Hermès has appointed Paola Triolo as the new head of its Italian subsidiary, effective September 1. The luxury house veteran will also oversee the brand’s operations in Greece, marking a significant leadership transition after nearly two decades under Francesca di Carrobio.
Paola Triolo – LinkedIn
Triolo joined the Paris-based group in 2015 as Chief Information Officer, bringing with her over 20 years of experience in the luxury sector. Before joining Hermès, she was a consultant with the American firm Accenture, specialising in high-end retail and digital transformation. A graduate in economics from Milan’s Bocconi University, Triolo is now stepping into the role of Managing Director and CEO of Hermès Italy and Greece.
She will lead the Milan-based subsidiary, which continues to post strong results for the group. In the first half of 2024, Hermès reported sales of €8 billion, representing a 7% year-over-year increase (+8% at constant exchange rates), making it one of the few luxury brands to report solid growth amid a volatile global market.
Triolo succeeds Francesca di Carrobio, who joined Hermès in 1987 and has led the Italian division since 2005. Under her leadership, Hermès significantly expanded its presence in the region, establishing a network of twelve boutiques across Italy and Greece. Di Carrobio played a key role in anchoring the brand in the Italian luxury landscape, blending long-term strategy with local market expertise.
Although stepping down as CEO, di Carrobio will remain closely involved in the group’s strategic direction. She has been appointed Chief Strategic Affairs and Group Relations Officer, as well as President of Hermès Italy Operations, while continuing to serve on the Board of Directors of Hermès Italy.
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After a 2025 marked by confirmed trends, Luxurynsight and Heuritech unveil their 2026 trend calendar, revealing a fashion landscape centred on sustainability, textures, volumes and statement pieces.
Last year, several signals stood out: suede, boat shoes and the colour cinnamon far exceeded expectations, as did the Euro summer theme, which propelled buttermilk yellow alongside gingham and oversized polka dots. These latter trends recorded growth of between +17% and +87%, confirming their rapid adoption and long-term potential, while the “city boy” aesthetic—with its vertical stripes, raw denim and cylindrical “duffle” bags—left its mark on urban menswear, signalling an appetite for versatile, functional silhouettes inspired by major global metropolises.
DR
For 2026, the calendar highlights month-by-month trends, each with its own growth forecast. January opened with fur detailing, turning fur into subtle accents on collars, hems and accessories, with visibility forecast to rise by +15% in the first quarter and over the next twelve months.
February spotlighted leather trousers, seen on red carpets and sports grounds, with growth forecast at +8% in the first quarter and +2% over the year, while animal prints and croc-embossed leather complement the masculine aesthetic.
March was dominated by raw denim, appearing in trousers, jackets and monochrome silhouettes, with growth of +11% in the first quarter and +9% over the year. In April, performance football trainers benefited from anticipation of the World Cup, with +12% forecast for the second quarter and +14% over twelve months, while pink trainers emerge as a distinct phenomenon at +19%.
May spotlighted loafers, reinterpreted in suede with playful details such as laces, forecast at +15% in the second quarter and +14% over the year, with suede continuing to gain ground across all categories of footwear. June saw the emergence of shades of green and yellow, “greenfinch” for men and “pickle green” for women, with growth of +15% and +7% respectively—versatile colours suited to sportswear and urban pieces—while tones such as aqua green are set to stand out.
July highlighted draping, celebrating volume, fluidity and sculptural forms across blouses, skirts and trousers, with +5% expected in the third quarter and +7% over the year, while draped tops and dresses reach +15% and +12%. August showcased irregular, tennis-inspired horizontal stripes, forecast at +10% in the third quarter and +5% over twelve months, creating a strong, modern motif.
DR
September introduced structured bags, with +10% visibility in the third quarter and +18% over the year, adopted particularly by consumers seeking a minimalist yet sculptural style. October spotlighted flat-lock stitching details, bringing a technical and graphic finish to silhouettes, forecast at +19% in the fourth quarter and +1% over twelve months.
November confirmed the rise of large polka dots, an oversized and photogenic print, expected to grow by +147% in the fourth quarter and +43% over the year, driven by links with contemporary art and visibility at events such as Art Basel Paris.
Finally, December saw the return of tartan, with +16% for men and +12% for women over the year, incorporating coordinating pieces and varied silhouettes from accessories to over shirts, confirming the relevance of reworked classics in a unisex and sustainable winter wardrobe.
The use of artificial intelligence and machine learning algorithms enabled this study to detect emerging signals and anticipate consumer behaviour. The combination of quantitative precision and qualitative expertise ensures actionable forecasts, offering brands a strategic guide to meeting the expectations of a demanding audience attuned to the stylistic coherence and sustainability of their fashion choices.
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Bloomingdale’s has appointed Russ Patrick as its new general merchandise manager of home.
Bloomingdale’s names Russ Patrick GMM of home. – Bloomingdale’s
Patrick joins Bloomingdale’s after a 33-year career at Neiman Marcus, where he most recently served as senior vice president, general merchandise manager and head merchant of men’s, gifts, home and children’s. He departed the Dallas-based retailer in 2023, and has since acted as an industry consultant.
“The strength of the team, the clarity of the vision and the opportunity ahead make Bloomingdale’s the destination,” Patrick said. “I’m energized to take on this next chapter as GMM of Home, contributing to the continued evolution of such an iconic company, and to do so in New York — the center of retail energy.”
In his new role, Patrick succeeds Dan Leppo, who transitioned last March to sister company Macy’s as senior vice president and general merchandise manager of men’s and kids’.
Long regarded as a core pillar of corporate strategy, DE&I (diversity, equity and inclusion) is now going through a turbulent period. Under intensifying political, economic and social pressures, it has reached a pivotal moment. The sixth White Paper from the International Association of Department Stores (IADS) examines whether inclusion remains a fundamental priority or risks being pushed into the background.
Inclusion in the United States is under strain amid pressure from the presidential administration – Shutterstock
The 2025 edition looks at DE&I at a time when commitments are being put to the test. The year 2024 saw heightened scrutiny of inclusion programmes. In January 2025, the signing of a controversial US presidential executive order entitled “Ending Radical and Costly Government Diversity, Equity and Inclusion Programs and Preferences” prompted immediate reactions from major North American companies fearing legal reprisals, according to IADS.
The myth that inclusion penalises businesses
The 2025 report draws on a set of concrete observations from an analysis of the practices of leading retailers worldwide. It highlights four dimensions in which DE&I, when embedded in day-to-day operations, serves as a measurable driver of performance. Firstly, organisations with diverse leadership teams report stronger decision-making and greater strategic agility.
Secondly, companies that value inclusion see improved employee retention, thereby reducing turnover costs in a historically volatile sector. Thirdly, inclusion fosters more effective communication within teams, which reduces operational errors and strengthens cohesion.
DE&I is a legacy of civil rights struggles
Finally, retailers note that some of the most relevant ideas come directly from frontline teams who, thanks to their diverse experiences, contribute significantly to innovation and to adapting to varied customer expectations. These findings show that DE&I is not only an ethical value, but also a concrete driver of organisational effectiveness.
Despite conservative rhetoric, inclusion and diversity are an asset for companies, says IADS – Shutterstock
The report also notes that DE&I forms part of a longer legacy, rooted in the civil rights movement and in the historic demands of retail frontline teams for fair treatment and safer working conditions. However, contemporary expectations, often unclear or poorly defined, have given rise to what some stakeholders describe as “DE&I fatigue”, fuelled by doubts about the sincerity of commitments rather than by clear strategic thinking.
Inclusion, between intention and ‘strategic advantage’
The White Paper further points out that DE&I cannot be one-size-fits-all: priorities vary by region — from gender parity, ethnicity and disability to socio-economic background and national integration — and expectations regarding language and transparency differ considerably. For international groups, tailoring local approaches while upholding universal principles of equity is a major operational challenge.
Finally, IADS sets out the conditions that enable inclusion to take root for the long term: listening to employees, setting clear behavioural expectations, fostering collaboration between stores and headquarters, and ensuring fairness in recruitment and development processes. Beyond intention, these capabilities help retailers turn DE&I into a tangible strategic advantage, strengthening resilience, engagement and relevance in a constantly evolving environment.
Founded in 1928, IADS coordinates exchanges between department stores worldwide and publishes an annual White Paper on a key industry issue. Previous publications have focused on the Covid-19 pandemic, digital transformation, sustainability, retail media and the role of middle management.