From managing a single store to leading one of OSL’s largest client portfolios, Brandon Johnston’s journey has been defined by action, trust, and a deep understanding of what it means to grow beyond the business while empowering the people.
Now as Client Service Director at OSL, Brandon oversees the Samsung Experience Stores program. But his role is so much more than day-to-day operations! He’s a strategic leader shaping what exceptional client service and team development looks like and can become. In this Leadership 1-on-1, Brandon shares his approach to building long-term partnerships, the aha moments that changed his career trajectory, and the value of leading with curiosity.
When it comes to client relationships, what’s your go-to approach for turning a good partnership into a great one?
My approach is centered around us building strong client relationships. Ultimately, we don’t want to be seen as just another vendor. Our goal is to become a trusted advisor to our clients. We do this by consistently deepening our understanding of their businesses and looking to solve their most complex challenges. This also enables us to grow our business with each client simultaneously, which is a win-win scenario.
Take Samsung as an example. We inherited a strong relationship, but we’ve worked to become the team they turn to when facing big, difficult challenges. That’s how we’ve earned trust and expanded the partnership into new areas like field marketing, chat support, and after-sales service. The growth wasn’t immediate — it came because we first proved we could solve key retail problems and deliver results. From there, the rest followed.
What’s a common misconception about developing client services that you wish more people understood?
That it’s easy. If it were, everyone would do it! We’re not here to chase low-hanging fruit. We partner with Fortune 500 companies facing major challenges, and they come to us because they know we can deliver creative, collaborative, and resilient solutions. Our value is in solving the problems others can’t.
Have there been any “aha” moments in your career at OSL that changed the way you approach leadership or strategy?
I’ve had many “aha” moments, but my first one as the new district manager for the Samsung stores came days into the job when we had an unexpected client visit. I watched my managing director stop everything he was doing to clean a smudge off the front door glass. In that moment, it didn’t matter that he was leadership, he just did the work that needed doing, no matter what, and that was a big deal.
So, it wasn’t really about the glass. It was about the urgency, the symbolism, and the hands-on leadership style that said: no task is too small, and the client experience always comes first. That lesson has stuck with me ever since.
How do you translate in-store experiences into long-term customer loyalty?
It starts before a customer even walks through the door. Everything, from a clean storefront to how we welcome people, sets the tone. Our associates are trained to be curious and ask more questions (the first “A” in our triple-A strategy), get to know each customer’s lifestyle, and make personalized recommendations that feel like a service, not a sale.
After the sale, we ensure every customer walks out with a working device. We transfer their data, set up their preferences, and provide a quick tutorial. Then we follow up three days later, a few months later, and again when new products are released. Those multiple touchpoints help build trust and turn one-time buyers into long-term, loyal customers.
What’s one trend in retail that excites you the most right now?
The shift toward curated experiences. Retail isn’t just about the product anymore, it’s about that experience, it says so right in the store’s name! That’s what excites me most, creating those opportunities for customers. I want to develop a real pride of ownership amongst people that are invested in the Samsung brand, which is our ultimate goal. With so many places to buy the same item, we have to differentiate ourselves by how we make customers feel. That’s where OSL shines.
You’ve led both field sales teams and corporate teams. What’s one key difference between the two, and how do you ensure they’re working together smoothly?
For me, my leadership style doesn’t change between field and corporate. People are people, and it’s about understanding where someone is on their development journey and meeting them there.
Some need hands-on support. Others thrive with autonomy. The key is building trust and ensuring every person has one foot in what’s comfortable and one foot in what challenges them. That balance is where growth happens, and it’s something I’ve personally benefited from thanks to the mentorship of leaders like Rob Scully. Through my journey at OSL, going from store manager to district manager and then into a director role, they’ve always supported me by urging me to keep one foot in my comfort zone and another in the unknown, in that space of learning. I don’t think I could have achieved what I have without them creating that environment for me and developing that level of trust.
When you mentor other retail leaders, what’s one lesson you try to pass on?
Be brave. Take risks. Have an entrepreneurial mindset.
I want our store leaders to know it’s okay to try something new. Some of our best ideas and biggest revenue wins have come from the field. One store leader in Montreal helped us build a new service-to-sales program that turned into a major revenue opportunity. That only happened because he felt safe to speak up and offer a new idea. I want to keep fostering that kind of environment.
How do you keep learning and growing as a leader when you’re the one others turn to for guidance?
I’m lucky to be surrounded by incredible mentors here at OSL, and I make a point to learn from them as much as I can. I’ve also carved out time with senior leaders to explore new areas like business development and RFP processes, even bringing in new client leads myself.
Outside of OSL, I use LinkedIn Learning, read widely, and connect with community leaders. The key is to stay curious and open, learning doesn’t stop when you get promoted.
What’s a surprising lesson you’ve carried over from parenting into your work at OSL, and has it worked??
The biggest tactic I’ve applied is teaching critical thinking. Just like with my boys, I try not to spoon-feed answers to my team. Instead, I encourage them to ask themselves a series of questions — the answers to which guide their next steps. It builds a disposition toward action, not waiting for direction.
Also, if your sons had to describe what you did for a living, what would they say?
According to my sons, all of this makes me a “boss” who sells “cool technology for OSL.”
What excites you most about the future of OSL, and where do you see the biggest opportunities for growth?
OSL has grown so much in the last few years — not just in size, but in capability. We’ve shown we can be agile, take risks, and enter new verticals with confidence. That’s what excites me most: our ability to evolve with the market and continue building deep, long-term client relationships.
Personally, I’d love to continue growing within the retail space at OSL. I see an opportunity to become the go-to retail expert within the organization — to lead multiple client portfolios and help shape our future from the ground up.
Last question… What are you most proud of?
People development. Hands down.
In SES Samsung Experience Stores alone, we’re a relatively small crew, but we often promote internally because we believe so strongly in our team. Our assistant managers, store managers, corporate support, even people now working directly with Samsung, many started in our stores. That’s not by chance. We meet quarterly to assess talent, build unique development plans, and map out how OSL can support each person’s goals. Watching that growth unfold has been the most rewarding part of my journey.
Closing Thoughts
Brandon’s leadership is rooted in action, authenticity, and a genuine belief that people, both customers and employees, should feel seen, supported, and empowered. His story is proof that no matter where you start, there’s room to grow with OSL. All it takes is trust, a good idea, and a willingness to go all in, smudged glass and all.