Francois Magnet
I bring extensive experience leading large retail and wholesale teams for luxury brands, driving sales, optimising customer experience, and executing effective omnichannel strategies. Fluent in French, English, Italian, and Spanish, I quickly adapt to dynamic retail environments and thrive in fast-paced settings focused on delivering exceptional service and results. Beyond my analytical thinking and operational experience, I constantly explore my sense of leadership based on a can-do attitude with strong cultural adaptability.
Objective to develop the brand by boosting Whl/Fr distribution, opening direct stores, introducing new product categories, strengthening the buying process, setting up retail procedures, and creating positive retail culture. • In charge of 16 direct stores, 17 franchisee stores and Ecom • Actively contributing to significant growth on all channels through a 5 years plan by securing new locations. P&L owner • Driving healthy, balanced and sustainable growth, managing product mix and retail KPIs while enhancing brand desirability. • Reporting to founder, leading and developing a team of 20+ employees (Retail, Whl, Ecom, Training, Store planning, VM,Marketing, Operations and Buying teams)
• Business Development: Developed an Italian luxury brand in the Middle East. Supported the opening of a new shopping mall in Europe. • Merchandising: repositioned a leather goods Italian brand through governance reorganization, merchandising reviews and budget forecasts. • Retail: reviewed retail environment for a luxury sportswear company, enhancing clienteling and shopping experience measurements (CXG & NPS).
Accompanied the new Printemps Homme with the objective to magnify the retail experience, reinforce the clienteling, instill a dynamic retail culture, accelerate the digital transformation and improve the operational excellence. • Retail: Reached over 130M€ net revenue (double digit growth pre Covid) with 7 floors distributed on 11,000 m2. P&L owner • Team management: Leaded and developed 20+ managers and 300+ client advisors through SMART objectives, personal feedbacks, visibility, recognition and celebrations as a requirement to the collective performance. • Clienteling: Developed CRM program to recruit, retain, upgrade and dedicated training sessions. CR% +3pts, UPT +0,1, NPS>8. • Buying: Supported buying strategy to identify product opportunities and enhance profitability per m2 (+56% CAGR). • Operations: Refined loss prevention (<5% net sales) • Digital: Implemented omnichannel strategy (+43% in 2021) by educating sales associates and adapting selling ceremony.
Revitalized the business activity with a focus on the Parisian flagship to reorganize the local structure, enhance the brand awareness and review the merchandising to adapt to local specificities. • Retail: Increased sales to 27 M€ in network of 10 direct storess. Improved KPI (cross selling +7%, average spending +9%, mystery shopping >85% and retention rate at 57%). • Team management: Created a new organization. Set up more competitive commission scheme. Staffing cost reduced to 14% (-5 pts). • VM and Buying: Ensured optimal product assortment and adequate VM. • CRM: Developed external relationships to recruit new clients (+18% new clients vs N-1) and improve loyalty (retention rate at 57% +3 pts).
New cultural approach to improve relationship with local distributors and expand the sales activity in the most profitable region (42% EBITDA). • Franchising: Exceeded sales targets to reach 39M$ with 20 POS by driving seasonal showrooms. • Planning: Defined markets product assortment to match customers’ expectations and brand strategy while monitoring metrics by sku. • Business Development: Accelerated development with 11 openings in Franchising • Retail management and operations: Supported trainings, controlled variable costs, monitored KPI and executed stores visit procedures contributing to boost the mystery shopping results from 68% to 76%.
Reported to the commercial director during a maternity cover and the mission to create 5 years business plans to accelerate development. • Business Development: Contributed to 8 retail openings along with conversion of Wholesale SIS into concessions. Partnered with Store Planning and Merchandising to ensure deadline and review layout. • Legal: Overhauled distribution contracts with partners among which Middle Eastern lease agreements. • Supply chain: Oversaw production deliveries with Factories in Italy to adjust seasonal orders.
Implementation of lean manufacturing process at the atelier with creation of new productivity metrics • Industrial Control: Perused lean manufacturing indicators and guided production team in their decisions
Bought back by LVMH with new Top Management and the objective to structure the back office to support Top Management in its decisions. RETAIL MERCHANDISING EMEA • Merchandising: Challenged allocations to reduce stock ageing (-8% vs. N-1) while increasing Sell Thru (over 70% before clearance sales) and sales (+3% vs N-1) by creating and monitoring OTB per store (replenishment, slow movers incentives, ratios). WW BUSINESS ANALYST • Reporting: Designed reporting (M2 & FTE profitability, LFL, perimeter and exchange rate effects) for weekly executive summary. Controlled CAPEX envelopes for different store projects in the upcoming 5-year period.
• Management control: Monitored P&L to reach the bottom line, controlled stock accruals and streamlined facilities contracts. • SAP project: Redacted business cases and trained end users for effective go-live.