About
Global Executive with 25+ years of leadership in luxury and premium goods. Delivered…
Articles by Paulo
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Hiring at Coach
Hiring at Coach
Hiring a Senior Sales Associate for Latin America and a Manager for the Middle East! Looking for applications and…
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What are the best gifts to bring to a business meeting in Brazil?
Being part of a very multi-cultural and diverse environment, Brazilians are always very interested about other cultures. Make sure the gift represents the culture of where you come from, and there is a relevant personal story behind your chosen gift. "Standard gifts" bought in your country's duty free shop will not be detrimental, but will also not cause the lasting impact you would want to have. Choosing something more personal with a story behind (and perhaps a handwritten note) will work wonders.
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What are the common pitfalls to avoid when doing business in Brazil?
Do not under estimate the competition of local companies. Brazil is a very complex, volatile and specific place, and the top local players survived and thrived in that environment. The agility and flexibility required to succeed in Brazil is not the same as in most other countries, and typically formulas from outside will not work in the expected ways. Get local advice, give serious consideration and then decide or not to enter. But if you decide to enter, be prepared to be resilient and to constantly adapt... long-term thinking and patience can give the desired results. I'm Brazilian and have done business with Brazil from other countries in multi-national business for 23 years now.
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You're rebranding across multiple channels. How do you keep your brand consistent?
Training the teams and partners on the new guidelines is the most important point, but they must understand the reasoning behind the changes. This motivates them to speed up roll-out and execute with excellence. Choosing priorities is also important. Branding is about impressions, locations with most traffic first and with more oversight, 80/20 always works and, in the end, it is about consistency for the highest quantity of consumers possible, not consistency for the highest quantity of points to sale.
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You're faced with multiple crises to manage. How do you keep a sense of calm and focus amidst the chaos?
I have had multiple opportunities to deal with crisis of different categories (natural disasters, Covid pandemic, financial, etc) and my view is that the best things to do are: - Keeping yourself and your teams focused on what can be controlled. Often you cannot control external factors but you can control what you and your organization will/can do. - Think about a crisis as an opportunity for learning. How to be more agile, more prepared for it in the future. Crisis are always opportunities for doing things differently and implementing change. - Most crisis are not about life or death... it's important to distinguish which ones are what and to keep a perspective. - Take action and take decision. - Over communicate. It helps the teams.
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I grew up in Naples—a city of contrasts, contradictions, and intensity. A place where beauty and chaos don’t cancel each other out. They…
I grew up in Naples—a city of contrasts, contradictions, and intensity. A place where beauty and chaos don’t cancel each other out. They…
Liked by Paulo Colino
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Education
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Licenses & Certifications
Languages
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English
Full professional proficiency
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Spanish
Full professional proficiency
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Portuguese
Native or bilingual proficiency
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French
Professional working proficiency
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Italian
Elementary proficiency
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Drapers
QUIZ Clothing is preparing to become the next to leave a listed fashion retail sector that has shrunk drastically as companies go private or succumb to takeover by larger rivals. Drapers explores why flotations are out of favour and what the future is for publicly traded fashion companies. Read the full story below. #LSE #delist #Quiz #retail #retailnews #fashion
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Drapers
Superdry is preparing to become the next to leave a listed fashion retail sector that has shrunk drastically as companies go private or succumb to takeover by larger rivals. Drapers explores why flotations are out of favour and what the future is for publicly traded fashion companies. Subscribe to Drapers to read more. #floatations #superdry #listedcompany #publictrading #fashionretail #fashionnews
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Roger Anglin
Why Luxury Goods Companies Should Take Back Their Products and the Addiction to Consumption Achim, your discussion with Vanessa Friedman raises critical questions about luxury, sustainability, and the relentless appetite for consumption: What practical difference do take-back programs make? Are they addressing systemic challenges, or are they symbolic gestures? Take-back programs, while well-intentioned, risk being performative if they fail to tackle root causes: overproduction, overconsumption, and the relentless pursuit of growth. Reframing Sustainability: A Global Perspective Luxury’s growth pressures often conflict with sustainability goals. Balancing exclusivity with demand risks diluting brand narratives and driving environmental harm. Meanwhile, the Global South, where resource extraction is concentrated, offers innovation and resilience. Leaders like Mia Mottley, through the Bridgetown Initiative, show how systemic reform can address inequity and foster transformative partnerships. Mass-market brands, such as those in the First Supplier Initiative (FSI), highlight the power of collaboration. Luxury brands could complement these efforts by embedding sustainability into craftsmanship and timeless design—setting a benchmark for the industry. The Luxury Fashion Paradox At BoF Voices 2024, Jesse Lee warned that “luxury fashion has become commoditized and overexposed.” Days later, Business of Fashion partnered with Amazon Fashion to explore consumer connections through entertainment and culture. This juxtaposition raises a key question Is the industry acknowledging overconsumption—or facilitating it? Luxury brands must balance innovation with maintaining their essence: • How can they redefine exclusivity while embracing digital commerce? • Can they engage consumers without risking overexposure? A Practical Framework for Change 1. Expand Sustainability Efforts Collaborate with innovators to co-create circular solutions aligned with local practices and global goals. 2. Smarter Production Adopt strategies to align production with demand, reducing waste and overstock. 3. Broaden Circular Practices Transform take-back programs into repair hubs, resale platforms, and scalable recycling systems. 4. Collaborate Across Ecosystems Luxury brands should lead with sustainability embedded in heritage, while mass-market brands scale circularity to democratize sustainable consumption. Introducing Sustainably Us: The Green Glow Up I plan to launchSustainably Us: The Green Glow Up, a Substack fostering dialogue between the Global North and South. By amplifying grassroots voices and fostering collaboration, this platform bridges local actions with systemic global impact. Let’s move beyond symbolic gestures and embrace systemic change. Achim, Vanessa: What bold steps will the industry take next? #Sustainability #LuxuryFashion #CircularEconomy #MassMarket #GlobalSouth #FSI #FutureOfFashion #GreenGlowUp #MiaMottley #AchimBerg #VanessaFriedman
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Slav Galkin
🚨 With Anglo-American trying to spin off De Beers, jewelers can no longer rely on them to drive the marketing narrative for natural diamonds. It's time for a change! 🌟 Jewelers must now reinvent their marketing strategies independently. Instead of piling up vast inventories, focus on crafting a compelling brand story and offering unique, tailored products that can't be found elsewhere. 📜✨ Today's consumers are overwhelmed by choices and seek confidence in their decisions rather than more options. 🛍️💎 Invest in creating memorable in-store experiences that resonate emotionally with customers, fostering a deeper connection to your products. This strategy not only builds deeper client relationships but also improves margins, boosts bridal sales, and reduces overall inventory exposure over time. 📈❤️ Reinventing your approach is not just about selling a diamond; it's about selling the story, the experience, and the assurance that comes with every purchase. 🌹🔒 https://lnkd.in/eDm6WeXr
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Morin Oluwole
The Business of Fashion x McKinsey & Company - The State of Fashion Report 2025: https://lnkd.in/eX-AJtxH Judged purely by the topline, the fashion industry’s outlook for 2025 appears to be a continuation of the sluggishness seen in 2024: revenue growth is expected to stabilise in the low single digits. 10 fashion industry themes that will set the agenda in 2025: 1. Trade Reconfigured Global trade will accelerate in the fashion industry in 2025 due to rising costs, evolving trade policies and sustainability targets. Fashion brands are likely to double down on diversifying their sourcing footprint in Asia. 2. Asia’s New Growth Engines China’s economic deceleration, changing consumer preferences & the return of international travel are making growth in the country highly challenging, leading international fashion brands to look to other Asian markets (India, Japan) 3. Discovery Reinvented Fashion shoppers are overwhelmed with choice, which negatively impacts their engagement and conversion rates with brands. 4. Silver Spenders Fashion brands have typically focused on youth, but in 2025 they may struggle to grow sales from younger shoppers alone. The “Silver Generation” aged over 50 represents a growing population with a high share of global spend. 5. Value Shift Macroeconomic pressures & rising prices have driven fashion shoppers to adopt cost-conscious behaviours. To capture customers’ share of wallet, brands will need to prove their value. 6. The Human Side of Sales Brands can achieve that by empowering their store associates to reach their full potential, as sales staff have a central & valuable role to play in connecting with customers. 7. Marketplaces Disrupted Share prices of no-luxury marketplaces have dropped as much as 98% since Covid peaks due to existential business model challenges & disruptions. Non-luxury marketplaces globally must carve out a clear role in the fashion ecosystem to survive. 8. Sportswear Showdown Challenger brands are forecast to generate over half of the sportswear segment’s economic profit in 2024, up from 20% in 2020. Brands will need to develop innovative products & use right ambassadors & channels to activate unique brand stories. 9. Inventory Excellence Inventory remains a challenge for the industry with both excess stock and stocks-outs impacting brands. Margin pressures & sustainability regulation will place greater emphasis on end-to-end planning excellence, with brands adopting tech tools & adjusting their operating model to support agile supply chains. 10. The Sustainability Collective Fragmentation & complexity across the fashion value chain, coupled with consumer reluctance to pay for sustainable products, are inherent barriers to reaching sustainability goals.
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Elaine Parr
In New York today, checking out the Lux and retail scene, and reading the excellent Financial Times Special Report on Watches and Jewellery. Interested in this article, especially as I choose independent jewellers often - and I’m doing much of 5th today and will check out the Diamond Quarter: “Independent jewellers realise potential of physical stores” by Kate Youde. https://on.ft.com/4fpfDvB New openings by jewellery makers increased 30% last year, according to property group Savills and their Global Luxury Retail 2024 Outlook, responding to two trends in luxury retail: a return to physical and personal experiences and a shift from wholesale to retail seen over the last two decades or so. https://lnkd.in/eBJN7Crt ___ #NewYorkRetail #Luxury #BagCharm #JaneBirkin #DingleDangler #FTSpecialReport #RetailTherapy #TheCPGGeek #IBMRetail #IBMConsumer #FMCG #ConsumerGoods #Retail 💙 Proud to be a #RethinkRetailTopExpert - RETHINK Retail #RethinkRetail 💙 Proud to be an #NRFRetailVoice - National Retail Federation #NRF
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The ExCo Group
Our ExCo Insights series explores some of the most important lessons and insights from our executive coaches and mentors. The ExCo Group executive coach and mentor Barbara Khouri, former Deputy CEO & President (U.S.) of Swatch Ltd., shares her lessons, highlighting the significance of owning the responsibility for your actions, the impact of empathy, and the importance of breaking down silos. 🔍 Be sure to follow us for more leadership lessons. 🔗 https://hubs.la/Q02t1qTY0 #ExCoInsights #LeadershipDevelopment #ExecutiveCoaching
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Scheherazade Benslimane
Engagement with lab-grown diamonds is a topic close to my heart lately! It's essential to acknowledge that consumer preferences drive the market, not the other way around, regardless of brands' resistance. Gen Z and young consumers are leading the charge towards sustainability and ethical practices. Personally, I cherish and proudly wear both natural and lab-grown diamonds. At the end of the day, they're both real diamonds, so let's embrace them wholeheartedly instead of engaging in unnecessary debate. 💎 #Sustainability #EthicalFashion #Diamonds #LabgrownDiamonds
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Fibre2Fashion
Fashion performance in Q3 2024 was mixed across 13 companies. While 50 per cent reported strong results with both sales and profit growth, 50 per cent had weak or moderate performances. Strong performers like OVS S.p.A. and Burlington Stores, Inc. saw double-digit growth. Moderate and weak performers, including Carters Inc. and Duluth Trading Company, faced declines in sales or profitability, citing macroeconomic pressures. #Fibre2Fashion #f2f #apparel #textile #fashion #textileindustry #f2fnews Read more here: https://lnkd.in/d8MhNvnQ
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Michaela Seewald
Q3 sales at -16% 📉 Is Kering Group (and the luxury market) at an inflection point? Historically, its strategic acquisitions have redefined luxury retail. Saved Gucci from bankruptcy Transformed Bottega Veneta into a powerhouse Brought YSL to new heights Yet, the current market is challenging. Gucci faces - 25% Bottega Veneta + 5% Kering has always had a diversified portfolio strategy, spreading risk across multiple high-end brands and segments - if one struggles, others compensate. Like LVMH, it controls everything from design to retail, allowing higher quality and margin control. But will Kering's proven ability to spot, acquire, and nurture luxury brands be enough in this downturn? Or does the shifting luxury consumer demand signal the need for a fresh playbook? Curious to hear your thoughts on how luxury groups can adapt their strategies for today's market realities. 💬 Source: FashionUnited and Quartr #LuxuryRetail #BusinessStrategy #MarketTrends #RetailTransformation
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The National Association of Jewellers
Vicenzaoro September - an Exhibition Leader in Europe for a Global Jewellery Supply Chain worth 725 Billion Euros The entire jewellery and contemporary watchmaking supply chain will be at Vicenzaoro September from 6th to 10th September at VICENZAORO - ITALIAN EXHIBITION GROUP. A supply chain that, on a global scale in 2023, generated revenues of approximately 725 billion euros (806 billion dollars), and that leading market analysts estimate will grow by a further 5% between now and 2030 driven by markets such as India and China.
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Fibre2Fashion
The resale market for apparel, accessories, and footwear grew faster than traditional retail in 2024, with spending surging from -3 per cent in summer to 5 per cent in October. Pure-play platforms like Depop and ThredUp thrived, while brands like Clothes Mentor and Goodwill expanded. Shoppers aged 25–44 and middle-income groups drove growth, seeking budget-friendly options. #Fibre2Fashion #f2f #apparel #textile #fashion #textileindustry #f2fnews Read more here: https://lnkd.in/dFS4tySC
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Martin Rapaport
Our trade must prepare for significant unprecedented change and opportunity. Recognize your customer’s emotional motivations and lead your customer to the best product for them. Your customer is more important than your inventory. Never forget that diamonds are a store of value. Do not sell price, sell value. In everything you do be “Up To Diamonds.” The value of our diamonds is based on our ethical values as the diamond trade. Our diamonds are only as good as we are.
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Joel Hazan
"i think i was wrong in calling it a division, it's more of a coordinating role" said Johann Rupert about the Beauty division he installed a year ago, with the appointment of Boet Brinkgreve As Richemont chairman is known for his (often right) prophetic statements, beauty industry experts are right to try to guess what this statement indicates about his views on the industry. Has he lost trust in beauty potential ? it would be a shock after such a wave of m&a deals. In my view it says much more about organisation models, than it says about the business. It says - hero brands should run beauty on their own, closer to their "core categories" than to other beauty brands who happen to have the same owner. Parfums Christian Dior runs stand alone, CHANEL Beauté runs stand alone, and so should Cartier Beauté, and maybe other Richemont Maisons. A strong division can only break that virtuous dynamic - critical mass matters: acquisition and quick internalisation of outsourced licenses are the only way to drum beat the process and give a new division critical mass. at this game, Kering is probably getting on a better track - starting a business proves difficult in large groups. Recruiting a C-level exec who can be the counterpart of Brand CEOs when there is hardly no business to manage, is a very hard challenge to solve - front matters more than back : building a beauty division should start by owning brands, distribution, marketing, ..., not building the production and supply capabilities While Richemont may tone down its ambition from an organizational stand point, they should not be changing it from a business stand point. Beauty remains one of the most dynamic category in the luxury space, and a must for for brands to establish their "hero" status Source : Astrid Wendlandt from Miss Tweed https://lnkd.in/eVpgQXAU
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