Roberto Cesaretti

Leading the brand's Paris flagship operations across two of the most strategically significant doors in the global network, with progressive responsibility culminating in the simultaneous management of both locations. Overseeing a combined team of 24, including Assistant Store Managers, Clientelling Leaders and a mix of senior and regular stylists. – Delivered double-digit sales growth at Saint-Honoré versus the prior financial year, with stylists achieving top rankings in the worldwide performance ranking – Drove individual client portfolio analysis by stylist to identify growth opportunities and increase conversion and retention – Selected to pilot the Chloé Experience, the brand's new client experience programme, contributing to its internal communication and network rollout – Personally led high-touch client engagement including private dinners, lunches, out-of-store experiences and seasonal gifting programmes across client segments; actively participated in the seasonal show and showroom ecosystem – Recruited high-profile stylists and coached Assistant Store Managers, investing directly in team calibre and the next generation of store leadership – Served as a pilot location for multiple clientelling and operational initiatives, positioning both stores as reference points for brand-wide best practices – Hosted visits from the brand's Executive Committee and Group leadership, as well as key business partners – Contributed to internal reflection on retail standards, client experience strategy and process improvement across the network – Delivered excellent stock take and audit results; reviewed trading hours to optimise floor coverage and reduce overtime

Led one of the most iconic luxury flagships in the world, delivering consistent top performance and establishing the Avenue Montaigne boutique as the #1 store globally for turnover for two consecutive years, with a volume of approximately €50M. – Delivered exceptional post-COVID recovery: +32% in 2021 and +140% in 2022 versus prior year – Achieved a 25% increase in conversion rate through structured clientelling, team coaching and floor management discipline – Reduced stock loss from 1.89% to 0.04% — a near-elimination of shrinkage across a high-volume, high-value operation – Led a team of 65, with 7 direct managerial reports: floor management, clientelling, administration and operations – Navigated the business through the COVID-19 crisis, maintaining team cohesion and positioning the store for an exceptional rebound – Oversaw a best-in-class VIC programme in close collaboration with the in-store Clientelling Manager, driving top-client retention and acquisition – Maintained strong cross-functional relationships with Buying, VM, Operations, Retail Excellence, Events and CRM teams at headquarters – Coordinated multichannel operations across ysl.com and Farfetch, ensuring consistency between digital and in-store client experience

Led the entire Kurt Geiger operation within Harrods, one of the most complex and high-profile retail environments in the world, overseeing 17 concessions and 4 multibrand spaces across multiple floors catering to men, women, children and young trend — with a combined turnover of £100M, up 25% versus the prior year. – Managed a network of 17 concessions spanning some of the world’s most prestigious footwear and accessories brands, including Gucci, Balenciaga, Valentino, The Row, Tod’s and Gianvito Rossi – Led a team of 270 across 12 direct managerial reports, overseeing recruitment, development, performance management and succession planning – Held commercial accountability across the network, driving productivity, conversion and sales performance – Reviewed buying depth and option count, and contributed to the testing and introduction of new brands within the multibrand spaces – Developed and executed a retail calendar encompassing pop-ups, brand collaborations and client events, leveraging Harrods’ unique platform for brand exposure and commercial impact – Oversaw boutique refits and new openings, managing the operational and commercial continuity of the network throughout - Reported to the Kurt Geiger Retail Director while maintaining a direct interface with the Harrods Retail Director, navigating a dual stakeholder environment at senior level

Led Burberry’s most prominent UK retail operations across two consecutive senior appointments, combining flagship leadership with multi-site management and an active contribution to the brand’s international expansion. – Delivered a turnover of £35M at Regent Street, up 10% versus the prior year, leading a team of 220 including a dedicated Personal Shopping unit of 8 – Managed the Knightsbridge stores, overseeing recruitment, performance and operational standards across the portfolio – Represented Burberry on the ground during store openings in Russia — GUM and Vremena Goda in Moscow — training local teams on product knowledge, visual merchandising and brand procedures – Oversaw new openings and refits in the UK, including Covent Garden and the Knightsbridge stores – Proactively put forward both stores as pilots for POS technology, made-to-order and customisation programmes, and multichannel operations — all of which were subsequently rolled out across the wider Burberry network – Planned and executed sales-focused client events, strengthening relationships with top clients and driving incremental revenue – Managed the Personal Shopping team of 8, overseeing their development and ensuring a best-in-class private client experience

Managed two central London stores while contributing to the brand’s retail expansion in the UK and France, reporting directly to the Country Manager. – Delivered consistent budget growth across five consecutive financial years: +6%, +10% and +13%, against a cumulative turnover of £5.2M, leading a team of 60 – Managed Regent Street — Tommy Hilfiger's first major global investment and #1 store worldwide — with regular reporting to the Executive Committee – Supported the Champs-Élysées opening in Paris, leading operational setup, VM and local team training – Reported directly to the Country Manager, gaining early exposure to market-level strategy

- Turnover £9M +15% vs 2004 - 4 Managerial direct repots - Leading a team of 45 staff