Federica Roux, CCXP

At LVMH, diversity is part of who we are, and inclusion is embedded in how we work, grow, and innovate. Since 2020, we have empowered our people through employee resource groups, which serve as collaborative platforms for exchange, education, awareness-raising, and allyship. For instance, from Paris to Singapore, over 3,200 employees across 11 local chapters form the All LVMH Pride network. Through educational workshops, strategic partnerships, Pride Walks, and local initiatives, these employee-led communities raise awareness, foster allyship, and drive meaningful action for LGBTI+ inclusion. My heartfelt thanks to all our dedicated employees and allies for their unwavering commitment. Together, let's continue nurturing workplaces where every person feels safe, recognized, and empowered. Discover how our French chapter is bringing this commitment to life: https://lnkd.in/eCKKD2c9 #LVMH #LVMHTalents #LVMHVoicesOfInclusion #AllLVMHPride #AllLVMHPrideFrance

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Last week, I attended Journal du Luxe ‘s conference on Luxury forecasts for 2026, brilliantly led by the (slightly Jedi-like 😉) Eric Briones. After two intense years for the industry, one message clearly emerged from the speakers: 2026 could mark a renaissance for luxury if brands are willing to evolve. And if we had to sum up 2026 in one word, according to all the speakers, it would be: #EMOTION. Not the loud, over-performed kind. But emotion as meaning, connection and resonance with real life. A few takeaways that really stood out: Emotion should no longer be treated as a “nice-to-have”, but as a strategic pillar. Brands need to define their own grammar and platform, identify their emotional markers, and build a relationship that feels relevant, human and long-term. From the different perspectives shared: ✔️ Operational excellence, governance and the brand–client relationship will be key levers for the years ahead according to Amal Benichou, (Accenture). ✔️After 2 challenging years, renewal could come through creativity, governance changes, volume growth rather than price inflation, and more structured cost approaches, with positive momentum expected in the US and the Middle East, according to Erwan Rambourg, (HSBC ). ✔️Strong emerging trends: less but better, IRL communities, authentic emotion (not just performative), and longevity (physical and mental wellbeing) according to Marie Le Roy, (Ritz Paris). ✔️Pricing remains a sensitive topic after a decade of sharp increases, making currency management between the US, Europe and Asia unavoidable according to Jonathan Siboni, (Luxurynsight ). At EFFICIO GROUP, we support luxury and premium brands facing exactly these shifts. From brand strategy and communication to more concrete levers such as brand content, media activation, AI-driven solutions, immersive experiences, pop-up stores, and smart barter models allowing brands to finance these actions through unsold stock, worldwide. 2026 won’t be about doing more. It will be about doing better, truer, and more aligned. And you, how do you see 2026 for your brand? Maximilien URSO #Luxury2026 #LuxuryForecast #LuxuryTrends #BrandEmotion #BrandStrategy #LuxuryMarketing #EFFICIOGROUP #Barter #InnovationInLuxury #FutureOfLuxury

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The International Day of People with Disabilities is an opportunity to pause and consider how far we’ve come and how much more we can do to foster inclusion. I’m grateful to see the release of the DARE Accessibility documentary at LVMH, a project that resonates deeply with me. This documentary reflects our collective commitment to the inclusion of people with disabilities. Whether they are our clients or our employees, we want everyone to feel integrated, respected, and able to find their rightful place. In the spirit of the Paralympic Games, DARE Accessibility has harnessed the energy of our teams, who have imagined and implemented dozens of concrete actions and innovative projects to help us move forward together towards a more inclusive society. This film showcases the human connections born from these initiatives, which we hope will endure within the Group and beyond. Pink Tailor Made (LVMH, Christian Dior Couture, Samaritaine Paris Pont-Neuf, GROUPE BON MARCHÉ : Samaritaine, Le Bon Marché Rive Gauche et La Grande Epicerie de Paris.), Low Sensory Shopping Hours (SEPHORA), Welcome Handi Kit (GROUPE BON MARCHÉ : Samaritaine, Le Bon Marché Rive Gauche et La Grande Epicerie de Paris.), En’Able (Louis Vuitton). Watch the full documentary here: https://lnkd.in/ebdypzF7 We are diverse by essence and inclusive by choice. And it’s everyone’s business. #LVMHTalents #DAREAccessibility #LVMH #WhereDreamsBecomeCareers #Inclusion

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Building on six years of cross-sector, industry-shaping collaboration, The Fashion Pact has recently evolved its strategy to help accelerate and scale collective impact. Read more about this next phase below! #thefashionpact

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The sudden 39% US tariff on Swiss watches has unsettled a key industry – forcing watchmakers to rethink pricing, value creation, and resilience. By Prof. Stéphane J.G. Girod

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✨ New Article Who really runs the luxury industry? In this article, I break down the “power map” of luxury—focusing on the Big Three conglomerates: LVMH, Kering, and Richemont. From diversification to focus and heritage-driven strategies, each group represents a different path to success in luxury. If you're interested in branding, strategy, or global business—this is for you. 👇 Read here

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Kering announced the appointment of Pierre Houlès as Chief Digital, AI and IT Officer on March 17, 2026. In the coming weeks, the Capital Markets Day will take place. The sequence matters. Houlès brings a strong track record: Capgemini, Canal+, Renault Digital. Large-scale transformation. Systems integration. AI deployment at operational scale. These are real credentials for a real problem. But there is a detail in the press release that deserves closer reading. He reports to the Group COO. Not to creative leadership. Not to a brand council. To the Chief Operating Officer. That reporting line defines the mandate more precisely than the title does. A CDAIO who sits within the operational structure is positioned to answer questions of infrastructure, efficiency, and vendor architecture. He is not structurally positioned to answer questions about how AI interacts with the creative authority of Gucci, Saint Laurent, or Bottega Veneta. These are different questions. And in luxury, they are not equivalent. The operational AI challenge and the brand governance AI challenge require different roles, different accountability chains, and different frameworks. The first is about systems. The second is about identity. Kering’s 2025 Annual Report contained no stated policy on AI use in brand-facing contexts. The Houlès announcement contains none either. A title with AI in it is not the same as an AI governance framework at the brand level. The luxury sector does not yet have a clear owner for that second problem. And after this appointment, Kering still does not either. What to watch at the Capital Markets Day: whether the AI narrative goes beyond infrastructure language into any stated position on creative governance. That distinction will indicate whether this is a technology transformation or something more structurally significant. #Kering Laurent CLAQUIN Jean-Marc Duplaix #aigovernance

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This post is part of my 12-week series: People & Luxury—an exploration into how human-centred leadership drives strategic excellence across luxury retail. From coaching infrastructures to cultural capital, these reflections unpack what I believe it truly means to lead with purpose, scale with empathy, and elevate performance through people. Week 5 of 12 | People & Luxury: Enterprise Culture Starts with Coaching. In luxury retail, performance isn’t just driven by product innovation or immersive brand experiences—the invisible infrastructure behind the scenes shapes it. And that begins with coaching. When coaching is embedded systemically, it becomes an organisational engine, not a one-off initiative. ✔️ It aligns teams behind vision, not tasks ✔️ It prepares successors before transitions happen ✔️ And it builds decision-making muscle deep into the leadership layers—not just at the top I once mentored a newly appointed Country Manager in a key GCC market—strategic, respected, and tasked with leading multi-store transformation. While operationally strong, she hesitated in cross-market leadership forums. So I asked: “If you saw yourself as part of the regional leadership conversation—how would you lead this team differently?” That question unlocked a different mindset. Within months, she began steering strategy with foresight and agility, and was subsequently promoted to Regional Director, driving impact across several countries. 🧭 That’s the power of high-level coaching: not giving answers but expanding leadership vision. But here's the essential truth—coaching isn’t just a boardroom concept. It must be part of the broader organisational dialogue at every level. Whether you're leading a store team, managing a country portfolio, or overseeing regional strategy, if you have a team, you have a responsibility to coach. Because coaching isn’t about hierarchy—it’s about empowering others to lead with intention. And when paired with mentoring, it accelerates identity, confidence, and connectivity across all layers of an organisation. From in-store moments to executive roundtables, fundamental transformation starts when people feel seen and empowered. 📣 To all leaders in luxury—whether you manage one team or multiple markets: How are you cultivating the kind of dialogue that stretches perspective, not just performance? I would love to hear your thoughts. #EnterpriseCoaching #LeadershipDevelopment #LuxuryRetailStrategy #SuccessionPlanning #MentoringMatters #PeopleFirstStrategy #RetailTransformation #LeadershipInLuxury #GCCLeadership #LuxuryPerspective #LinkedInSeries

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Dear Network, The report from Boston Consulting Group (BCG) Altagamma related to the high luxury consumer trends is a must read in current turbulent times It reminds that mastering the 4 core pillars as connection, intimacy, excellence and recognition is a must. And delivering them is a double-must. Eager to get your thoughts as, the more luxury brands would master and deliver them, the more relevance and value the industry will generate …

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Retail is everything that you don't know yet.... ⚡️ At Louis Vuitton’s 57th Street store, careers are being shaped with the #energy of fast-paced development and the support of a #culture that empowers. During our Retail Career Development event, employees shared personal stories of #growth, highlighting how our House accelerates progress and cultivates leadership! 🗺️ From associate roles to specialist positions in a matter of just a few years, our teams showcased career paths that aren't predefined, but created through #connection, value, and recognition! 🤝 The retail experience here is about becoming partners in business, not only thriving in a role but developing a collaborative spirit, and fun! Cyrille Sekretev Lauren Pacello Hélène Thirion de Nonancourt Alexandra Whitton Maïmouna KANTÉ Lauriane Perrigault  #LouisVuitton #LVRetailTalents #LVAmericas

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The acceleration of artificial intelligence has outpaced the #luxury and #fashion industries' ability to integrate it, creating a growing gap between technological potential and operational reality. This is why I'm enthusiastically participating in Limitless Innovation's #AI Fashion Lab, to help bridge this gap in the first dedicated physical space in EPHOTO's Superstudio 13, designed to become the epicenter of the AI-fashion intersection, not only in Milan but globally.

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Rethinking the Titans of Luxury in 2025 In Le Luxe Demain, my first book, I introduced KHOLC — Kering, Hermès, L’Oréal, LVMH, Chanel — as the GAFAM of luxury: not just global leaders, but cultural, symbolic, and financial superpowers. In 2024, the personal luxury market dipped slightly to €363B. Yet KHOLC still commands 40%+ of that market. The dominance remains — but the game is shifting. Where they stand now: K - Kering struggles with Gucci’s decline and strategic repositioning. H - Hermès is untouchable — growth, pricing power, prestige. O - L’Oréal Luxe now rivals Hermès in size and global influence. L - LVMH hit €86B revenue in 2023, but faces headwinds in Fashion & Leather Goods. C - Chanel stays quiet — and massively profitable. Like GAFAM, KHOLC is still setting the pace. But new forces are emerging: China slows, the U.S. saturates, and India, Middle East, LatAm rises. Growth won’t come from products alone. The edge now lies in tech integration, ESG leadership, and cultural fluency. In 2025, KHOLC still leads. But the next era of luxury will demand a new kind of leadership. What’s your take? Is KHOLC ready for the next wave? Like GAFAM, the KHOLC companies must now deepen their tech integration, ESG leadership, and cultural agility. That’s where the future lies. Le Luxe Demain: 👉 https://amzn.to/3ZXsO0K The Luxury Empire: 👉 http://bit.ly/45gnh9i #LuxuryMarketing #KHOLC #Luxury #TheLuxuryEmpire #LuxuryStrategy #KHOLC #LeLuxeDemain #LVMH #Hermès #Chanel #Kering #LOréal #LuxuryMarket #GAFAM #BrandLeadership #Transformation #CulturalShift #ESG #GlobalLuxury

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Immersed in the extraordinary exhibits at the Fondation Cartier pour l'art contemporain last week, I found myself thinking about notable parallels between the world of contemporary art and the rapidly evolving landscape of Data & AI. Both, at first glance, can seem complex and intimidating and they demand a certain expertise to be fully appreciated, to move beyond surface-level understanding and grasp their profound impact. Just as a skilled curator or an art critic guides us through an exhibition, revealing layers of meaning and context, so too do we need 'translators' and 'facilitators' in the realm of data and artificial intelligence to simplify complexity, ask the right questions, and transform intricate technical concepts into strategic insights that drive business decisions. This resonates deeply with the very mission of institutions like the Fondation Cartier: to make groundbreaking work accessible, foster dialogue, and bridge the gap between innovative creation and public understanding. In the business world, it's about ensuring that every AI initiative, every data-driven strategy, is not just technically sound, but also clearly understood, strategically aligned, and poised to deliver tangible value. It's about moving from data points to strategic decisions, from algorithms to actionable business outcomes. Embracing this mindset allows us to unlock the full potential of Data & AI, transforming them from abstract concepts into powerful engines for innovation and competitive advantage.

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