Alain Némarq, CEO of Mauboussin, posing in his elegant office filled with works of art. Credits: Alain Némarq.
A few weeks after appearing together on the radio, Alain Némarq warmly welcomed me to his elegant office in Paris. The walls are adorned with original paintings, including a portrait of the legendary couple Serge Gainsbourg and Jane Birkin. As CEO and Artistic Director of Mauboussin, Alain Némarq combines an academic background in business management with teaching experience. Erudite and passionate about craftsmanship, he developed the intelligence of the hand by learning jewelry making. Conversation with a leader as creative as he is visionary.
Interview
Pierre-Antoine Tsady : When you took the reins of Mauboussin in 2002, what were your first impressions and what goals did you set for yourself?
Alain Némarq : When I began leading Mauboussin, I was immediately struck by the elegance and rich history of the House. Its impressive archives testified to a precious, if somewhat dormant, heritage that I was determined to revitalize. My goal was twofold: first, to breathe new life into this sleeping beauty by modernizing it without losing its soul. Second, I wanted to make the purchase of High Jewelry more feminine, making the experience more inclusive and accessible for women, allowing them to buy luxury pieces independently.
P.-A. T. : How do you combine creativity and commercial strategy as CEO and Artistic Director of Mauboussin?
A. N. : At Mauboussin, creativity is not merely an aspect of our work; it is its heart. As a great House of creative tradition, we believe that the power of creation is the foundation for generating added value. Commercial strategy is therefore closely tied to artistic innovation, each collection being designed to awaken the imagination of our clientele while strengthening the brand’s position in the market. Let creativity loose — profit is just around the corner.
P.-A. T. : To democratize luxury, what strategy did you implement and what unexpected realities did you discover in the market?
A. N. : My ambition was not to democratize luxury. I sought to make High Jewelry accessible through a threefold approach: product accessibility, geographic accessibility, and price accessibility.
P.-A. T. : How has the web helped promote Mauboussin with the digital evolution, and what were the essential elements of your online strategy?
A. N. : It’s obvious that the advent of smartphones and the development of on-line [e-commerce, ed.] have transformed how we sell our products. On one hand, they have allowed us to better present visuals and videos of our jewelry, our watches, and more generally our new items. On the other hand, we can now reach prospects — who are not yet Mauboussin customers — to bring them toward the brand.
P.-A. T. : To expand internationally, how do you adjust your strategy to conquer diverse markets while staying true to Mauboussin’s identity?
A. N. : Internationally, I apply exactly the same strategy as in France. However, I adapt the methods to local specificities without compromising Mauboussin’s identity. This approach allows us to maintain consistency in our brand image while respecting the preferences of foreign markets.
P.-A. T. : How does the Mauboussin brand, with its many products, stand out to such a solicited consumer?
A. N. : Mauboussin stands out through the accuracy and finesse of its creations. We also place great importance on absolute respect for value for money. But the most important thing remains having an attitude always focused on the customer. We are constantly listening to them, striving to meet their expectations.
P.-A. T. : According to Challenges in 2016, 85% of Mauboussin jewelry was made in Europe, including 45% in France. How have your manufacturing practices evolved since that pre- and post-pandemic period?
A. N. : Our manufacturing practices have maintained their geographic orientation since 2016, with the majority of our production based in Europe and a large portion in France. This continuity guarantees quality and respect for the artisanal traditions that are at the heart of our brand.
P.-A. T. : How has your management training and experience in other houses influenced how you lead Mauboussin?
A. N. : You know, experience is only a lantern that illuminates the past. Over all these years I’ve simply learned to grasp the spirit of the times. The one who succeeds is the one who manages to seize the present time.
P.-A. T. : Has the tennis you play strengthened your leadership approach and corporate philosophy at Mauboussin?
A. N. : Tennis taught me that success is only possible for the one who moves, stays ready to shift and adapt quickly. This lesson is equally valid in business and we practice it at Mauboussin. As a philosophy, I would say that everything must change so that nothing changes.
P.-A. T. : In a world where societal issues are increasingly essentialized, what values would you ideally like Mauboussin to reflect?
A. N. : I like Mauboussin to embody generosity, elegance, kindness, and freedom. These four values are fundamental for us.
P.-A. T. : Like some competitors, will we soon see the Mauboussin brand expand into interior design, cosmetics, or ready-to-wear?
A. N. : The Mauboussin brand primarily expresses a way of life, and as such, nothing is forbidden to it. Whether it’s interior design, cosmetics, or ready-to-wear, there is no limit to the areas we could explore.
P.-A. T. : What can we wish for Mauboussin before 2030 and what goals do you want to achieve for the brand?
A. N. : By 2030, I hope that more and more women will feel comfortable and embodied in Mauboussin.
