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Last week in Paris, Sephora hosted the latest edition of ‘Sephoria’, its two-day beauty festival, at the city’s conference centre, Maison de la Mutualité. Some 30,000 people logged into the ticketing platform a month before, with tickets priced at €85 selling out in just six minutes (tickets at €55 for ‘Gold’ or loyal clients, sold out in 10 minutes). Concert-level enthusiasm? “Yes, but I don’t sing very well,” Sephora president and CEO Guillaume Motte jokes. Become a Vogue Business Member to receive unlimited access to Member-only reporting and insights, our Beauty and TikTok Trend Trackers, Member-only newsletters and exclusive event invitations. It can get boring writing about how challenging the fashion landscape is at the moment — people aren’t buying, governments aren’t helping, and a lack of long-term thinking has led to a series of natural disasters that impede the already suffering supply chains. What is a joy in this job, however, is getting to speak to entrepreneurs about the business strategies they invent in response to these challenges. Like Rains co-founder Daniel Brix Hesselager, who recently took on the CEO role at his own company, in order to implement a complete corporate overhaul in just six months. The first expression of this transformation is evident in the new Rains store at Leidsestraat 15 in Amsterdam, which is being celebrated today. I got on a Zoom call with Hesselager and Rains brand marketing director Joshua Bredehoeft to talk about the rather demanding journey they are on.We Dont Do Orange Vanderbilt Commodores 45 24 Tennessee Volunteers Shirt
Daniel: Philip Lotko, Kenneth Davids and I founded Rains in 2012. We brought on Jan Stig Andersen as the first external CEO in 2017 and Steen Borgholm was CEO from 2023 until recently. But I’ve also always been very close to the business development side from the very beginning. So this isn’t necessarily about me stepping in, it’s about the transformation that we are implementing at Rains right now, which has retail expansion at the centre. It’s rather comprehensive, and it’s being implemented in such speed that only an owner can take full responsibility for. Daniel: We are turning the company towards a 360-degree retail model. It covers everything from assortment, supply chain, logistics, marketing, store footprint, retail design… It’s across more or less all brand touchpoints. Obviously, the marketplace now is unpredictable and anything can happen — from Covid to a ship blocking global trade in the Suez Canal. And all these external factors affect the business, our customers and in the end, our own progress.
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