By techadmin 
Global CEO of Chanel | Former CHRO of Unilever
1. Q: Leena, as the Global CEO of Chanel, what does your role entail and how do you navigate leading such an iconic luxury brand in today’s world?
As the Global CEO of Chanel, my role is to safeguard the essence of a brand that is both timeless and daring, while also steering it confidently into the future. Chanel is more than a fashion house—it’s a cultural icon, a symbol of creativity, freedom, and enduring elegance. Leading such a revered institution means walking a fine line between honoring the legacy of Gabrielle “Coco” Chanel and embracing innovation in a fast-changing world.
I oversee all facets of the business—strategy, operations, digital transformation, sustainability, and people. But to me, leadership at Chanel is not just about driving profits or launching new collections. It’s about upholding our values: craftsmanship, creativity, and individuality. We operate with a deep respect for the artisans, designers, and communities who are part of our ecosystem.
Navigating leadership in today’s world means being human-centered. Luxury is evolving. It’s no longer just about exclusivity—it’s about meaning, responsibility, and authenticity. We are embracing sustainability, fostering diversity and inclusion, and making bold strides in innovation, while ensuring the emotional essence of the brand remains intact.
Coming from an HR background, I naturally focus a lot on people. My job is also to nurture a culture where our employees feel empowered and inspired. Creativity thrives in safe, inclusive spaces. As a leader, I strive to create those environments—whether it’s for a fashion designer in Paris or a store associate in Tokyo.
In essence, my role is to listen deeply, lead purposefully, and ensure Chanel remains a beacon of inspiration in the luxury world for generations to come.
2. Q: You transitioned from CHRO at Unilever to CEO at Chanel—two very different worlds. What were the biggest challenges you faced in making that leap?
Stepping from the world of FMCG and human resources into the luxury fashion industry as a CEO was both exhilarating and daunting. At Unilever, I spent over three decades building my leadership, shaping people strategies, and driving global change. It was a place I knew deeply. Chanel, on the other hand, was an entirely different ecosystem—with its own creative pulse, artisanal legacy, and cultural nuances.
One of the biggest challenges was simply shifting industries. The luxury fashion space operates with different dynamics. It’s less data-driven and more intuition-led. It’s not just about scale and efficiency; it’s about emotion, artistry, and heritage. I had to learn how to honor that creativity without letting my operational mindset overshadow it. I spent my initial months listening—really listening—to artisans, designers, craftspeople, and clients to understand the brand’s heartbeat.
Another challenge was leading in a space where I didn’t fit the conventional mold. A woman of Indian origin, with a background in engineering and HR, suddenly heading a Paris-based luxury maison—that raised a few eyebrows. But I saw that as a strength. I bring a global perspective and a deeply human-centric lens. The challenge was not just gaining credibility externally, but also having the humility and courage to evolve myself as a leader.
Culturally, fashion is fast-paced and emotionally charged. Decision-making here is not always linear—it flows with instinct, legacy, and vision. That required me to loosen some of my structured thinking and embrace ambiguity.
But challenge is the birthplace of growth. Today, I’m grateful for those early hurdles. They made me more agile, more empathetic, and even more committed to inclusive, values-driven leadership.
3. Q: What inspired you to pursue leadership, especially coming from a small town in India to now leading a global luxury house?
My journey started in Kolhapur, a small town in India where opportunities for women were limited, and ambition for girls was often boxed. I was lucky to have parents who never put ceilings on my dreams. They told me, “Don’t just aim for the stars—fly beyond them.” That belief stayed with me.
I was always curious, always drawn to people. I studied engineering—not because it was traditional, but because I wanted to challenge stereotypes. Later, I pursued management at XLRI, one of India’s top business schools, where I was one of the few women in a sea of men. That experience sharpened my resilience and made me value the importance of voice—especially for the underrepresented.
At Unilever, I found purpose. I realized leadership wasn’t just about climbing a ladder—it was about lifting others as you rise. That’s what drew me to HR. I spent years championing inclusion, mental health, and meaningful work, eventually becoming the first female and youngest CHRO in Unilever’s history.
What inspired me wasn’t a desire for power or position—it was the idea of impact. I believe leadership is a platform for service. Whether in Kolhapur or London, Paris or Mumbai, people want to be seen, heard, and valued. That insight, simple but profound, became my compass.
Joining Chanel was an extension of that purpose. It allowed me to lead not just with intellect but with heart. I want every girl from a small town to know that where you start doesn’t define where you can go.
4. Q: How do you champion diversity, equity, and inclusion at Chanel—a brand steeped in tradition?
Diversity, equity, and inclusion aren’t just checkboxes—they are the soul of modern leadership. At Chanel, a house rich in tradition, championing DE&I means striking a thoughtful balance between legacy and progress. Tradition doesn’t have to mean exclusion. In fact, Coco Chanel herself was a rebel, a disruptor, a woman ahead of her time. That spirit gives us permission to evolve.
One of my first priorities was embedding inclusion into the way we operate, create, and communicate. Internally, we are building a more diverse talent pipeline—not just at entry levels, but in leadership, design, and decision-making roles. We are reviewing our recruitment, development, and retention practices to ensure they are equitable across gender, ethnicity, and geography.
We’ve also launched listening circles across regions—spaces where employees from all backgrounds can voice their experiences. These insights are shaping our policies and creating a more psychologically safe workplace.
Externally, our creative expressions—campaigns, product narratives, and brand ambassadors—are becoming more representative of the world we serve. We’re ensuring that our storytelling is inclusive, not performative, and that we respect and celebrate the cultures we draw inspiration from.
DE&I isn’t just a program—it’s a mindset. It’s in how we conduct meetings, design products, collaborate with artisans, and choose our supply chains. The work is ongoing, and we’re not perfect. But we are committed. Chanel’s strength lies in its ability to reinvent—and that includes reinventing what inclusivity looks like in luxury.
5. Q: How do you lead creatively when you’re not a fashion designer yourself? How do you foster innovation without interfering with artistry?
Leadership in a creative industry is not about being the most creative person in the room—it’s about creating the space for creativity to thrive. At Chanel, I don’t design garments, but I design the environment in which ideas blossom. That’s my role—to be the gardener, not the star.
I respect deeply the genius of our creative teams. Whether it’s Virginie Viard, our Artistic Director, or the ateliers who craft couture pieces by hand—my job is not to direct their vision but to protect it. That means shielding them from unnecessary noise, ensuring they have the resources they need, and giving them the freedom to explore without fear.
But creativity also requires structure—just enough to give shape to ideas without constraining them. I bring that balance from my background. I encourage cross-pollination between teams—say, tech and design or sustainability and retail—to unlock unexpected innovation. We’re also using data in thoughtful ways—not to dictate creativity, but to inform it.
Another aspect of leading creatively is knowing when to step back. Ego must be replaced with empathy. You must trust the process and the people behind it. At the same time, I’m responsible for aligning creative ambitions with business goals—ensuring that the artistry leads to impact.
At Chanel, we believe that creativity doesn’t just belong in fashion—it belongs in how we run the business, how we engage with the world, and how we show up as a brand with purpose.