Evolving in the world of Luxury, Fashion and Beauty for 20 years, my dual training Engineer CentraleSupélec and Business School ESSEC allows me to approach challenges with a 360 ° vision, from Product / Material Development and Creation to Retail through Industrial, Business Development and Communication by seeking to innovate at all levels. The common thread of my career is Product Developement & Creation and the Collections Direction at large - Collection and Retail Merchandising, Marketing, and coordination with Industrial Teams, Artistic Directions, Studios, Production, Retail and Training teams - in international contrasted environments such as L'Oréal, Hermès and today the LVMH Group. I acquired a very in-depth knowledge of the China / Japan / US markets on businesses that can exceed one billion €. My motivations ► My passion for the Luxury & Fashion universe and especially Leathergoods, integrating creativity and innovation at all levels - product, know-how, process, storytelling - especially if they make you inimitable, and allow you to stay one step ahead of the competition. ► My deep desire to combine strategic vision and excellence in the implementation of action programs by combining analytical spirit and synthesis always in a financial logic of return on investment to guarantee a virtuous business. ► My taste for action, combining the ability to integrate and concretize the strategy, establish dynamics, federate individuals both vertically and horizontally, up to sales teams. My expertise - 20 years of Luxury experience ► Business Development, including Marketing Intelligence, Collection, Retail / Wholesale, Operational Marketing. ► Product and new Material development in coordination with Industrial Teams, Art Directions, Studio, and Supply Chain while guaranteeing fair price, desirability, perceived value and margins. ► Project management in direct and transversal management, multi-site, multi-skills and multicultural. All in demanding environments, requiring adaptation to the cultures of the Houses and on a wide product spectrum, both artisanal and industrial. Business Unit Director | Marketing Merchandising | Luxury Leather Goods Craftsmanship Fashion Beauty Watchmaking Jewelry | Performance Innovation | P&L | Product Collection Development | Retail Wholesale Digital | Repositioning Transition | Tech
POINTS CLES ► Lancement d'un nouveau label de Mode Premium en Prêt-à-Porter et Accessoires pour FW24 ► Définir, implémenter et structurer la Stratégie Marketing dans un contexte de forte croissance sur 2 niveaux d'offres aux positionnements distincts : une offre Accessible et la collection Premium 'X' ► Définir la Stratégie Marketing et Communication aux côtés du Directeur Artistique, Raphaël Young ► Définition de l’ADN, développement de la désirabilité et de la notoriété ► Organisation d’une communication 360 structurée et efficace avec une vision digitale ► Dynamisation des RP, animation d’un réseau d’ambassadeurs et d’influenceurs à travers l’Europe, présentation lors de la Paris Fashion Week Homme FW24 MANAGEMENT : 8 ENJEUX : accompagner la DA dans la création d'une nouvelle marque et l'inscrire dans le circuit mode dès FW24 (Défilé, Sessions d'Achats, Bureau de Presse) et atteinte de l'équilibre grâce au lancement d'une activité Sneakers dès SS25 en partenariat avec le Chief Global Wholesale Officer PERIMETRE : environnement de marque global (Prêt-à-Porter, Accessoires, Shoes) STRATEGIE Forger un nouveau label de Prêt-à-Porter parisien ‘X’ soutenu par un business Sneakers profitable dès 2025 et établir pour ‘PROJECT X’ un positionnement de marque de Streetwear Premium Accessible unique sur le marché ► Présentation de la 1ere collection FW24 de ‘X’ durant la PFW de janvier 2024 et finalisation de la collection SS25 ► Élévation de ‘PROJECT X’, refonte identité visuelle, développement communauté digitale (IG > 300K, Tik Tok x6)
KEY POINTS ► Analyse and reposition the activity as a premium brand and unleash its potential ► Construction of a virtuous business: upgrading desirability, volumes and profitability ► Increase in the share of the category, particularly in China (+6 pts) ► Improved Adoption Rate x1.5 MANAGEMENT: 10 SCOPE: development, industrialization, launch of 6 collections Maro, Shoes, Accessories (Textiles, Jewelry, Hats ...) under 2 Artistic Directions CHALLENGES: overhaul the Accessories business with Premium positioning, x2 revenue ambition and maximized margins STRATEGY: restoring ambition, forging an "Accessories" identity ► Project ‘Made in Europe’ ► Priorities: Women Leather Goods, Sneakers, Hats & Caps ► China Market Focus: increase in category share thanks to GenZ targeting ► Growth drivers vs. Le Tigre: complete switch on FW22 ► Collections reduction width -50%: improved adoption, industrial performance, margins and deliveries ► Creation of 'gender fluid' and 'environment friendly' collections with new categories, organic cottons and leathers sourced on best sellers: image increase and desirability HR: diagnose, unify, resize, structure teams and increase performance ► Creation of synergies with Ready-to-Wear: productivity gain ► Better integration of the category as a BU in the house priorities DRIVE: federate by creating transversal collaborative modes ► Gain on development leadtimes of about 30% ► Accelerated commercialization of agile projects with go-to-market leads < 6 months ► Upstream integration of sales teams: reliability of sales forecasts FINANCE: improve profitability and align KPIs with strategy ► Price increase +30%: perceived value improvement while preserving volumes ► Average profitability gain +6 Pts ► Creation of weekly reporting for real-time performance management by product line
KEY POINTS ► Women Small LG, 20 collections, TOx2 and Personnalisation Services ► Industrial optimizations, costs and margins on Best Sellers ► Improvement in quality deliveries (+50%) and Sell-Through ► Personalization: global vision and P&L MANAGEMENT: 5 SCOPE: Women Leather Goods & Personalization CHALLENGES: energize Small Leather Goods, consolidate Personalization STRATEGY: forge agility and performance levers ► Small Leather Goods offer: SKU flat despite x2 TO, increased efficiency and margins ► Product strategy: increasing desirability. Extension Small Leather Goods by targetting GenZ. High Tech friendly offers. Strong growth Exotic Skins ► Area needs: specific China (Chain Wallets) or Japan (Card Holder). CNY and Chinese Valentine's animations ► Personalization: 'My LV Word Tour' offer, delivery deadlines -45%. 'NOW YOURS' project: initiation and project management, transversal vision and P&L HR: lead of active communities with a 'BU' spirit ► Transversal management of multi-skills teams: 40 people within Studio, Merch, Indus, Supply Chain, CIO, 5 European sites INNOVATION: standing out vs. competition ► Intense tech monitoring (Shenzhen, Hong Kong) ► Quality and lifespan improvement : time savings and margins ► Think Tanks Tech / Eco-design: lead on collective reflections DRIVE: optimize process and performance right up to the points of sales ► Diagnosis and optimization: +70% of OK Showroom references ► Industrial optimizations of the Top 10 and semi-finished ► Mix Collection Complete brief to boutiques: increased involvement of Sales Forces and Turnover ► Reporting: Annual Activity Reviews FINANCE: making Small Leather Goods a profit source and Personalization a Business Unit ► Small Leather Goods: vol/val strategy, margin improvement with growth context x2 ► Exotic skins: x2 production capacity, margins +20% on Best Sellers ► Business 'Cloud Projects' security: responsiveness if turnover drops ► Personal: first P&L aggregated all practices
KEY POINTS ► 10 collections ► Turnover x2 >200M€ and new territories with turnover ► Increased influence and image MANAGEMENT: 4 SCOPE: Men & Women / Small Leather Goods, Accessories, Agenda and “Ecriture Hermès” CHALLENGES: unify and energize historically separate activities, bring modernity STRATEGY: awaken the collections ► Offer: success of the category and presence on the shows ► Efficiency of collections, 30% reduction of SKUs while maintaining performance: work load reduction Studio/BE/BM, reliable leadtimes ► Desirability: new territories, first hands-free wallets, rejuvenation and desirability ► ' HigHtecH': growth on Smartphone business, turnover +50% in 2014 on 'Memory Holder' category, Connected Object reflection ► Innovation Know-how: leather marquetry, silk linings, silk in outer material, 'Micros Précieux', upcycled Silk Notebooks ► Men's offer: strong development, new territories, turnover Petite Maro +105% ► Writing: Nautilus Pen (Marc Newson), Bag, Small Leather Goods and Stationery https://www.hermes.com/be/fr/product/stylo-plume-nautilus-H200723Av2U/ HR: modernizing resources while respecting the Maison culture ► Dynamization team x2 with integration high potentials modernize the Business approach MANAGEMENT: concretize the strategy, present the offer, optimize and make the leads reliable ► Business Strategies: 4 COMEX reflection platforms in 5 years ► Redesign process collections ► Writing project management, 360 launch by inclusion upstream of the entire chain: dedicated store space, press launch with positive spin-offs FINANCE: framing the creation and ensuring the profitability of new projects ► Development of designer contracts, royalties, industrial, quality issues ► Budget: negotiation and preparation of COMEX presentations ►1 presentation / year ► Investment: proposal and negotiation, 500 K€ as part of the writing
KEY POINTS ► Terre d'Hermès: accelerated growth in 2009 and 2010, becoming the main provider of business Turnover ► Launch of the first 3 Colognes: immediate market adoption and incremental turnover ► Innovations imitated by the competition: Men's perfume, Colognes, refill, travel vape... MANAGEMENT: 2 SCOPE: Collection Development and Visual Merchandising – Colognes, Terre d'Hermès, Fêtes en Hermès CHALLENGES: Implement Hermès Parfum's strategy, maintain strong growth in Terre d'Hermès, define new sources of turnover while respecting the Maison culture. STRATEGY: boosting the growth of Men's and Shareable key lines ► Hermès Parfum strategy: preparation of COMEX strategic presentations ► Hermès' journey: developments at the first internship ► Terre d'Hermès: nourishing performance, communication, launch Le Parfum, L'Eau très fraîche, 3 Limited Editions, travel spray "133G". Visual Merch - increased visibility, growth of the weight of the franchise in the turnover ► Les Colognes: animation launch, 3 Colognes in 2009 with derivatives, rechargeable vape, 2 new Colognes and Concentrated Waters ► Les Fêtes en Hermès: transversal graphic concepts Maison ► Visual Merchandising: direct development of POS furniture INNOVATION: maintaining a leading status in professional perfumery ► Recharging: innovative and original systems – retractable funnels, stretched glass refills... ► New fragrance concepts: modernized Cologne, Pure Perfume for Men, market benchmark ► New bottle concepts: mini lightweight shockproof vape, spray to hang on you... ► New territories: strategic reflections on Beauty DRIVE: launches on time in full ► Strong relationships Creation: Bali Barret, Jean-Claude Ellena ► Multi-site activity on 6 teams - Nose, Labs, Dev, Commercial, Training, VM ► Retail / Wholesale strategies FINANCE: ► Management of the Development Budget, 100 K€ on the concerned franchises
KEY POINTS ► International launch in 2009 of the Parfum Eau Mega, with Raquel Zimmermann as its muse, and preparation of a new men's fragrance MANAGEMENT: 2 SCOPE: Fragrance Products Development CHALLENGES: intensify the growth of Viktor&Rolf, a niche brand. Development of new concepts DEVELOPPEMENT PARFUMS: strengthening growth through creativity and innovation ► New Feminine and Masculine, concept, pack, product innovation registered: the 'Megamizer' (specific spraycap system) DRIVE: coordinate 360 mixes ► International meetings: presentation of plans in front of 1000 internal actors, workshops Directions Mkt and Zones ► Marketing Divisions & Prospectives: preparation for presentations to Top Management ► Advertising: strong links with Agencies (Baron & Baron), recos concepts muses ► Digital: redesign of the V&R website.com in coordination with digital design agency ► Marketing Intelligence: qualitative studies Mix with Institutes
KEY POINTS ► Successful launch and support of 2 major franchises for Lancôme, Hypnôse and Miracle, €100M Sell-Out MANAGEMENT: 1 SCOPE: Fragrance Products Development CHALLENGES: intensify the growth of Parfums Lancôme, 1st brand in the Luxury Division. Support for flagship franchises and development of new concepts. DEVELOPPEMENT PARFUMS: strengthening growth through creativity and innovation ► Lancôme Hypnôse: launch, enrichment of the franchise, development of the Business, franchise Eau de Parfum + Ancillaries 2005, Eau de Toilette 2006, Extract of Perfume and Light Water 2007. Reflection intense water "Feline Hypnôse" ► Lancôme Miracle: franchise support, Eau Miracle Summer Limited Edition, "Miracle Forever" launch, refresh advertising communication ► Lancôme "NEO": concept 'freshness' young woman, taken over for PARISIENNE d'YSL DRIVE: coordinate 360 mixes ► International meetings: presentation of plans in front of 1000 internal actors, animation workshops Directions Mkt and Zones ► Marketing Divisions & Prospectives: preparation for presentations to Top Management ► Pub: strong links with Agences (Air), recos concepts muse, revival com Hypnôse 2009 with Wong Kar Wai ► Marketing Intelligence: qualitative studies Mix with Institutes - more than 10 complete studies
KEY POINTS ► Major operational launches for L'Oréal, with a strong influence on Giorgio Armani, who entered the Top 5, and immediate success of V&R through a media launch and concentrated product of innovation MANAGEMENT: 1 SCOPE: Operational Marketing Perfumes and Make-up Zone France - Advertising, Promo and POS CHALLENGES: Operational Marketing – Calibrate, coordinate launch and ensure economic success PRODUCT LAUNCHES: optimize budgets and coordinate launches on the French market ► Viktor&Rolf: brand launch, Flowerbomb N°2 at the launch Panel NPD ► Giorgio Armani Parfums: key launches, Sensi 2002 (N°3 Panel Secodip), Emporio Armani Night 2003 (N°4 Panel Secodip) ► Giorgio Armani Cosmetics: Make-up France, Opening of 4 Flagships, event catwalks, make-up classes DRIVE: ensure follow-up and coordination with International Marketing and Sales Teams ► International marketing: challenger, report key messages product mixes, size launches ► Areas Department: market analysis, performance, consolidated vision & average engine and advertising needs ► Sales teams: sell, motivate, presentations to major retailers ► Training & Com: upstream coordination around the launch strategy including journalists ► Visual Merchandising: specific POS and showcases, podiums ► Marketing Intelligence: quality mix and quanti mix and advertising studies ► 5 complete studies FINANCE: ensuring turnover while respecting budget and profitability ► Budget Management: annual budget Pub / Promo / POS 150K €, realization of an Excel database shared with Finance ► Margins: monitoring selling price and purchasing costs products and engine means, supplier negotiations, profitability management ► P&L vision: construction by project, consolidation and validation General Management COMMERCIAL / SALES ► Road internship: 6 months in "Nursery" status. Sale to perfumeries and pharmacies of Biotherm and Cacharel novelties