Alexandre Robin, SK 1992, a mix of expertise and global management within the LVMH group

At 47, Alexandre Robin is married, the father of a little girl, and passionate about mountains and climbing. He has had a successful career within the LVMH group since 1997, working first for Givenchy Parfums, then for DFS, and now as EVP Global Retail at Benefit Cosmetics. His thirst for learning has always guided his career choices.  He talks to us about his background with humility and enthusiasm

After graduating from SKEMA in 1992, Russian-speaking Alexandre went on to complete an MBA focused on Eastern Europe at Sciences Po in Paris, under the guidance of Hélène Carrère d’Encausse, to gain a deeper knowledge of what was still the Wild Wild East! He went abroad straight after and this marked the beginning of a long adventure that would take him from East to West, from Russia to the United States, mainly within the LVMH group.

From specialist in Eastern European countries, you wanted to evolve and move on to less specialised positions. Why?

In 1997, LVMH contacted me and I started at Givenchy Parfums as Export Manager for Eastern Europe. The luxury industry was booming. These countries are all very different from one another, and sometimes very far removed from a European identity. Culturally-speaking, it was very rich. After a few years I received many propositions to go and live in Russia, but I didn’t take up any of them. I didn’t want to be stuck with the ‘Eastern Europe specialist’ label. In 2001, I was appointed Global Travel Retail Director for Givenchy. I gained experience in team management, contributing a strategic vision of what needed to be done in duty-free shops. The role involved a lot of travel, particularly in Asia, and much discovery. I’d always wanted to alternate between expertise and management positions.

The driving force in my career has always been my thirst for learning. My wife tells me that I’m hyperactive! I don’t know, but I do need fuel! I was branded “Eastern European countries”, then “brands”, and then I wanted to move on to retail. With the LVMH group I got the opportunity to work in San Francisco in 2006 for DFS, a major player in the travel retail sector which manages airport concessions, in the Wine & Spirits division. My wife stayed in Paris. At the time I didn’t have any children, otherwise I wouldn’t have done it. I was keen to learn the other side of the business very quickly: when you work for a brand, you only see 50% of what goes on. For two years, I wanted to see the other 50%. It was a bit like a mission, to learn the retailer profession.

Can a passion determine your work?

Yes, absolutely. Highly personal elements have guided my career. The first was my interest in Eastern European countries. Then it was the French culture of wines and Champagne that led me to San Francisco the first time. I was a great fan of Champagne and people within the group knew this. This made a difference; it’s a form of natural networking.

Moving to DFS was a very intense leap into the unknown and it brought me what I was looking for. The head office was in charge of the global wine and spirits strategy for all airports for which we held the concession. There were teams in different countries. Professionally-speaking, it was more rewarding than retail brand management.

You’ve held many positions within the LVMH group...

Yes, I benefitted from the group’s strength: the core business selective distribution, luxury, it’s very important. There truly are bridges and it’s rather fascinating.

In 2007, I had an opportunity to work in Paris for Benefit Cosmetics, in charge of developing the brand in Continental Europe and then the Middle East. I was once again in a management position. At the time, Benefit Cosmetics was a little-known brand in Europe. We prepared the ground, built the teams… now we are number 1 at Sephora and we are the leading make-up brand in most countries.

What is your current role at Benefit Cosmetics? What are your challenges?

I am back in San Francisco in a role that involves defining the global retail strategy with global departments − what we call the creative services in charge of the brand’s visual identity, training, trade marketing, services (brow bar concept) which allow us to really stand out with consumers, the international coordination of markets, PR and marketing, all of that is Global Retail. The goal is to work better together, to be more effective with a brand that is experiencing strong growth.

This brand is very particular, our visual identity is very colourful; finding the right people to work with can be a strength and a challenge. We integrate a lot, we do everything ourselves, we have few distributors; once again we rely on the group’s strength, particularly for the back office. For the front office, we have our own mode of distribution, which requires a great deal of investment. It’s a business model that is very clear but very demanding.

The beauty market is ultra competitive. What makes you successful?

The market is highly competitive but also very dynamic and currently undergoing a revolution. These days, department stores are suffering incredibly due to a very strong increase in e-commerce. You can’t take anything for granted. You have to doubt, be very clear about your brand identity but also agile and capable of changing tack. This is key. Some brands are struggling, others are emerging, and we are among the latter.

Our goal is to make US$2 billion in turnover in 2020 through retail. In 1999, when LVMH bought the brand, we were very far from this figure. We want to be the number 1 make-up brand everywhere. This is a great achievement for the group.

Has your American experience changed the way you work and live?

Yes, the American culture is very specific, and even more so on the West coast. Work cultures are very different to those in Europe and of course Russia where I started my career. I see this as a learning experience. I adapt without compromising who I am. I listen; I observe.

In the United States, people work a lot. I work very hard, that is true, but I also have some free time that I spend with family and on my passion for mountains and climbing, which I still do. I’ve done a lot of sport: as a student I gave climbing lessons on Thursday afternoons.  I went on expeditions to the Himalayas and the Andes because I wanted to discover the world.

Do you have any advice for our young students?

Learning is crucial. Make it a priority when you’re changing jobs or positions. The deepest question you should ask yourself is: “Will I learn something?”  Enthusiasm comes from the possibility of discovering. Get clear on your goals. This is what will drive you. And don’t limit yourself too much. Go towards new horizons. This is crucial. It opens doors for you professionally but also, and more importantly, intellectually. That is priceless!

Interview by www.lepetitjournal.com in partnership with SKEMA Alumni.