LONDON: Mohamed Al Fayed, the late owner of Harrods, manipulated managers through tactics of control and surveillance, dismissing those who resisted his influence, a former director has alleged in an interview with the BBC.
Jon Brilliant, who worked in Al Fayed’s private office for 18 months beginning in 2000, revealed that he was offered envelopes of cash totaling around $50,000 (£39,000) in an apparent effort to compromise and control him.
“He tried to own you. And ultimately, I got fired because I couldn’t be bought,” Brilliant claimed.
Culture of Control and Fear
Brilliant described a culture at Harrods where senior managers were discouraged from trusting or communicating with one another, creating an environment that shielded Al Fayed from scrutiny. He alleged that this structure allowed Al Fayed to cover up serious abuses.
“I 100% can see how the management structure and culture was set up to mask it from people,” he said, referring to allegations of abuse against Al Fayed.
Four other former directors anonymously corroborated elements of Brilliant’s account, painting a picture of a workplace rife with mistrust and surveillance.
Cash as a Tool of Manipulation
Brilliant recounted receiving a brown envelope containing $5,000 ahead of a business trip to Seattle. Although he attempted to return the money, Al Fayed insisted he keep it, allegedly asking, “You didn’t need any entertainment?”
Over subsequent trips, Brilliant continued receiving cash in large denominations, a practice he says was intended to create leverage.
Colleagues warned Brilliant that Al Fayed’s aim was to gather compromising information, such as evidence of improper spending, to use as leverage if needed.
Brilliant eventually used some of the cash, with Al Fayed’s approval, to purchase a home after relocating his family to London.
Widespread Surveillance
Brilliant also claimed he was subjected to surveillance, a hallmark of Al Fayed’s management style. He first suspected his phone calls were being monitored in 2002 when words from a private conversation were repeated to him in a meeting.
Another former director said he was warned by Harrods security that his company-owned property was bugged, prompting him to jokingly greet potential eavesdroppers each morning.
High Staff Turnover and Secrecy
Harrods was notorious for its rapid turnover of senior staff under Al Fayed. By 2005, The Sunday Times had recorded 48 dismissals before legal threats ended its coverage. Many departures reportedly involved legal disputes or non-disclosure agreements.
Brilliant, who oversaw projects ranging from Harrods Online to Fulham FC, said lasting in the company required unquestioning obedience.
“You had to just do what you were told, no original thought, no willingness to challenge the status quo,” he said.
Speaking out now, Brilliant hopes his story will encourage others to share their experiences and support victims of alleged abuse.
Harrods, now under different ownership, has not responded to Brilliant’s claims but previously stated it is a “very different organisation” from the one run by Al Fayed.
