Francesco Pesci

Annual Net Sales of 157M US$ Reporting to : Chairman of the Board Reporting line : 1,100 FTEs, 12 direct reports Strategic objective/challenge : financial turn-around, new brand strategy, reorganization. Achievements : highest EBITDA, cash-flow and retail Gross Margin since 2012 as of 2020A, 40M Euros issue of bonds, new business strategy based on clear split between Jewellery and Home Décor, merger of all European subs into single entity, -200 FTEs and OPEX down by 10M in 3 years, hired new Senior Management Team, grew ECOM by 78% in 2020 YoY to become 17% of annual net sales, closed all non-strategic retail locations outside and re-focused retail efforts on APAC, opened first flagship in Ginza, Tokyo.

Annual Net Sales : 200M Euros Reporting to : Managing Director of Kering Luxury Division Reporting line : 1,800 FTEs, 10 direct reports Strategic objective/challenge : brand re-launch, re-design of company's organization, equity operation and integration into a global luxury conglomerate, growth of DTC sales Achievements : company acquired by Kering in January 2012 for an equity value of 14 times the EBITDA, grew menswear net sales from 155 to 200M in the 2010-2013 period, closed 3 factories and exited ladieswear, reduced workforce by 370 FTEs, merged all production units into one legal entity, rolled-up SAP in manufacturing division, re-located HQ in Rome, hired first ever Creative Director, opened 11 new DOS, 16 franchised stores and bought back 5 franchised shops in China, integrated logistic and customer service into Kering's platform in Switzerland.

Annual Net Sales: 110M Euros Reporting to : Chief Executive Officer Reporting line : 4 direct reports Strategic objective/challenge : growth of mono-branded retail and franchised channel to compensate decline of multi-brand retail, growth of EMEA and APAC regions, improvement of customer service Achievements : expanded retail network in Europe and JPN, expanded franchised network in ME, EE and APAC, radically improved delivery terms of seasonal orders, introduced MTM seasonal calendar, disciplined purchased of retail channel through strict OTB practice and created VM function.