The decision, when it finally came, was swift and savage. For a number of months now, the London-based hierarchy of Debenhams had become increasingly concerned about the abject financial performance of its Irish operations. As the company sought to implement Debenhams Redesigned, a grand strategy to redefine the perception and profits of the wider group, it was struggling to get a real handle on Ireland. Losses were mounting. Growth was sluggish. It was becoming a drain on its parent – both financially and emotionally. So, from the start of this year, it had been examining a suite of options for…

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