Nigra Sylvain

Expériences Professionnelles

Since 2022 : Retail Director Galeries Lafayette

2020/2022 : Retail Consultant

2014/2020 : MICHAEL KORS (Part of Capri Holding, Fashion Luxury Group, 15000 employees, 4,1 B€)

Key achievements

• Omni–Channel Strategy (2017/2018)

Goal: Merge our Full Price, Outlet and Department store business in one entity

Actions: 1. Drive a Committee of Directors to review our EU Distribution Strategy

2. People & Organization Audit and Vision 3. Drive Merchandising & Buying Committee

Results: Successful merge of all channels in January 19 (Single digit Comp)

• Elevate Commerciality Strategy (2016/2018)

Goal: Maximize our Sales and Profit in a complex environment (Department stores)

Actions: 1. Drive a Distribution Committee to sign off profitable 3 years plan

2. Adjust our VM strategy including density, Product selection and Partners strategy 3. Educate our District Managers and Store teams to adjust their display 4. One Pager tool

Results: 70% Sell out before sale period, +10% on Ebitda

• Concession transformation (2018/2019)

Goal: Increase density and profitability through the transformation of our 450 Shop in Shops model into an integrated Concession business model
Actions: 1. Define our Business Operating model 2. Ensure an efficient Product, People and Distribution Management 3. Negotiate the appropriate T&C with our EU Partners (Rent)

Results: 5 Partners transformed, +5% on Ebitda

• Business Unit Senior Director EMEAI – Concession and Franchise – 550 stores – 350 M€ – Since June 2018

Member of EU Executive Committee, Managing the P&L, Reporting to President EMEA

Lead the Concession business model transformation internally and externally

Maximize sales and profit with our Franchise Partners in Middle East, Russia, Israel, Turkey, India, South Africa

Results: +4% Comp sales, +8% Vs OTB Budget, +5% on Ebitda

• Business Unit Director EMEA– Department stores – 250 M€ – 450 shops – 400 team members – 2 years

Member of EU Directors Committee, Managing P&L, Reporting to VP Wholesale EMEA

Lead the EU Strategy focusing on sell out, Ebitda and People development

Lead HR organizational changes in preparation of 2019 Omni-Channel strategy

Results: 70% sell-through before sale, Flat Comp Vs LY, 1 internal promotion from Manager to Director

• Retail Director South West Europe – 70 M€ – 60 stores – 300 Team members – 2 years

Leader of our 3 District Managers, 24 Full price stores, 4 Outlet stores

Support double digit growth through efficient teams and VM/Operation excellence

Results: +20% Comp sales, 81% on mystery shopper, 1 promotion from District to Regional Director

From 2013 to 2014: PRADA (Fashion Luxury Group, 13000 employees, 3,1 B€)

Key achievements

• Customer Expérience Strategy (2013/2014)

Goal: Establish a unique Customer Experience Ceremony for Prada Worldwide

Actions: 1. Select external Consultant and drive working sessions with Prada HQ in Milan

2. Conduct trial in 5 countries 3. Define the train the trainer guide

Results: Signed off the official Global Program by Prada owners, +10% additional Loyal customers in Europe

• Retail Director – France – 245 M€ – 35 stores – 350 Team members – 2 years

Head of Store Managers and Store Operations Department: 5 direct reports – 1 Area Manager

Lead Floor Management and Costumer Service culture changes for Global

Results: +12% Comp sales, 15% additional loyal customers, +10% Conversion rate

From 2007 to 2012: SEPHORA (Part of LVMH Group, Luxury group, 35000 employees, 46 B€)

Key achievements

• Floor Management Strategy (2007/2010)

Goal: Floor Management is the way the Store Team manages the store during the day through KPIs management, People engagement and Customer Service – Had to influence my Managing on program’s benefit

Actions: 1. Conduct a successful roll out on my Region (#1 Region on KPI’s), 2. Design tools, training and goals with CAA (External Partner) 3. Present the program to EU Executives for roll out

Results: +10% on Convertion Rate (France), Rolled out in All Countries by 2010

• Mix Margin Strategy (2011/2012)

Goal: Increase Margin and sales on a selected list of existing  doors by reviewing their Product and Layout

Actions: 1. Create a Committee that involves Marketing, Buying, Finance and Managing Directors 2. Review selected doors one by one through Product offer, VM and layout of the store

Results: + 1,5 points on Margin on the selected doors

• Sephora Management School (2011/2012)

Goal: Create a formal path for our Talented Sales Associates to become Manager – Encourage internal moves

Actions: 1. Select the right Profile and engage HR, DM 2. Establish the 1-year-training program + follow up   3. Validation and assignment to a new store as official new Manager

Results: 10 New Managers promoted each year, Secured a solid Succession Plan for Italy

• Commercial Director – Italy – 240 M€ – 115 stores – 1200 Team members – 2 years

Member of the Directors Committee, Managing the P&L, Reporting to the Managing Director

Drive the commercial strategy: Mix Margin, Real Estate, Market share and Costumer Service

Lead a strong People vision – New Manager career path program, Floor Management, Team structure

Results: 2011: +8% on Comp sales, 2012: +0,1% (Market at -5%), +10% on the shop profit

• Regional Director – North East of France and Luxembourg – 100 M€ – 33 stores – 4 years

Leader of our 33 Store managers and 1 District Manager, Business unit from 1 to 10 M€ POS

Creation and roll out of new tools for Global Europe – Floor management, One pager, VM maximization

Results: 2007: +11% Comp (#1 France), 2008: +4,5% (#3 France), 2009: +1%, 2010: +4%

2 internal promotions from District to Regional Director and 1 Store Manager to District Manager

From 2002 to 2006: GAP Inc.  (Fashion Premium Group, 130000 employees, 14 B€)

• Store Manager Paris – Ternes store (5M€) to Passy store (10 M€) – 3 years

Leader of 20 to 40 employees, including 4 to 7 Managers

Results: 2002 +15% Comp (GAP Ternes), 2003: +9,5% Comp (GAP Passy), 2 internal promotions

• Store Audit Manager – 1 year

Results: 25% savings on shrinkage (374 K€), +10 points on Store audit scores

From 1998 to 2001: DECATHLON (Global Sports Retailer Group, 88000 employees, 11 B€)

• Assistant Store Manager – Stade de France – 20 M€ – 1 year

• Department Manager – Paris – 30 M€ – 3 years

Formations

• Master’s degree at ESG Business School – Paris – 1996

• INSEAD – Leading Digital Transformation Program – 2019

• MICHAEL KORS Executive program – Agile Leader – 2017

• SEPHORA High Potential annual Global summit – April 2011, May 2012

• GAP high potential seminar – February 2003, January 2004

• Visual Merchandising Train the trainer certification at DECATHLON HQ – September 2001

Compétences

Management

Strategy

Operations

Business Acumen

Retail

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