Proof that it’s not all doom and gloom in retail, family-run indie group Lark is about to open its twentieth store. The London-based lifestyle independent has been gradually expanding its portfolio over the last two decades, almost doubling its number of locations in the wake of the pandemic. Today it runs a string of shops – ranging from 500 to 1,200sq ft in size – in London villages such as Wimbledon and Clapham as well as Surrey.
For husband-and-wife co-owners Priya Aurora-Crowe and Dominic Crowe, its success is largely down to its high-value proposition encompassing inclusive (and exciting) gifts, homewares and clothing. “Our ethos is to serve local communities and offer something for everyone,” says Priya. “Each of our stores is an Aladdin’s cave of trinkets with price points that are competitive with the high street. We offer good value for money, yet also provide a more personal boutique customer service and experience.”
Early bird
The first ever Lark opened on Balham’s Bedford Hill in 2001, selling a small selection of affordable gifts and trend-led clothing. Back then it was Dominic, a former website designer, spearheading the business while Priya worked as a secondary school teacher. Within a few short years, he expanded with a second bricks-and-mortar store in nearby Earlsfield. Its success was staggering – so much so that in 2015, Priya decided to hand in her notice and join the business full-time. “We soon found that we made a really good team,” says Priya. “With both of us at the helm, the business began to expand quite rapidly.”
The couple split their responsibilities across the business, and each has their own clearly defined role. Priya oversees the enormous task of buying from Lark’s 500+ suppliers while managing the group’s 130-person team. Meanwhile, Dominic controls the accounts while taking care of shop-fitting and maintenance. “We have very separate roles at work, and I think that’s crucial when you’re married to your business partner,” says Priya. “When we’re at home, we try not to talk shop either. I often say a problem shared is a problem spread.”
Clearly, it’s a strategy that works. Lark enjoyed a bumper year for growth in 2023 especially – despite the cost of the living crisis ravaging the retail sector. The couple opened eight new shops across several Greater London villages and Surrey, as they ventured outside of the capital for the first time. Expansion only slowed down in 2024 following the birth of their second daughter and relocation to Weybridge, where they have naturally opened another shop.
However, with a new store about to be unveiled in West London’s Acton any day now, it’s likely that this pause was only temporary.
Spreading wings
Finding new units and areas for Lark to expand into seems to be a surprisingly easy part of growing the business. The couple works with a letting’s agent, which scopes out the best premises on their behalf: “We are offered a few new potential units every week, so there’s a lot of choice,” says Priya. “For our first eight shops, either Dom or I had personally lived in those areas, so it was easier to know if Lark would fit into the local community. These days we’ll mill around, see what the vibe is like, and then go from there. There’s no set formula, we just make sure it’s a true fit for Lark.”
Having only recently stepped outside of London (the first Surrey shop opened in Woking in 2023), it’s perhaps unsurprising to hear that Lark’s best-performing stores are located in the capital: “Some of our South London shops are doing exceptionally well,” says Priya.
With each catering to a wide demographic, Lark’s product range is split into three price points: entry level, mid and high. Shoppers can spend anything from £2 on a birthday card to £100 on a screen-printed One Hundred Stars kimono. “Our shops all stock the same products and brands,” says Priya, who buys for the entire business with the help of a small team. “Each has its own unique personality, but the items we carry (and our merchandising) is echoed across all our locations. Buying differently for every store wouldn’t be logistically possible.”
Lark’s community-led ethos is echoed across its product range, with many brands chosen for their unique back stories and family values. Sustainable options are offered in abundance at its stores, from reclaimed wool and recycled paper notepads to ‘his and hers’ biodegradable bamboo toothbrushes and lip balms made from fruit waste. Home fragrances and clothing are the strongest performing categories, and Priya naturally takes an all-inclusive approach sourcing options for everyone: “We stock Scandinavian fashion brands for men and women such as JDY, Vero Moda, Selected Homme and Rains,” she says. “Aery candles are very popular; we love working with them – their ethos and quality is fantastic. Paddywax is also a big seller; customers love their quirky designs and how some products can be re-used as vases or planters after burning.”
Flocking together
To source the group’s stock, Priya and her team visit showrooms and trade shows each season as well as scouring online platforms. “I find buying so enjoyable – for me it’s the most fun part of running the business,” she says. “But it’s a full-time role and there aren’t enough hours in the day.”
The co-founder especially enjoys visiting brands and “seeing the effort they put into showcasing their latest collections.” This includes going to Bestseller’s London showroom once a month to forward-order stock: “With clothing I have to touch and feel the pieces first, so I’ve always bought fashion ahead of the season.” She’s also a big fan of trade show Harrogate Home and Gift: “The vibe at that show is very different. It’s a more leisurely paced show, and it’s always sunny in Harrogate.”
Priya says she is led by quality above all else, followed closely by margin and a suitable price point. And while she reveals she discovered some exciting new brands at this season’s shows, she admits that finding the right stock is not as easy as it used to be: “I’d say it’s getting harder to find suppliers that tick all the boxes, especially when it comes to price points. Sometimes you discover new brands that have fantastic products, but the quantity of scale isn’t quite there. That can be disappointing, but I will wait a couple of years until they have grown and can accommodate our needs.”
Suppliers wanting to work with Lark can also send a pitch to its buying team (E: larklondonbuyingteam@gmail.com). According to Priya, this can be a great way to discover smaller suppliers or those at the beginning of their journey: “A lot of new brands can’t always afford to show at trade shows, so this gives everyone a fair trial,” she says. “We have a dedicated team that goes through the applications to see if we can uncover any hidden gems.”
Online migration
Making a strong case for bricks-and-mortar retail, Lark’s physical expansion is far outstripping its digital one. Dominic and Priya took the business online in 2017, when their first child was still a baby, to capture customers who didn’t always want to visit the shops: “The e-commerce side of the business grew during covid and we were lucky to have a warehouse and separate team in place,” says Priya. “It has slowed down since then but it still does very well.” Today Lark’s website commands around 5 per cent of the overall business – a significant amount given the number of physical stores.
Like most retailers in 2025, Lark enlists social media to help drive sales both in-store and online. The company employs a full-time social media manager who travels around all its shops to create engaging content for its Instagram and Facebook pages. “She is a very busy woman,” says Priya, adding that the focus is on “authentic content,” such as new product drops and unboxing deliveries. “Standing out on social media is the difficult part,” she explains. “But our strategy is to showcase what we have on offer, create some excitement, and encourage people to visit our shops.”
Despite Lark’s undeniable success, Priya is still concerned about the changing retail landscape and fears that next month’s rise in business rates and National Insurance contributions could have a negative impact on the group: “Retail is getting much harder,” she says. “The government is making it more difficult for businesses to succeed, although I don’t believe that is their intention. I think we’re going to see a lot of retailers getting into difficulty this year, but we’ll have to see how it plays out.”
Yet, the future looks optimistic for the business as we move in SS25. Plans for the rest of this year include refurbishing and investing in Lark’s older shops, with Dominic overseeing updates to improve the overall shopping experience across the entire group. And what of the couple’s long-term vision? “We just want to continue servicing the community and being an asset to the high street,” concludes Priya. “There’s so much negativity at the moment and we are seeing shops closing down all the time. It’s so great to be part of something positive – we must keep bricks-and-mortar retail alive.”