In a strategic reshuffling aimed at strengthening its grip on the global luxury market, LVMH Möet Hennessy Louis Vuitton has appointed new CEOs at three of its brands: Fendi, Kenzo, and Louis Vuitton (Mainland China). The appointments come at a pivotal moment, as the French luxury conglomerate, led by billionaire Bernard Arnault, navigates a cooling post-pandemic market and intensifying competition, particularly across Asia.
The moves – announced earlier this month – place Ramon Ros at the helm of Fendi, Charlotte Coupé as CEO of Kenzo, and Daniel DiCicco as President & CEO of Louis Vuitton (Mainland China). Though each appointment carries unique implications for the individual Maisons, the reshuffle is an unmistakable signal that LVMH is doubling down on Asia and preparing for a new generation of brand stewards fluent in heritage and reinvention.
But with LVMH’s full-year 2024 net profit of 17% to €12.5 billion, and revenues dipping 2% to €84.68 billion, per Retail Insight Network, is this change simply business as usual – or the first steps in a more transformative pivot?
A Closer Look at the Key Players
Ramon Ros, the incoming CEO of Fendi, is a seasoned LVMH insider who began his luxury career in China with Givenchy. Since 2020, he’s led Louis Vuitton’s Mainland China business, where he played a critical role in maintaining brand desirability through a turbulent COVID-19 and post-COVID recovery period. His deep understanding of the Chinese consumer psyche – and his fluency in luxury’s operational backbone – make him a logical choice for Fendi, a Roman house that continues to walk the tightrope between bold innovation and artisanal heritage.
Charlotte Coupé, the new CEO of Kenzo, brings a different energy. Her background in menswear merchandising, including a key role in Louis Vuitton’s booming Men’s ready-to-wear unit, suggests a sharp commercial eye and strong alignment with the creative process. Coupé is expected to continue the legacy of the outgoing Sylvain Blanc, who rebranded Kenzo under the creative direction of Nigo. In Coupé, LVMH has found a leader capable of balancing the Maison’s streetwear edge with commercial scale.
Daniel DiCicco, named President & CEO of Louis Vuitton (Mainland China), is a fascinating addition – not least because he comes from outside the LVMH family. DiCicco spent over a decade in Asia with Sony Music and Coach, and most recently led global retail operations at Apple. His appointment reflects LVMH’s growing appreciation for digitally fluent executives who can merge physical store excellence with seamless omnichannel strategies. In China, where luxury consumption is increasingly experience-led and hyper personalised, DiCicco’s Apple pedigree may prove invaluable.
Betting on the Power Triangle: Talent, Product, and Asia
To understand why these appointments matter, it’s important to see what unites them: all three leaders are product-savvy, consumer-obsessed, and experienced in Asia.
China, in particular, remains an essential growth engine. Although LVMH doesn’t break out China-specific figures in its earnings, consultancy Bain & Company estimates that Chinese consumers will account for 35-40% of global luxury spending by 2030, up from around 17% in 2022. Even amid a slowing domestic economy, luxury brands are moving to capture longer-term loyalty from younger, affluent Chinese consumers – many of whom are increasingly drawn to brands with localised storytelling and strong cultural relevance.
This is where someone like Ramon Ros – or Daniel DiCicco – can add transformative value. By empowering local teams, improving clientele, and tailoring product and store experiences to regional tastes, they can translate European luxury codes into culturally attuned, high-growth business models.
Similarly, Charlotte Coupé’s elevation at Kenzo signals a continued investment in fashion credibility and youth relevance. Under Nigo’s creative leadership, Kenzo has re-emerged as one of the more dynamic names in LVMH’s fashion portfolio, gaining traction with Gen Z and millennial shoppers. With Coupé’s operational expertise in scaling men’s RTW (widely regarded as Louis Vuitton’s most successful category under Virgil Abloh), she could turn that energy into sustained momentum.
Why Now?
The timing is no coincidence. LVMH’s recent financial results were a blip in its otherwise unstoppable ascent. While its fashion and leather goods division – home to Louis Vuitton, Dior, Fendi and others – remained relatively resilient, other segments such as wines and spirits saw sharp declines, with Hennessy and Möet struggling in key markets.
Luxury is no longer buoyed by post-COVID revenge spending. Today’s consumers are more value-conscious, digitally naïve, and focused on personalisation. This new leadership crop seems custom-built to meet that challenge.
The Bigger Picture: What’s Next for LVMH?
These CEO appointments are part of a broader pattern within LVMH. The group has increasingly turned into internal talent who are fluent in cross-functional roles – product, retail, markets – and who embrace collaborative, agile leadership. The fact that Ros and Coupé will report to Sidney Toledano, the long-time fashion veteran and now Senior Advisor to LVMH’s chairman, signals a deliberate continuity strategy. DiCicco, who will be based in Shanghai, will report to David Ponzo, Chief Commercial Officer of Louis Vuitton.
At the same time, Bernard Arnault’s vision has always centred around the notion of “permanent reinvention” – of brand, leadership, and business model. Whether it’s launching Pharrell Williams at Louis Vuitton Menswear, investing in technology-led retail, or experimenting with secondhand resale via the Group’s digital channels, LVMH remains unusually proactive for its size.
As LVMH announces a fresh round of leadership changes, the moves go beyond routine reshuffling – they offer a glimpse into how the world’s largest luxury group is preparing for the next chapter of global growth.
First, there’s China. Expect deeper VIP activations, smarter AI-enhanced retail experiences, and a push into live-streaming – all tailored to a customer base that’s both digitally savvy and fiercely brand loyal. Then there’s Fendi, which has long played second fiddle to powerhouse siblings Dior and Louis Vuitton within the LVMH portfolio. Known for its Roman craftsmanship and legacy in fur and leather goods, Fendi is overdue for a global refresh. Under new leadership, the brand may finally get the retail muscle and digital polish it needs to compete – not just in Europe, but in China and beyond.
Kenzo, meanwhile, could quietly become LVMH’s Gen Z ace. With Coupé now at the helm, the brand has the potential to mirror the hype-driven success of Off-White or Balenciaga. Its accessible price point, sharp streetwear aesthetic, and cultural edge make it uniquely positioned to serve as an on-ramp for younger luxury consumers. The key will be scaling up without losing cool factor.
Finally, these shifts can’t be viewed without considering succession. Bernard Arnault, now 76, has been methodically positioning his children within the group – Delphine at Dior, Antoine at Berluti. These appointments reflect both the short-term need to sharpen brand performance and the longer-term grooming of key lieutenants. In other words, LVMH isn’t just managing brands – it’s managing legacy.
Final Thought: In Reinvention Lies Resilience
Luxury is sustained not only by design and aspiration, but also by behind-the-scenes infrastructure: from supply chain logistics to leadership decisions that shape how brands respond to local markets. LVMH’s recent executive appointments reflect the group’s ongoing efforts to strengthen its position across key regions and brand categories.
In China – now one of the most influential luxury markets globally – the appointment of a new country head at Louis Vuitton suggests a renewed focus on localised engagement and customer relationship strategies. This comes at a time when consumer expectations are revolving rapidly, with a greater emphasis on personalisation, omnichannel experiences, and post-pandemic spending behaviour.
At Fendi and Kenzo, leadership changes indicate an intent to recalibrate brand positioning. Fendi, known for its heritage craftsmanship, may seek to expand its global retail footprint and enhance its digital capabilities. Kenzo, with its more youth-oriented aesthetic and accessible pricing, could play a larger role in capturing Gen Z and younger millennial consumers in Asia and beyond.
These shifts come amid broader economic uncertainty, as well as internal succession planning at LVMH. As the group looks to maintaining momentum and adapt to new consumer priorities – including sustainability, digital fluency, and regional sensitivity – strategic leadership realignment appears to be a key part of its approach.
Rather than signalling radical change, these appointments suggest a focus on fine-tuning brand performance and market relevance – steps that allow the world’s largest luxury group to remain competitive in a fast-changing global environment.
BurdaLuxury’s Lens
LVMH’s latest leadership changes suggest a clear focus on operational agility and market-specific expertise rather than dramatic transformation. By appointing experienced executives to key positions in China and across its brand portfolio, the group is reinforcing its commitment to long-term growth in strategically important regions.
In a complex and uncertain market, adaptability – not just aspiration – will define the next phase of luxury leadership.
