But is there anything different about managing a mega mall, apart from the sheer scale of operations? The most important point is that schemes like Bluewater are the focus of national attention. If anything goes wrong it makes the national media rather than just the local paper, with a concommitant increase in PR fall-out.

That can also bring other unwelcome attention, as when Islamic terrorists allegedly staked out Bluewater, and when the IRA actually blew up the Manchester Arndale.

And the rents commanded by these malls means that retailers are inevitably under pressure. It's a moot point how many actually make money paying over £400 zone A at Bluewater. Of course what is taken through the till is not the end of the story - there are intangible brand benefits that come from having a flagship store in such a mall. But that inevitably means hard-pressed store managers expect the highest levels of service from centre management.

On the other side of the coin, managers in a mega mall have the support of a large team of experts. And obviously there's a lot of kudos attached to managing the biggest and the best, and hopefully a pay packet to match.

It's also worth bearing in mind that the millionaire's club is going to get rather less exclusive. Glasgow alone could have three schemes with seven-figure floor areas before long, and developments and extensions in Liverpool, Bristol, Leicester, Derby and Cardiff will create centres on a similar scale.

So welcome to the club Andrew and Robert, and the best of luck with your new challenges.

Graham Parker, Editor

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