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Photo By Courtesy Photo
Angela Ahrendts
American-born Angela Ahrendts is chief executive of British luxury brand Burberry Group, whose trademark black-red-tan tartan is known the world over.
Since her arrival at the company, Ahrendts has shifted Burberry’s mindset from luxury wholesaler to specialty retailer. Brand extensions, including accessories and high-end handbags, fueled a sales surge in her first year at the helm. As consumer demand rocketed, so did logistical challenges. Ahrendts overhauled supply chain operations and increased the number of market weeks to five, making it possible to flow fresh inventory to stores every month. She and the brand overcame bad press with the closing of a London factory, despite Prince Charles’ personal appeal to keep it open.
After her 1981 graduation from Ball State University in Muncie, Ind., Ahrendts headed east to New York City. In 1989, she took the reins as president of Donna Karan International and later moved to Henri Bendel as executive vice president. In 1998, she joined Liz Claiborne, rose to evp in 2002, and helped build the company from 10 to 41 brands, advocating for upstart labels like Juicy Couture and Lucky Jeans.
In 2006, Ahrendts took the ceo baton from her successor at Burberry, Rose Marie Bravo, another American. It was Bravo who initiated the turnaround at Burberry, whose signature plaid was overexposed — showing up on London’s “hooligans” and even protective face masks during the SARS crisis in Asia. Ahrendt’s chapter of the turnaround eased up on the plaid and introduced new motifs — such as a jousting knight — for a more contemporary brand version of luxury ready-to-wear apparel, children’s wear, accessories and fragrances. These efforts helped to position Burberry for U.S. expansion and entry into emerging markets.
Since her arrival at the company, Ahrendts has shifted Burberry’s mindset from luxury wholesaler to specialty retailer. Brand extensions, including accessories and high-end handbags, fueled a sales surge in her first year at the helm. As consumer demand rocketed, so did logistical challenges. Ahrendts overhauled supply chain operations and increased the number of market weeks to five, making it possible to flow fresh inventory to stores every month. She and the brand overcame bad press with the closing of a London factory, despite Prince Charles’ personal appeal to keep it open.
After her 1981 graduation from Ball State University in Muncie, Ind., Ahrendts headed east to New York City. In 1989, she took the reins as president of Donna Karan International and later moved to Henri Bendel as executive vice president. In 1998, she joined Liz Claiborne, rose to evp in 2002, and helped build the company from 10 to 41 brands, advocating for upstart labels like Juicy Couture and Lucky Jeans.
In 2006, Ahrendts took the ceo baton from her successor at Burberry, Rose Marie Bravo, another American. It was Bravo who initiated the turnaround at Burberry, whose signature plaid was overexposed — showing up on London’s “hooligans” and even protective face masks during the SARS crisis in Asia. Ahrendt’s chapter of the turnaround eased up on the plaid and introduced new motifs — such as a jousting knight — for a more contemporary brand version of luxury ready-to-wear apparel, children’s wear, accessories and fragrances. These efforts helped to position Burberry for U.S. expansion and entry into emerging markets.
