This year marks the 125th anniversary of Nordstrom — a company that began as a small shoe store in Seattle founded by a Swedish immigrant and has grown into a $16 billion retail juggernaut.
At a moment when the American department store sector is under enormous pressure — with bankruptcies, consolidation and changing consumer behaviour reshaping the landscape — Nordstrom has taken a different path.
Last year, the Nordstrom family partnered with Mexican retailer Liverpool to take the company private, a move Pete Nordstrom says allows the business to move faster and focus on the long term.
Pete began working in the Nordstrom stockroom at age 12 and has held roles across merchandising, buying and store management before becoming co-president alongside his brother Erik. Pete remains sanguine about Nordstrom and the future of department stores:
“It's the best mousetrap. We've got the ability to have a curated breadth of offer. We have an online ecosystem that's integrated with the store, an off-price division with a practical exhaust for things that we don't sell at full price, and then there's scale. If you're big enough, you can be the first call for those brands,” he says. “We can create enough scale and leverage to make your digital business profitable. That's how I would pitch our thing: we think we offer a good solution for a modern customer and how they shop.”
This week on The BoF Podcast, Pete Nordstrom joins BoF founder Imran Amed to discuss the company’s 125-year history, why he believes the department store model still works and how taking the company private is shaping Nordstrom’s next chapter.
Key Insights:
- Nordstrom describes the business as “a company with heritage” rather than a “heritage company,” prioritising modern relevance over tradition. The move from shoes into apparel in the 1960s and the national expansion in the 1970s established a blueprint for organic growth, always anchored in service and a focus on the customer.
- Taking the company private was a move to secure long-term stability and efficient decision-making. Nordstrom notes that public markets often undervalue department stores due to the sector's lack of a “growth arc” compared to tech-driven industries. By partnering with Liverpool, the family retains 51 percent control, allowing them to lead without the “cumbersome processes” of public market expectations. He maintains that the business is improving not because of the “trappings” of being private, but because the structure allows the team to “lean in with more energy and focus around customers”.
- Despite the negative narrative surrounding American retail, Nordstrom highlights the necessity of an integrated “Omni view,” where physical stores and digital platforms share a single inventory. Curation remains vital to compete with independent boutiques, balancing relevance with inspiration, or the discovery of new brands. “We have the ability to have a curated breadth of offer,” he says, adding that the most successful modern closets mix high-fashion houses like Chanel with performance brands like On Running and Nike.
- Nordstrom emphasises that successful retail leadership is built on a foundation of tangible, varied experiences rather than academic credentials alone, arguing that there is no shortcut to developing the necessary judgment for the industry. “You’re valuable to a company because you’ve done things that have worked and things that haven’t worked,” he notes, advising the next generation to focus on building a broad professional perspective over immediate gratification.
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