{"id":26654,"date":"2026-02-09T09:41:46","date_gmt":"2026-02-09T08:41:46","guid":{"rendered":"https:\/\/www.rewe-group.com\/en\/?p=26654"},"modified":"2026-03-05T14:20:57","modified_gmt":"2026-03-05T13:20:57","slug":"from-market-manager-to-independent-retailer-in-kiel","status":"publish","type":"post","link":"https:\/\/www.rewe-group.com\/en\/press-and-media\/newsroom\/stories\/from-market-manager-to-independent-retailer-in-kiel\/","title":{"rendered":"From market manager to independent retailer in Kiel"},"content":{"rendered":"\n
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When Moritz Breske takes a tour of his REWECenter on Winterbeker Weg, he is on the move for quite a while. On the one hand, this is of course due to the sheer size of the store. The sales area measures 7,000 square meters, so it’s quite a few meters from the counter to the checkout. The other reason is that along the way, the retailer encounters some of his employees and customers, with whom he likes to exchange a few words. Moritz Breske is particularly proud when he can help his customers. Once, he says, he met a customer in the middle of the store who had her arms full of goods. When asked if she needed a shopping basket, the woman replied: Yes, please. Actually, I didn’t want to buy so much. In moments like these, the retailer knows: I’ve done a good job. Then, as a salesperson, my heart fills with joy.<\/p>\n <\/div>\n\n <\/div>\n<\/div>\n\n

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The entrepreneurial gene is in Breske’s blood<\/h2>\n

While his grandfather Johann Breske repaired and sold cars from an American manufacturer, his grandson’s heart beats for food. This was already evident at a very young age. At the age of three, he was already conducting his first sales talks in his toy shop. Later at school, he received his first and only reprimand when he tried to sell fireworks to his classmates after New Year’s Eve<\/q>, he says with a wink.<\/p>\n

So it was only natural that, immediately after graduating from secondary school, he completed an apprenticeship as a retail salesman, at that time still at Sky (Coop Kiel). This was followed by the classic career steps of assistant store manager in his early 20s, deputy store manager in Eckernf\u00f6rde, and store manager in Flensburg. And then came his first major project: the integration of the Kiel \u201cPlaza\u201d market* into REWE Nord. This was a turning point because Coop Kiel, founded in 1899, was an institution here in the north. But the ambitious young manager quickly recognized his opportunities. After years of stagnation at Sky due to a significant investment backlog, there was finally financial leeway. Breske was able to hire new people. I experienced growth for the first time,<\/q> he recalls.<\/p>\n <\/div>\n\n <\/div>\n<\/div>\n\n

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Move to Kiel as Market Manager<\/h2>\n

Even more striking than the switch from Sky\/Plaza to REWE was getting used to the size of the store: from 1,800 square meters in Flensburg to 7,000 square meters on the fjord. It was a huge task, but one that offered enormous opportunities. Thanks to the wide and deep product range, we were able to set many accents and finally get started,<\/q> recalls the 37-year-old, who initially managed the new REWE Center in 2019 as a permanent store manager. Success was not long in coming: We quickly gained new customers, including many younger ones.<\/q><\/p>\n

When he was given the opportunity to apply for the position of independent retailer at the completely modernized store in his hometown, Moritz Breske didn’t have to think twice. He successfully completed the assessment center, applied for the job, and got the position. Since last summer, he has been in charge of a wide and deep product range with 45,000 items and is the boss of 170 employees.<\/p>\n <\/div>\n\n <\/div>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n\n\n

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7.000 square meters of sales space full of a product range that leaves nothing to be desired.<\/h2> <\/div>\n <\/div>\n <\/div>\n<\/div><\/div>\n<\/div>\n\n\n\n
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Grateful for friends and sponsors<\/h2>\n

The young independent retailer recalls his start-up phase with gratitude: None of this would have been possible without support. Dirk Stemmann (Sales Manager Area 14) and Ren\u00e9 Jakob (then Area Manager Sales Department, now Sales Manager) provided the guidelines within which I could let off steam and add my own personal touch.<\/q> <\/span><\/p>\n

He was particularly impressed by the helpfulness of his retailers colleagues during the induction phase: There are a whole host of colleagues who I can call at any time and ask ‘stupid’ questions. They all started out small and have a great interest in you getting it right. There’s no competitive pressure at all.<\/q> And so the young independent retailer started with a leap of faith – but also with clear expectations: “Don’t disgrace us, REWE. “<\/span><\/p>\n <\/div>\n\n <\/div>\n<\/div>\n\n

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There are quite a few colleagues that I can call at any time and ask ‘stupid’ questions. They all started out small and have a vested interest in you getting it right. There <\/span>is no competitive pressure at all.<\/span><\/p>\n<\/blockquote>\n <\/div>\n

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Moritz Breske, REWE independent retailer<\/p>\n <\/div>\n <\/div>\n

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Moritz Breske, REWE independent retailer<\/p>\n <\/div>\n <\/div>\n<\/div>\n<\/div><\/div>\n\n\n\n

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During this time, the company founder got to know and appreciate REWE Group’s cooperative structures. Working on the committees is an opportunity to give something back to REWE,<\/q> says Moritz, who is involved in the IT expert group, for example. <\/span> <\/span><\/p>\n

No less important for Moritz was his personal support: in the middle of the turbulent start-up phase, he got married, bought a house, renovated it and became a father.<\/span> <\/span><\/p>\n <\/div>\n\n <\/div>\n<\/div><\/div>\n<\/div>\n\n\n\n

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On an equal footing with the team<\/h2>\n

The culture of trust experienced at the cooperative is something Moritz also lives by with his team: My job is to communicate my vision to my management team and to trust that our employees will make the right decisions independently within the guard rails. I have divided the store into five areas. There is an assistant and two subordinate team leaders for each one. Once a month, all t<\/span>eamleaders<\/span> come together to exchange ideas. I tell them what I want, and our senior managers tell me what they need from me so that they can do their job even better. I am always impressed by the cool <\/span>ideas that emerge.<\/q> <\/span><\/span><\/p>\n <\/div>\n\n <\/div>\n<\/div><\/div>\n\n\n\n

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Moritz also lives the culture of trust experienced in the cooperative with his team<\/h2>
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