Projects

Role: Co-founder, CEO+CMO

Geography: Worldwide

Duration: 4 years (2018-2023)

Job description: 

• Built from scratch a next gen premium sneaker brand, 100% vegan and unisex (co-founded with Balenciaga’s former Head of shoe design).

• Managed company strategy and P&L and, oversaw operations from product development to sales.

• Managed all communications & marketing including branding, campaign creative direction, special projects & collaborations, influencer marketing, online and in-store activations, content creation, community, performance marketing, PR, AI and Web3 initiatives etc.

• Managed wholesale operations, collaborating with over 30 high-end department and concept stores across North America, Europe, Asia, and the Middle East.

Achievements:

• Reached $1.2M in revenue and profitability in the first year with a modest $150K financing, sustained it during Covid, and then achieved a growth of +30%.

• Established a customer base of 50% Gen Z, 50% millennials, 30% North America, 65% Asia, with a 50-50 split between DTC and Wholesale.

• Dropped over 50 iconic styles including 4 NFT.

• Collaborated on 16 special projects with artists (Rico Nasty, Tommy Genesis, Poppy, Akini Jing), brands (XXXXTH, Palm Angels, Happy Socks), retailers (Nordstrom, NAP, Club 21), and platforms & consumer tech (Samsung, Futures Factory, Bitski, IMVU, DMAT, Zepeto).

• Received endorsements and media coverage from top outlets such as BOF, Dazed, Hypebeast, Highsnobiety, Footwear News, Vogue, Esquire as well as influential artists such as Lil Nas X, JBalvin, Bad Bunny, Lizzo, Gigi Hadid, M.I.A., Kim Petras, Tommy Genesis, …

• Signed wholesale partnerships with leading department stores and concept stores such as Nordstrom, SKP, Galeries Lafayette, Luxemporium, Club 21, Bon Marché, Fred Segal, GR8, Boon the shop, The Webster, That, ….

• Nominated at the European Metaverse 2022 “Top Fashion, or Consumer, Brand Initiative.

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Mission: Chief Digital Officer (in Transition Group) - Digital Transformation

Geography: Worldwide

Duration: 2 years (2010-2012)

Management committee questions:

• What is the current status of our Group's digital and omnichannel strategy?

• How do our divisions and brands stand in terms of digital and omnichannel presence?

• How can our Group support our brands, and what organizational structure should we establish?

Project main phases:

• Digital audit of the 5 divisions and 58 brands, covering strategy & roadmap, organization, and talent assessment

• Strategy and organizational recommendations at the Group, Division, and Brand levels

• Served as transition Chief Digital Officer, supporting the Fashion & Leather Goods division in developing digital excellence capabilities, assisting the Wine & Spirits division in creating a brand & CRM platform, helping 4 brands (Celine, Loewe, Givenchy, and Bon Marché) define their digital and E-Commerce strategies and resolve day-to-day challenges

• Group Digital Team co-creation

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Mission: Digital Academy program design, launch and assistance to implementation

Geography: Worldwide

Duration: 1 year (2012)

Management committee questions:

• How to create, develop and strengthen a digital culture amongst “on” and “off” line populations to support  Kering’s e-business vision and objectives

• Develop an e-Community and training path to retain and develop our best resources.

Project main phases:

• Workshop & Interviews with the Group Digital Director, Internet Managers, HR managers to identify their needs & expectations, identify populations and validate the training path

• Digital Academy 2 years program design for 5 different populations (Top executives, Digital directors, digital experts, non digital experts, non digital managers including group workshop and training sessions, learning expeditions, conferences, internships and, reverse mentoring, Themes included: Business Strategy, Digital marketing, E-Commerce, eTail, Social media, Innovations etc...

• Digital academy kick off design

• Support provided to the HR Department for implementation

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Mission: E-Commerce strategy & organization (Era Marco Gobbetti & Phoebe Philo)

Geography: Worldwide

Duration: 3 months (2011)

Management committee questions:

• How can we develop E-commerce to complement rather than cannibalize our physical stores?

• What is our ambition?

• How can E-commerce serve as a driver for revenue growth?

• Should we offer our full product assortment online, or focus on online-exclusive and limited editions?

• What are our projections for incremental revenue through E-commerce?

• What organizational structure is optimal for our E-commerce strategy? Which talents and skills are essential to drive our E-commerce success?

Project main phases:

• Ambition and strategy collaborative workshops with the CEO, Marketing, Sales and Creative teams

• Strategic plan, roadmap, P&L and organization plan

• Digital agency RFP

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Same project done for Loewe.

Mission: Digital & Omnichanel reinvention

Geography: France

Duration: 3 months (2017)

Monoprix is a French urban brand with a $2.2 billion revenue, known for offering the finest in city-based food retailing alongside an eclectic mix of Fashion, Beauty, and Home items as well as take-away restaurants among its diverse offerings.

Management committee questions:

• How can we reinvent ourselves?

• What innovative services can we implement to create a seamless shopping experience both in-store and online, enhance our brand image (modernity, inspiration, surprise), increase customer loyalty, engagement and satisfaction, attract a younger clientele, promote convenience, and boost our revenues?

Project main phases:

• Market research: Competitive landscape, innovative retail services identification and customer insights analysis

• Collaborative workshops involving the CEO, Marketing, Buying, Sales, and Tech teams to establish the ambition, strategic pillars, and develop 45 new services across Fashion, Beauty, Home, and Groceries.

• Strategic plan, roadmap, P&L and organization plan

Mission: Innovative growth strategies to transform retail spaces into service hubs

Geography: France

Duration: 6 months (2018)

Mercialys is a leading real estate company in France and Europe, specializing in the enhancement, transformation, and promotion of shopping centers (53 sites with 844,000 sq.m of retail space), currently valued at €1 billion.

Management committee questions:

• What services and actions should we implement to secure and increase revenue, build trust with our shareholders, drive traffic to shopping centers, and engage our shopper community?

Project main phases:

• Interviews with Mercialys central team, shopping center managers and retailers

• Market research: Competitive landscape, innovative retail and entertainment services identification and customer insights analysis

• Collaborative workshops involving the COO, Strategy, Operations and Finance teams to establish the ambition, strategic pillars, and develop 27 new services and initiatives across Customer loyalty, Community, Work, Entertainment and, Sports and Wellness

• Strategic plan, business cases and roadmap

Mission: E-Commerce & Digital marketing ecosystem’s performance optimization

Geography: Worldwide

Duration: 2 months (2015)

Management committee questions:

• What are our E-Commerce and digital marketing ecosystem’s strengths and weaknesses?

• How to improve our performances and experiences (customer experience, acquisition, conversation, retention)?

Project main phases:

• Anonymous order placement and return

• Customer journey analysis across 14 steps, benchmarked against two leading fashion industry players

• Identification of strengths and weaknesses

• Detailed recommendations illustrated with market best practices

• Prioritization of recommendations for strategic implementation

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Same project done for multiple fashion, luxury, beauty brands and retailers: Esprit, Vilebrequin, IKKS, Lancôme, L'Oréal Paris, Clarins, Sephora, Feelunique, Marionnaud, Nocibé, Monoprix, Fnac, Darty, etc.

Mission: Rabanne's E-Commerce pilot opportunity in the UK

Geography: UK

Duration: 3 months (2016-2017) 

Management committee questions:

• How to assess Paco Rabanne's e-commerce potential by conducting a pilot project within the UK market, covering both fragrance and fashion lines? 

Project main phases:

• Market research: E-Commerce potential identification for Rabanne on the UK market as well as local best marketing and E-commerce practices, and Do’s and Dont’s

• 3 scenarios identification, with P&L and Swot analysis for each scenario

• Recommendations, including organizational model and partner identification

Mission: Digital days / Skill development

Geography: Worlwide

Duration: 3 months (2017, 2018) 

Management committee questions:

• How to create, develop and strengthen a digital culture within our Marketing, Retail, E-Commerce and CRM teaming North America and Europe?

Project main phases:

• Market reports about Millennials, new consumerism, and corporate life, Why experiential is the Future of Retail, Beauty tech trends and innovation (covering Fragrances, Skincare and Makeup), How companies drive innovation, Top emerging technologies for B2C marketing, How to build a beauty brand in the digital age, E-Commerce and Omnichannel trends.

• Presentation of these reports during 3 digital day events taking place in NYC, Montreal and Paris.

• Selection of innovative beauty tech and martech startups to invite to these digital day.

• Organization and conduct of team workshops

Mission: Next gen fashion brand building & business planning

Geography: Worldwide

Duration: 3 months (2023-2024) + monthly ongoing follow up

Management committee questions:

• How to build an environmentally committed new generation of fashion house that champion authentic self-expression within rave culture

• Which fast growing product categories should we prioritize, and what is our strategy for gradually entering new markets

• What should our business model be, and which marketing strategies can we leverage most effectively to to engage and captivate GenZ?

• What are our financial projections for the first three years, and what initial steps should we take to achieve them?

• What kind of talent should we recruit to align with our vision and goals?

Project main phases:

• Market research: competitive landscape & identification of fast growing product categories

• Ambition and strategy collaborative workshops with the management team

• Strategic plan, Product strategy, GTM strategy, roadmap, P&L and organization plan

• Product cultural & archival research

• Ongoing strategy execution support and coaching