address performance issues within the team, adhering to professional standards.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Performance cases involve careful paperwork, but the conversations depend on trust and fairness.
The five ratings: output a model can produce 2/4 · needs a body in a room 1/4 · needs an accountable person 1/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Maintaining and promoting workplace health and safety
staying human
This work happens in the physical world: workplace health, in a real place. Software cannot follow it there.
importance 75 · 1150/00
Source: “Maintain and promote workplace health and safety.” (UK task statement)
How this row was scored
Exposure score: 21 out of 100 (14–28 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Safety paperwork can be drafted automatically, but keeping a site safe means checking it in person.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 1/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Recruiting and training new staff to optimise retail and wholesale operations
staying human
This work happens in the physical world: new staff, in a real place. Software cannot follow it there.
importance 85 · 1150/00
Source: “Recruit and train new staff to optimise retail and wholesale operations.” (UK task statement)
How this row was scored
Exposure score: 20 out of 100 (13–27 allowing for uncertainty): low exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Adverts and training material can be produced automatically; interviewing and showing someone the ropes cannot.
The five ratings: output a model can produce 2/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Managing and motivating teams to increase sales
staying human
The value here is that a specific person handles teams and stands behind it. That is earned, not computed.
importance 90 · 1150/00
Source: “Manage and motivate teams to increase sales.” (UK task statement)
How this row was scored
Exposure score: 18 out of 100 (14–22 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Motivating a sales team depends on trust built with those people.
The five ratings: output a model can produce 1/4 · needs a body in a room 0/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Interviewing job seekers to assess their suitability
staying human
The value here is that a specific person handles job seekers and stands behind it. That is earned, not computed.
importance 70 · 1150/00
Source: “Interview job seekers to assess their suitability.” (UK task statement)
How this row was scored
Exposure score: 17 out of 100 (13–21 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the same decision, made over and over; the value is that a specific person does it.
The rating behind it: Judging whether someone will fit a team happens in a live conversation.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 3/4.
Ensuring customer service meets retail standards to enhance customer satisfaction
staying human
This work happens in the physical world: customer service meets retail standards, in a real place. Software cannot follow it there.
importance 90 · 1150/00
Source: “Ensure customer service meets retail standards to enhance customer satisfaction.” (UK task statement)
How this row was scored
Exposure score: 14 out of 100 (7–21 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Keeping service standards up means watching how staff and customers actually interact in store.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Achieving sales targets
staying human
The value here is that a specific person handles sales targets and stands behind it. That is earned, not computed.
importance 90 · 1150/00
Source: “Achieve sales targets.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Hitting targets depends on the customer relationships a salesperson holds.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Leading meetings to facilitate communication and decision-making
staying human
The value here is that a specific person handles meetings and stands behind it. That is earned, not computed.
importance 80 · 1150/00
Source: “Lead meetings to facilitate communication and decision-making.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Meetings work because people are in the room together.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Providing open and honest feedback to team members
staying human
The value here is that a specific person handles open and stands behind it. That is earned, not computed.
importance 80 · 1150/00
Source: “Provide open and honest feedback to team members.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Honest feedback lands because it comes from someone the person works with and trusts.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Promoting a culture that upholds dignity
staying human
The value here is that a specific person handles a culture and stands behind it. That is earned, not computed.
importance 75 · 1150/00
Source: “Promote a culture that upholds dignity, diversity, and inclusion.” (UK task statement)
How this row was scored
Exposure score: 13 out of 100 (9–17 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: the value is that a specific person does it.
The rating behind it: Culture is set by how a manager behaves with people day to day.
The five ratings: output a model can produce 1/4 · needs a body in a room 1/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Planning and executing special promotions
staying human
This work happens in the physical world: special promotions, in a real place. Software cannot follow it there.
importance 85 · 1150/00
Source: “Plan and execute special promotions, displays, and events to engage customers.” (UK task statement)
How this row was scored
Exposure score: 12 out of 100 (5–19 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; mistakes that are cheap to catch; work that happens in the physical world.
The rating behind it: Planning is easy to draft, but setting up displays and running events happens physically in store.
The five ratings: output a model can produce 2/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 3/4.
Providing excellent customer service by understanding the needs and expectations of customers
staying human
This work happens in the physical world: excellent customer service, in a real place. Software cannot follow it there.
importance 90 · 1150/00
Source: “Provide excellent customer service by understanding the needs and expectations of customers.” (UK task statement)
How this row was scored
Exposure score: 11 out of 100 (4–18 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Good service here comes from reading the customer standing in front of you.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Demonstrating knowledge of the organization's brand values and core values in service delivery
staying human
This work happens in the physical world: knowledge of the organization's brand values, in a real place. Software cannot follow it there.
importance 75 · 1150/00
Source: “Demonstrate knowledge of the organization's brand values and core values in service delivery.” (UK task statement)
How this row was scored
Exposure score: 11 out of 100 (4–18 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Showing what the brand stands for happens through how staff behave with customers in person.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Implementing sales strategies to encourage customer purchases
staying human
This work happens in the physical world: sales strategies, in a real place. Software cannot follow it there.
importance 90 · 1150/00
Source: “Implement sales strategies to encourage customer purchases.” (UK task statement)
How this row was scored
Exposure score: 10 out of 100 (3–17 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: the same decision, made over and over; work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Ideas are easy to generate, but persuading shoppers happens face to face in the store.
The five ratings: output a model can produce 2/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 3/4.
Leading and motivating a team to deliver exceptional customer service
staying human
This work happens in the physical world: a team, in a real place. Software cannot follow it there.
importance 90 · 1150/00
Source: “Lead and motivate a team to deliver exceptional customer service.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (5–13 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: A team is motivated by a manager they know and see, not by software.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Motivating the sales team to hit and exceed their targets and ensuring company profitability
staying human
This work happens in the physical world: the sales team, in a real place. Software cannot follow it there.
importance 90 · 1150/00
Source: “Motivate the sales team to hit and exceed their targets and ensure company profitability.” (UK task statement)
How this row was scored
Exposure score: 9 out of 100 (5–13 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Pushing a sales team to hit targets works through personal encouragement day to day.
The five ratings: output a model can produce 1/4 · needs a body in a room 2/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 2/4.
Ensuring effective merchandising set up
staying human
This work happens in the physical world: effective merchandising set up, in a real place. Software cannot follow it there.
importance 85 · 1150/00
Source: “Ensure effective merchandising set up, monitoring, and maintenance in own business area.” (UK task statement)
How this row was scored
Exposure score: 7 out of 100 (3–11 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world.
The rating behind it: Setting up and tidying displays is physical work on the shop floor.
The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 1/4 · how much data exists 2/4.
Ensuring the site's health and safety
staying human
This work happens in the physical world: the site's health, in a real place. Software cannot follow it there.
importance 70 · 1150/00
Source: “Ensure the site's health and safety, with a focus on ventilation issues.” (UK task statement)
How this row was scored
Exposure score: 7 out of 100 (3–11 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world.
The rating behind it: Checking ventilation and site safety means walking the building and looking at the plant.
The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 1/4 · needs to be trusted in the moment 0/4 · how much data exists 2/4.
Addressing and resolving security issues in retail and wholesale environments
staying human
This work happens in the physical world: security issues, in a real place. Software cannot follow it there.
importance 85 · 1150/00
Source: “Address and resolve security issues in retail and wholesale environments.” (UK task statement)
How this row was scored
Exposure score: 6 out of 100 (0–13 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Security problems in a shop are dealt with by someone on the premises.
The five ratings: output a model can produce 1/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 2/4.
Identifying and resolving urgent issues on the shop floor
staying human
This work happens in the physical world: urgent issues, in a real place. Software cannot follow it there.
importance 85 · 1150/00
Source: “Identify and resolve urgent issues on the shop floor.” (UK task statement)
How this row was scored
Exposure score: 1 out of 100 (0–8 allowing for uncertainty): minimal exposure, medium confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Sorting out a problem on the shop floor means being there when it happens.
The five ratings: output a model can produce 0/4 · needs a body in a room 3/4 · needs an accountable person 0/4 · needs to be trusted in the moment 2/4 · how much data exists 1/4.
Regularlying tour the shop floor to engage with colleagues and customers
staying human
This work happens in the physical world: tour the shop floor, in a real place. Software cannot follow it there.
importance 80 · 1150/00
Source: “Regularly tour the shop floor to engage with colleagues and customers.” (UK task statement)
How this row was scored
Exposure score: 0 out of 100 (0–4 allowing for uncertainty): minimal exposure, high confidence.
Why it sits in this group: work that happens in the physical world; the value is that a specific person does it.
The rating behind it: Walking the shop floor is about being present with staff and customers.
The five ratings: output a model can produce 0/4 · needs a body in a room 4/4 · needs an accountable person 0/4 · needs to be trusted in the moment 3/4 · how much data exists 1/4.

What this job pays, and how many people do it

Median pay: £38,400a year, before tax, the middle of the range, so half earn more and half earn less.ashe-t14, 2025 · ASHE 2025 provisional (reference April 2025)Provisional, because the ONS revises this figure in the autumn.
How we know this
Source: ashe-t14
Reference period: ASHE 2025 provisional (reference April 2025)
Rounding: Shown to the nearest £100. The exact published figure is in the downloadable dataset. We do not render pounds the survey cannot support.
People doing this job: 299,300in the UK, 2026.nomis-aps · Apr 2025-Mar 2026 (latest APS 12-month period)This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.

What is deliberately not here: a forecast of how many of these jobs exist in ten years. Where an official projection exists for a market we publish it with its vintage; where it does not, we leave the space empty rather than borrow the other country’s number.

Why this is shifting

The reason is boringly specific. Most of what is shifting here is reading one thing and writing another: sales figures in, a record out. The rows above are exactly that shape: analysing sales figures and trends and analysing and interpreting product and service sales information. What it cannot do is be there in the room, and that is still where urgent issues get done. Which is why this page talks about your tasks changing, not your job ending.

Your move

Over a pint: what I’d tell you if you were my friend

Your week is splitting in two, and which half fills it is the whole question. Analysing sales figures and trends is going; identifying and resolving urgent issues on the shop floor is not.

So, given all that: 32% of this job's task weight sits in rows the software is already learning, 12% in rows that change shape rather than disappear, and 56% in rows it is nowhere near. That is the position, measured across 57 scored tasks. It is not a forecast about you.

The occupation is an average and you are not, so the first job below is finding out where your own week actually sits.

This week: one thing

Print the task ledger above and put your own hours next to each row. Roughly, in pen, in one sitting. Then look at which group your hours actually pile up in. Twenty minutes, this week.

What you end up holding: your own week, on one page, sorted into what is shifting and what is not
How long it takes: about twenty minutes

If printing it isn’t practical: Read the rows off this page and write the same list on the back of an envelope. Same twenty minutes, same page, and it works just as well said out loud to someone who knows the job. The point is your hours next to the rows, not the paper it is on.

Over the next 90 days

Volunteer toward the durable end, visibly. Over the next ninety days put your hand up for the work in the bottom group (identifying and resolving urgent issues on the shop floor) and let people see you doing it. Not a new project: the same job, with your mix deliberately tilted. The point is that when the rota or the reorganisation comes, the version of you people picture is the one doing the part that stays.

Over the next 12 months

Claim a specialism at the durable end and let the other end go. Over a year, deliberately become the person who handles identifying and resolving urgent issues on the shop floor, and deliberately stop being the first choice for the rows in the top group. That trade costs something, because the exposed work is often the comfortable work. Decide it on purpose rather than by drift. Before you pay for anything, spend an hour with National Careers Service. It is free and government-funded, and it is listed below with the rest of the free routes.

The roads out of here, and why I am not sending you down them

I looked at the obvious moves out of this job, and here is what I found.

I checked the 12 nearest UK occupations to managers and directors in retail and wholesale (nearest by the work that AI is not taking, not by job title), and none of them survived. The closest was sales supervisors - retail and wholesale: only about 30% of its durable work is work you already do and it pays 24.1% less. And on the numbers you do not need one. This job scores 39/100 here, with only 32% of the task list in the top band, and “address customer enquiries and complaints promptly and effectively” is not work that hands over cleanly. None of them beats deepening what you already have.

How that was checked: this job was compared against all 412 UK occupations in this release on their official task statements, and the 12 nearest were examined one by one. A move that turns on an industry, an employer or a qualification rather than on the work itself will not show up in a check like that. And this release carries no licence register, so anything you are weighing needs that looked up separately.

3 moves I checked and rejected

These are the obvious-looking jumps. They are here with their reasons rather than quietly dropped, because the ones that fail are worth knowing about. It is one less thing to turn over at night.

Sales supervisors - retail and wholesale
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “ensure effective merchandising set up, monitoring, and maintenance in own business area”. Across the whole of both lists that adds up to about 30% of the work in that job the software is not taking.
Why I am not recommending it: It is closer than most, and still not close enough: about 30% of that job's durable work is already yours, against the 35% I want to see before I will call something a route. It is a pay cut, in those words: £29,172 against your £38,447, 24.1% less (ASHE Table 14.7a, 2025 provisional (both)). Retraining to earn less is a decision, not advice.
Look at that job’s page anyway →
Customer service supervisors
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “conduct staff performance appraisals”. Across the whole of both lists that adds up to about 12% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 12% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on. And it is a narrow door: about 40,100 of those jobs against 299,300 of yours (ONS via Nomis), 13% as many seats.
Look at that job’s page anyway →
Production managers and directors in manufacturing
Why it looked obvious: It came up as a near neighbour because one of your tasks is on their list in the same words: “monitor product quality to ensure compliance with standards and specifications”. Across the whole of both lists that adds up to about 11% of the work in that job the software is not taking.
Why I am not recommending it: You would be starting most of it from nothing: about 11% of the durable work in that job is work you do today, and the rest you would be learning while the bills carried on.
Look at that job’s page anyway →

What I’d stop worrying about

A friend tells you what not to spend fear on. This is that list.

The headline number you read somewhere
The big “X% of jobs” figures are about the whole economy, not about you. The number that describes your job is on this page: 32% of its task weight, across 57 scored tasks. Every row behind it is printed above with the source. Check ours; ignore theirs.
The whole-job doom story
Nothing on this page says this job ends. It says the mix inside it moves. Half the rows above are unchanged or changing shape, and the plan is about which half your week sits in. That is a very different problem, and a solvable one.
Panic-buying a course
Do the twenty-minute sorting exercise first. Most people who buy a course before they have done it buy the wrong one, and the free services listed below will tell you the same thing without charging for it.
The “obvious” next job everyone suggests
I checked the obvious moves and most of them did not survive. The reasons are printed with the routes above, including the pay and the gate. A move that fails on the numbers is worth knowing about so you can stop turning it over at night.

If you run a team doing this job

If you run a team doing this job, the conversation you owe them is the one on this page, and sooner than feels comfortable. Show them the ledger rather than a reassurance: the rows moving toward the software are analysing sales figures and trends, and the rows that are not are where you want your people visible. Ask each of them to do the this-week move and bring the list to your next one-to-one. It turns a rumour into a piece of work, and it tells you which parts of your team's week are actually at stake. And say the thing out loud that a team lead usually leaves unsaid: a shrinking team is your exposure too, so do the move yourself as well.

You are reading the United Kingdom figures

The United States splits this work across more than one official group, of which General and Operations Managers is the closest. The pay and employment figures are not directly comparable, and we do not average them together.

Switch to the United States page →partial match

In US official statistics this job is counted as General and Operations Managers. Pay and employment stay on this page’s own group; the task list and the scores do not cross over.

Your route through this

Where to go next, and what it costs

Free, and complete

The moves above cost nothing. These are the real services that go with them: public, government-funded, and free at the point of use. Nothing on this page is behind an email address or a payment.

In England:
National Careers Service
A free hour with a government-funded careers adviser is worth more than another evening of reading. In England that's the National Careers Service.
Free, government-funded
- Discover your skills and careers (the skills assessment)
In England:
National Careers Service - Find a course
Search what's actually running near you before you spend anything.
Free to search; individual courses vary
In England:
Free courses for jobs (Level 3 qualifications)
A free Level 3 qualification you already qualify for beats a paid course you don't need.
Free for eligible adults
In England:
Skills Bootcamps
Free, up to 16 weeks, and you get a job interview at the end. In England these are Skills Bootcamps - search what's running near you.
Free for eligible adults in England
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No Space for this job, but one for what is happening to it

Nothing Collab365 runs is built for managers / directors in retail / wholesale, and we are not going to point you at the nearest one and call it a fit.

There is one that is not about a job title at all. The AI Authority is about being the person who directs these tools at work rather than the person they get compared to. That is worth saying here, because 32% of the work on this page is already inside what they can do.

Try The AI Authority free →

7 days free, no card needed. Explore up to 2 Spaces before you choose a plan: you pick a plan later, not now.

The AI Authority is a general community about working with AI, not a course for managers / directors in retail / wholesale. You do not need it to act on anything here: the moves above cost nothing and stand on their own. The data on this page is the same either way.

Noted, and thank you. We’ll email you if a Space for managers / directors in retail / wholesale launches. Nothing else.

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No Space for managers / directors in retail / wholesale yet. Should there be one?

Collab365 Spaces is built by the same people as this site. We find the problems that AI and automation are creating inside one kind of work, then solve them as short courses, briefings and Blueprints. Each Space is the community too, so the research and the people doing your job are in the same place.

What a Space actually is, in full

Collab365 launches new communities where the need is real. If one for managers / directors in retail / wholesale existed, with researched problems, courses and people in the same boat, would you want in?

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We use your email address for one thing: to tell you if a Space for managers / directors in retail / wholesale launches. We never sell it, never use it for unrelated marketing, and every email has a one-click unsubscribe. Our privacy policy has the full version.

This unlocks nothing. Every figure, every row and every step on this page is already yours, whether you fill this in or not.

No deadline on any of this. The page will still be here, and the data is refreshed on a published schedule rather than when someone wants a headline.

Questions people ask about this job

Will AI replace Managers and directors in retail and wholesale?: Not as a job, but it is already doing parts of the work. Across the 57 official task statements scored for Managers and directors in retail and wholesale (United Kingdom, SOC 1150), 32% of the importance-weighted core work is made of tasks today's AI could already do most of. The overall exposure score is 39 out of 100 (range 34–45, band: low). That is a statement about tasks, not about headcount: this measures what AI could do, not whether any employer adopts it, whether the law allows it, or whether doing the routine parts faster creates more demand for the human parts. Figures are from release 2026-q4.1.
Which tasks in “Managers and directors in retail and wholesale” can AI already do?: The highest-scoring tasks in release 2026-q4.1 are: “Analyse sales figures and trends” (93/100, very high); “Write detailed reports on project progress for stakeholders” (93/100, very high); “Analyse market trends to compare products and assess competitor strategies” (83/100, very high). Each score comes from five published 0–4 ratings turned into a number by a published formula, and each carries the model's one-sentence reason on the page.
Which tasks in “Managers and directors in retail and wholesale” stay human?: About 56% of this job's task weight sits in work that scores low for AI exposure. The lowest-scoring tasks in release 2026-q4.1 are: “Regularly tour the shop floor to engage with colleagues and customers” (0/100, minimal); “Identify and resolve urgent issues on the shop floor” (1/100, minimal); “Address and resolve security issues in retail and wholesale environments” (6/100, minimal). Low scores usually mean the task needs a body in a room, a legally accountable human, or trust built in real time. Those are the three things the scoring rubric treats as gates rather than obstacles.
What should someone working in “Managers and directors in retail and wholesale” do about AI?: Start from the ledger rather than the headline: 32% of this job's weighted core work is exposed, and roughly 56% is not. The practical move is to spend more of your week on the tasks that score low, the ones above, and to get fluent at directing AI through the tasks that score high, because those are the parts that change whether or not you are ready for them. This page does not predict your job, and nothing here is career advice tailored to you: the score describes the occupation, not the person.
How is the AI exposure score for Managers and directors in retail and wholesale calculated?: Each official task statement for the occupation is rated on five published 0–4 dimensions (output replicability, physical embodiment, licensed accountability, real-time human trust, and data availability) by claude-opus-5 using scoring prompt task_scoring_v1.0. The model never writes the score; a published formula turns the five ratings into a 0–100 number, so every score can be recomputed by hand. The occupation figure is the importance-weighted mean across 57 scored tasks. The prompt, the rubric, the formula and the full dataset are published at https://futureproof.collab365.com/method and https://futureproof.collab365.com/data/2026-q4.1 under CC BY 4.0.

Where these numbers come from

About the data on this page

Provisional, because the ONS revises this figure in the autumn.
This headcount comes from a survey, not a census, so treat it as a good estimate rather than an exact count.
The match between this job and its counterpart in the other country is partial, so the two pages count slightly different groups of people.
12 of this occupation's scored task statements carry a score that was measured under a different occupation's context, because the statement is shared between jobs and has only been scored once so far. Each one names the occupation it was measured under in the free routes below; none is presented as a measurement for this job.
Task clusters are not derived in this release, so the task-cluster field is empty and no Collab365 Space routing is attached to this occupation yet.

Task statements: gaisi-indexProcessing: catalogue-bridge → ssc-relatedness-weighting → task-scoring → score-aggregation
Task weights: gaisi-index (relatedness)
Scores: Rubric task_scoring_v1.0, model claude-opus-5, computed 2026-08-05.
Pay and employment: ashe-t14 (ASHE 2025 provisional (reference April 2025))nomis-aps (Apr 2025-Mar 2026 (latest APS 12-month period))

Figures on this page come from release 2026-q4.1, published 2026-08-05. Every release keeps its own permanent address, so a figure you cite in March is still there, unchanged, in November.

The plain-English wording on this page is assembled directly from the task statements and the published ratings, not written by hand for this occupation. That is why it is specific, and it is also why we say so.

The routes and free resources further up are today’s, not the release’s (last reviewed 2026-08-05). A route is an offer, not a historical fact, so it moves on its own clock.

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Using these figures?

Cite this

Everything on this site is published under CC BY 4.0. Quote it, chart it, sell something built on it. Just say where it came from, and cite the dated release rather than the site, so the figure you quote stays checkable.

Plain text

Collab365 (2026). Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1 (methodVersion 2.0.0, promptVersion task_scoring_v1.0). https://futureproof.collab365.com/data/2026-q4.1. Licensed CC BY 4.0. Built with O*NET data (USDOL/ETA, CC BY 4.0); ONS data (Open Government Licence v3.0); GAISI task framework (arXiv:2507.22748, MIT); BLS data (public domain).

BibTeX

@misc{collab365futureproof2026q41,
  title        = {Collab365 Futureproof: task-level AI exposure for US and UK occupations, release 2026-q4.1},
  author       = {{Collab365}},
  year         = {2026},
  url          = {https://futureproof.collab365.com/data/2026-q4.1},
  note         = {Release 2026-q4.1, methodVersion 2.0.0, promptVersion task_scoring_v1.0, CC BY 4.0}
}

Permalink

https://futureproof.collab365.com/data/2026-q4.1

Data as of release 2026-q4.1, published 2026-08-05. Releases never change after publication; when the figures move, a new dated release is published beside this one and this one stays exactly where it is.