AI and Omnichannel Transformation in Retail: A CIO Perspective from Grandiose

Headquartered in the United Arab Emirates (UAE), Grandiose Supermarket offers an unforgettable multisensory experience within a unique grocery shopping environment. A premium-quality food and grocery retailer, Grandiose was founded in December 2016. Since then, it has redefined the supermarket experience in the UAE. Positioning itself as “the most loved neighborhood supermarket,” Grandiose continues to expand its reach through online ordering and exclusive promotions. We spoke with Grandiose Digital & Technology Director, Marcin Piekarczyk about the company’s mission and vision. Piekarczyk shared important insights on a wide range of topics, from artificial intelligence to omnichannel strategies.

A commercially minded omnichannel and marketing leader, Marcin Piekarczyk specializes in the development of retail, omnichannel, and e-commerce strategies for globally recognized brands, as well as executive management of retail brands and businesses. He has experience in digital transformation coaching aimed at transforming traditional retailers into fully hybrid business models. He is deeply passionate about customer experience. He has more than 16 years of proven experience working in dynamic environments and multinational cultures. He has experience managing omnichannel business models across eight different international markets.

How Does Technology Create Value?

Piekarczyk currently oversees digital and technology transformation across multiple food and retail brands with very different operational realities. When asked, “What are the core principles that guide your transformation strategy across such a complex ecosystem?”, Piekarczyk replied: “Rather than adopting technology for its own sake, we maintain a strong focus on outcomes and customer impact. Too often, organizations pursue the latest tools or platforms simply to appear technologically advanced, without clearly defining the problems they are trying to solve or fully understanding what customers, both internal and external, truly want and need.”

Stating that “For us, a successful transformation always starts with data and a deep understanding of the customer,” Piekarczyk continued: “Before introducing any new technology, we invest time in mapping customer journeys, identifying pain points, and understanding where friction exists across operations and experiences. Only once this foundation is clear do we evaluate technologies and select digital transformation initiatives that are purpose-built to address real needs.

Equally important is ensuring that the organization itself is ready for transformation. This begins with people and culture. In many cases, our role as a technology function goes beyond delivery; we also act as advisors and advocates for change, helping business units build a culture that embraces transformation. Technology only creates value when it is adopted, trusted, and effectively used by people across the organization.”

“We Are in the Early Stages of AI Applications”

Regarding the areas in which artificial intelligence delivers the fastest and most measurable value, Marcin Piekarczyk stated: “We are in the early stages of applying artificial intelligence across logistics and the supply chain. We are taking a selective and pragmatic approach. Today, we are testing specific use cases such as replenishment, assortment optimization, and demand forecasting. At this stage, it would be premature to overstate short-term impact or claim transformational results.

Our strategic priority is not rapid deployment, but building the foundations that will allow artificial intelligence to become a true competitive advantage over time. This includes significant investment in high-quality, well-governed data across products, vendors, and sales. Reliable and scalable data is a prerequisite for AI-driven decision-making at enterprise scale.”

He also added: “By focusing on data quality and governance today, we are enabling the business to move quickly and confidently as AI use cases mature. This approach ensures that future AI investments translate into sustainable performance improvements rather than isolated experiments with limited long-term value.”

“Data Is One of Our Highest Priorities”

Piekarczyk also responded to the question, “Many organizations struggle not with data availability but with data usability. How do you ensure that real-time data actually translates into better operational and commercial decisions?” as follows:

“Data is one of our highest priorities. Over the past few months, we have been intensely focused on data cleansing and establishing strong data governance practices across the organization. We have onboarded a dedicated data team, launched multiple data quality initiatives, and successfully implemented a Customer Data Platform for Grandiose. I consistently emphasize that data is the single most critical enabler of any digital transformation or artificial intelligence initiative.

Without trusted, well-governed, and accessible data, even the most advanced technologies cannot deliver meaningful or sustainable value. Our focus is not just on collecting data, but on ensuring that data is usable, reliable, and embedded into day-to-day decision-making across the business.”

“The Biggest Omnichannel Challenge Is Inventory Management”

From a CIO’s perspective, Piekarczyk also explained the most challenging back-end issues in making omnichannel truly work, particularly in high-frequency food and retail environments: “We operate in an extremely fast-paced and high-volume environment. We process thousands of orders every day across multiple touchpoints, including our app, website, aggregators, and more than 45 physical stores. In grocery retail, this complexity is further amplified by the wide range of vendors we work with, varying commercial terms, and the diversity of product categories, from fresh and ultra-fresh to prepared foods.

From both a back-end and customer-facing perspective, the single biggest omnichannel challenge is inventory management. Ensuring accurate and real-time inventory visibility across all sales channels is critical. Customers expect consistency; if a product is visible online, it must be available. Preventing customers from encountering out-of-stock items on digital platforms is essential to delivering a reliable omnichannel experience and maintaining long-term customer trust.”

“We Apply Artificial Intelligence Only When It Makes Sense”

Marcin Piekarczyk answered the question, “How do you balance process maturity with AI-driven automation to avoid increasing digital complexity rather than reducing it?” as follows: “The answer to this question is quite simple: we apply artificial intelligence only when it makes sense. There is a growing tendency in the market to introduce artificial intelligence for the sake of artificial intelligence, rather than to solve real problems.

At Ghassan Aboud Holding and Grandiose, we always start by clearly defining the problem, then building a business case. Only after that do we decide whether artificial intelligence, or any other technology, is the right solution. I call this approach ‘AI with purpose.’ Strong process discipline must always come first; otherwise, technology increases complexity instead of reducing it.”

“Our Focus Is on Targeted Experiments in Areas Such as Demand Forecasting and Replenishment”

In response to a question about the role of technology and artificial intelligence in building resilience, risk anticipation, and continuity across logistics and inventory networks, given the vulnerabilities in global supply chains, Piekarczyk stated that technology and artificial intelligence play an important role in reducing risk across supply chains and said:

“They enable better anticipation of demand volatility and potential supply shortfalls, help identify risks earlier, and support the evaluation of alternative scenarios and workarounds before disruptions impact operations or customers. That said, we are still in the early stages of adopting advanced artificial intelligence capabilities in supply chain management. Today, our focus is on targeted experimentation in areas such as demand forecasting and replenishment, where value can be tested and measured pragmatically. More advanced applications, such as predictive risk modeling and dynamic network optimization, remain firmly on our radar as future opportunities, to be pursued as our data maturity and operational readiness continue to evolve.”

“Without In-House Technical Expertise, Even the Most Sophisticated External Resources Cannot Deliver Meaningful Value”

Piekarczyk also answered the question, “When implementing artificial intelligence and digital solutions, how do you decide between in-house development, third-party platforms, or strategic partnerships?” as follows: “There is no single right or wrong approach; it largely depends on overall strategy and how you manage your profit and loss structure. Regardless of the model, it is critical to have in-house technical expertise capable of understanding business requirements, defining needs, and evaluating architecture. Without this capability, even the most sophisticated external resources cannot deliver meaningful value.”

He continued: “In practice, we often adopt a hybrid model. Certain strategic artificial intelligence initiatives, such as the GrandChef project with Microsoft, are managed through close partnerships. At the same time, other operational and development work is handled in-house or outsourced depending on complexity and scale. This hybrid approach allows us to balance control, cost, speed, and innovation, while ensuring that core knowledge remains within the organization.”

• Beyond cost savings, which KPIs or metrics best indicate that a digital or artificial intelligence initiative in logistics or operations is truly successful?

Marcin Piekarczyk: I typically focus on two key metrics. The first measures overall business impact, such as incremental revenue generation or cost savings achieved. The second evaluates the success of the initiative within the broader context of digital transformation, specifically adoption and usage. If a solution is not actively embraced and used by business units and stakeholders, then it has not truly succeeded, regardless of how advanced the technology may be.

• Digital transformation ultimately depends on people. What skills and leadership capabilities do you believe are most critical for CIOs and technology leaders operating in logistics-heavy retail environments?

Marcin Piekarczyk: I would describe it as a combination of technical expertise and business acumen. A successful leader must understand the technical aspects of digital initiatives while also appreciating their impact on the business, the profit and loss structure, and overall profitability. Technical knowledge alone is not sufficient. In addition, strong influencing and change management skills are essential. Innovation is inherently about change, and people naturally resist change. Being able to guide, inspire, and align teams through transformation is just as important as delivering the technology itself.

• Looking toward the next 3–5 years, which technological or artificial intelligence–driven shifts do you believe will have the greatest impact on logistics and supply chains in the Middle East?

Marcin Piekarczyk: We will see further automation across logistics and supply chains, starting with predictive demand planning and extending to increased automation in fulfillment centers. Companies that successfully combine artificial intelligence, real-time visibility, and advanced analytics with strong data foundations and operational discipline will gain a decisive advantage in efficiency, resilience, and customer experience.