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Patrice Louvet

President, Chief Executive Officer & Director, Ralph Lauren Corporation

Search every verified Patrice Louvet interview, podcast appearance, and on-the-record quote — each transcript cross-checked by AI and human review to confirm speaker identity. Patrice Louvet, President and CEO of Ralph Lauren, discussed the company's performance and strategy during the first quarter fiscal 2027 earnings call on August 6, 2026. He stated that the company was off to a strong start in the second year of its "Next Great Chapter" plan, citing the resonance of core brand values such as authenticity, quality, and timeless style across generations and geographies. Louvet also noted that Greater China had grown from 3% of the company's business before COVID-19 to 10% currently, describing this as consistent progress while acknowledging it remained lower than some luxury competitors' penetration. He expressed confidence in the European business's low-to-mid single-digit growth algorithm, while noting a more prudent near-term outlook given the consumer context. In a July 16, 2026 interview on The CEO Signal podcast, Louvet reflected on his tenure since becoming CEO in 2017, describing how the company had overextended its brand through off-price channels and department store presence. He said the company left about $1 billion in revenue on the table as it pulled back from places where it was not "proud" of showing up, applying a filter of whether the company was proud of its presence and whether it was financially attractive. Louvet also described Ralph Lauren as being in the "dreams business," comparing the founder to a film director who creates environments and stories, with the consumer as the actor and product as the prop. He discussed balancing "magic and logic" in the business, drawing on lessons from his earlier career at Procter & Gamble, including slowing down to listen, repeatedly articulating a vision, and sequencing change.

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Notable quotes

“We had overextended the brand. We were overextended in off-price. We had a department store presence that was very significant in a lot of places where frankly we weren't proud of being there. And so my filter for the teams were two things. Are we proud of the way we show up? And is it financially attractive? If the answer is no to either, then we should either make the intervention to address the issue or get out.”

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