Giorgio Armani. Courtesy Giorgio Armani

The designs of fashion superstar Giorgio Armani have become synonymous with the relaxed yet restrained and sophisticated style that has, over the nearly half century he has been in the business, transformed Italian tailoring. Harriet Quick talks to the legend about his global empire, which spans womenswear, menswear, interiors, hotels and more

Even with increased life expectancy and delayed retirement age, there is only a tiny percentage of us who, at the age of 85, will wake up every morning motivated by the prospect of a full days’ work. That Giorgio Armani is in charge of a multibillion-euro company, more than 7,000 employees and owns a personal property portfolio of nine houses (plus a 65m superyacht named after his mother’s nickname, Maín), a personal fortune estimated at 6 billion euros and a whip-sharp brain makes him that rarity.

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Who does he see in the mirror each morning? “I see a man who, through sheer hard work, has achieved a lot, turning a vision of style into an all-encompassing business. This assumption might sound like an overstatement, but it is a matter of fact,” says Mr Armani (Mr is his preferred address), dressed in his ‘fashion-worker uniform’ of blue sweater, cotton trousers and white sneakers. “And yet, in spite of all my achievements, I still feel the fire. I am never content – I am always challenging myself. That’s how I keep young and aware, by always raising the bar a little higher,” he says.

In January 2020, Armani will have presented Giorgio Armani menswear during Milan fashion week, the Armani Privé collection during the Paris haute couture collections and overseen looks designed for celebrities attending the Golden Globes, the Oscars and the Baftas. He also picked up the GQ Italia Award in January in swift succession to the Outstanding Achievement Award that was presented to him by Julia Roberts and Cate Blanchett at the British Fashion Awards in December 2019. By way of acceptance, he simply gave a big thank you while Blanchett added, “Mr Armani is a man who prefers to let his clothes do the talking”.

Armani with his mother Maria in 1939 (top), and with his partner Sergio Galeotti. Both images courtesy of Giorgio Armani

The new decade marks forty-five years in the business during which the Armani brand has grown from a seedling collection of subtle, relaxed men’s suiting into a global powerhouse that encompasses 11 collections a year (including Privé and Emporio Armani) fine perfume and cosmetics, underwear, eyewear, denim, interiors, furnishings and hotels. Armani, who is the CEO and creative director, remains the sole shareholder making him, alongside the Wertheimer family that owns Chanel, Sir Paul Smith and Rei Kawakubo of Comme des Garçons, one of the last remaining fashion industry founder/owner titans. Ralph Lauren stepped down from his role as CEO in 2015.

“A vision like this takes a long time to be fully developed. The slow growth made it organic and all encompassing,” says Armani. “I had the first glimpses that style could turn into lifestyle back in the eighties, sensing that my philosophy could be applied to many different fields. Across the nineties, as the business grew, I started adding new elements, be it furniture, restaurants or hotels. My intention today is to offer a complete Armani lifestyle. New things can be added all the time. The vision has not changed over the years, it has grown, evolved and expanded,” he says as if observing the horizon line. But the roots were set firm and fast. In the first year of trading (1976) the turnover was $2 million. With Italian producer GFT and American know-how, Giorgio Armani and his right-hand Sergio Galeotti learnt how to manufacture and distribute at scale. In 1981, Emporio Armani was launched offering denims and sportswear at accessible prices and emblazoned with the graphic triumph that is the EA eagle.

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Armani’s lifestyle vision of pared-down elegance (in shades of aqua and greige) has proven as enduring as the bewitching romance of Pantelleria, the tiny island that lies off the coast of Sicily. The myth of Armani seems to predate the man himself, reaching back through the 20th century into some misty pre-industrial past and lurching forward into a tonally harmonised borderless utopia. In Armani’s universe, shapes, moods and memes may change, but not excessively so and one would be hard pushed to date one collection versus another. In this age of responsible luxury and sustainability, that interchangeability is now again being considered a virtue rather than a freakish anomaly. The brand, which Armani describes as a ‘physiological entity’, speaks of constancy, grace, strength and good health seemingly impervious (or very well sheltered from) the rude chaos of real life, just like the founder himself. The allure of Armani’s serene aesthetic harbour (in jackets and the best-selling Luminous Silk Foundation alike) seems to grow in inverse proportions to the spiking rates of anxiety and turbulence in the world.

Armani at the 2019 British Fashion Awards with, from left, Cate Blanchett, Julia Roberts, Tom Cruise and Roberta Armani. Photo by Stefano Guindani

Yet upheaval, tragedy and human destruction is part and parcel of the Armani story. Young Giorgio (one of three siblings) grew up in poverty-stricken postwar Italy, in the town of Piacenza, near Milan. Food, healthcare, building materials, fuel and clothing were in short supply. Bombing raids were imprinted on his childhood memories as were the visits to the local fascist HQ where his father worked as an office clerk. Armani distanced himself from the ideology and the relationship (his father died when he was 25) decades ago. “We had little, very little, so we treasured what we owned. My mother was wonderful in that sense: we were always impeccable, even if we did not have anything to show off. It was all about being clean, being proper. I’d call it dignity,” he reflects. The autumn/winter 2020 menswear collection, with its distressed-leather donkey jacket, soft shouldered tweed suits and shearling mountain coats and combat boots, had strong echoes of wartime civvy and military garb, albeit in luxury and technical materials.

“As industrialisation grew, we came into contact with new stuff. I remember my first incredibly stiff pair of blue jeans and I immediately felt like James Dean. As the economy boomed we all became eager for more. The social fabric disintegrated a bit and being modern became a must. That’s when I really understood the power of clothing – it’s the first projection of the self into society,” he continues. To note, Giorgio Armani SpA was one of the first brands to enter the Chinese market – he has an innate understanding of aspiration.

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Like Ralph Lauren, Armani received his fashion training on the shop floor at the swish Milanese department store, La Rinascente. “I was dressing windows and working as a buyer. I got to observe people, and that was an invaluable lesson. Milano at that time was a bursting, innovative city and people were constantly on the lookout for something new. I developed a passion for fabrics and shapes. Then I had the privilege of working as an apprentice with Nino Cerruti, where my career truly took off. I quickly started to develop strong, personal ideas. It was Cerruti himself – to whose foresight I owe a great deal – who asked me for new solutions to make the suit less rigid, more comfortable, less industrial and more tailored,” says Armani.

It’s hard to imagine in our century of casual how modern and desirable the deconstructed jacket and roomy fluid trousers on which Armani made his name would have appeared. But his work to soften the silhouette was as impactful as Coco Chanel’s cardigan jacket on women’s fashion. The silhouette was not only ‘comfortable’, it also projected a certain sense of cosmopolitan ease and adaptability, qualities that were in keeping with a flourishing economy (cars, furniture, fashion, fabric, lighting) and the birth of the ‘Made In Italy’ pedigree.

“By deconstructing the jacket, I allowed it to live on the body, using far from traditional fabrics. That principle is the one I used to build my own brand. Suiting at the time was very stiff. Women, in the meantime, were making progress in the work place and needed a new dress code: ‘ladylike’ was not suitable for the board meeting. I made the suit suitable for men on the lookout for something more natural and for career women. I sensed a need and offered a solution. The rest, as they say, is history,” says Armani, who is wont to gently shrug his shoulders.

A look from the Armani AW14 advertising campaign. Image by Solve Sundsbo

“I think Armani’s success is due to his fashion and the images that went with it,” says Gianluca Longo, style editor at British Vogue. “He personally art directed the advertising campaigns and created the Armani style. He hit the American and the Japanese markets in the booming 80s and the Armani suit became a symbol of success at work. For men, it was a relaxed style and for women, a structured jacket that was still elegant and feminine in the cut.”

Armani’s success is rooted in a close group of loyal collaborators that were particularly effective in navigating the closed-shop Italian fashion business. “Sergio Galeotti has been the pivotal figure for me. He was the one who pushed me to go on my own and who was also by my side to manage it all. When he passed away [in 1985] I had to take my destiny into my own hands. Finally, that was his biggest push. I would not be where I am now without Sergio. I owe a lot to many people I have met across the years, especially Leo Dell’Orco, but I am a truly self-made individual,” he says. He also cites his mother Maria as a mentor: “She taught us the importance of taking care of yourself as an ethical choice. The idea of achieving so much with so little left a lasting impression on me.” Even at 85, he exercises for 90 minutes daily.

The Amal restaurant at the Armani Hotel Dubai.

In his professional life, he cites John Fairchild (founder and editor of WWD) and Karl Lagerfeld as mentors. He admits he is not easy to get on with in terms of journalistic portrayal (he is succinct to the point of being terse) but does remember Jay Cocks’s 1982 Time profile. The cover bore the headline “Giorgio’s Gorgeous Style” and featured the leather-jacketed designer in his own incarnation of James Dean. This was also when Armani took on American retail (Barneys was one of the first stores) and then Hollywood. Leonardo DiCaprio (The Wolf of Wall Street), Kevin Costner (The Untouchables) and Richard Gere (American Gigolo) are among the early pin-ups in a line-up of celebrities looked after by a highly active VIP and Entertainment division overseen by his niece, Roberta Armani.

Read more: Discovering Deutsche Bank’s legendary art collection

In the leagues of big business, a beige Armani suit (in fluid crepe wool) became the uniform of choice for a generation of female leaders, president of Bergdorf Goodman, Dawn Mello, and first ladies included. Today’s soft-power designers, including The Row and Gabriela Hearst, share a surprising amount in common with Armani’s aesthetic. Where peer-group brands built billion-dollar businesses on accessories, Armani’s strength has always been clothing. The cohesive brand architecture works from top to bottom with a bespoke velvet tuxedo on Brad Pitt boosting everyday entry-level purchases of underwear and scent. For the best part of the 1980s, Gianni Versace, Giorgio Armani, Gianfranco Ferré and Valentino Garavani ruled the Italian fashion business before Gucci was resurrected and Miuccia Prada launched into ready-to-wear.

Working at Giorgio Armani SpA is not for slouches. Team Armani work with military precision, expertly choreographing Armani’s interactions with press and dignitaries while exuding brand values 24/7. The notion of a team is always emphasised over individual stars and the same is true of the catwalk presentations and campaigns. The models are rarely supermodels or names but appear as a lithe army, with naturalistic make-up, hair and gestures and clothes that blend in with the wearer. “The founding principles of my company are based upon autonomy and independence,” says Armani. “Jobs might be short lived today, but not in my case. My first employee, Irene, still works for the company.” The Armani Group’s reach has been impacted by a flood of street-credible brands, including Balenciaga, Off White, Burberry and Kim Jones at Dior. In 2016, revenues dropped by five per cent (estimated at 2.51 billion euros) and various strands of the business were given a sharp nip and tuck to refocus on core values.

Furniture in the Armani/Casa 2019–20 collection at the Salone del Mobile in Milan. Image by Fabrizio Nannini

As a private company, rumblings and frissons behind the scenes are hard to detect. The Armani world is elegantly orchestrated, from the polished-concrete Armani HQ in Milan designed by Tadao Ando to the flagships, many designed by architect Claudio Silvestrin, and the low-rise converted dammuso on the island of Pantelleria where Armani has a holiday home. “Clothing is about the space between cloth and body, architecture is about the space in which the body moves. I do not see many differences, and I think soulful simplicity always wins,” says Armani. And tactility. “The virtual is cold. We need to touch things, we need to make bonds.”

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“Mr Armani is a very loyal person, he relies on his close friends and has an acute sense of humour,” says Longo who last year was invited onto the superyacht, Maín. “That always helps. And he still loves to be involved in everything that he sees around him. From a button on a jacket, to the cutlery on a table.”

The spring/summer 2020 collection of misty fog and aqua cadet suits and cloud-like organza-topped shimmering gowns was dedicated to Earth, echoing this era’s concern over climate change. The company has been a supporter of Acqua for Life for more than ten years alongside other charities supported by the Giorgio Armani Foundation, set up in 2016. As fashion goes through epochal changes in purchasing behaviours and attitudes, the business will be remarkably different in ten years’ time.

Richard Gere in American Gigolo (1980), and Andy Garcia and Kevin Costner in The Untouchables (1987), for both of which Armani designed the costumes

“The outlook for the fashion business and the outlook for fashion are two separate issues,” Armani says. “Fashion, I feel, has a great future, as people are becoming more and more confident in making decisions about what to wear based on what suits them, and are also becoming better educated in matters of style. The fashion business, on the other hand, must adapt to this new situation, and the fact that consumers are able to access new ideas from their digital devices at any hour of the day, anywhere in the world. How to best respond to the new landscape hasn’t changed – make clothing and accessories that help people fulfil their potential and look their best and bring out their characters.” The focus should be on style, not trends, he argues. “And you should have your own vision and viewpoint as a designer. If you do these things, you will be successful. Consumer behaviour may change, but why people buy fashion in the first place will not.”

On the matter of succession plans, Mr Armani remains a closed book. The internal leaders are likely to be in place. “Freedom gives me pleasure. I experience it in my business, as I am still my own boss. I experience it in my boat, suspended between the sky and the sea.” One intuits that this sense of inner peace has been hard won yet the reaching for it is what drives the Giorgio Armani brand.

Discover the collections: armani.com

This article was originally published in the Summer 2020 Issue.

Caroline on the red carpet of the Cannes Film Festival closing ceremony in May this year

Caroline Scheufele is co-president of Chopard, the Swiss jeweller and watchmaker that has been run by her family for more than 150 years. As head of the women’s collections and fine-jewellery range, she has made the Cannes Film Festival a dazzling stage for the brand’s showbiz ambassadors to display a new range of bespoke creations every year. Her time running the company has seen the rise of the Chinese market and the emergence of social media. LUX Editor in-Chief Darius Sanai visits her at Chopard’s Geneva HQ to discuss doing business in Beijing, how to keep innovating and how the best ideas come in the rain

LUX: We just looked at the atelier where you create your individual pieces, and what struck me was the creativity and ‘anything goes’ style of these one-offs. Is Chopard becoming more creative or has it always been like this?
Caroline Scheufele: I think Chopard has always been known for being one of the most creative in the watch and jewellery market. But over the years there has been a big evolution – especially over the past 10 years when I started to introduce the Red Carpet collection that we release annually in Cannes. We started with the 60th anniversary, so crazily enough I said we will make 60 special pieces, and every year we add one, so we are now up to 71.

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A Red Carpet Collection necklace

It’s a big challenge for the workshop. Over the past 10 years there was a big evolution and maybe even revolution within high jewellery because we started to work a lot with titanium and even now ceramic and aluminium, and you get a completely different finishing look than if you only work with gold. Personally, I love to wear big earrings and that’s why we started a lot with titanium because normally big earrings are very heavy because of the gold, and the worst thing is when you sit at a dinner and you see a woman taking off her earrings on the table because they hurt.

That’s also the practical side of it, if you use titanium – like on the big orchids in this year’s collection – they are like feathers. And now we can colour the titanium, which we can’t do with gold. When we started my father said, ‘What are you doing?’ I said, ‘It’s not written anywhere that diamonds have to be set in gold.’ It’s just historically always been done like that.

LUX: You were inspired by your recent travels?
Caroline Scheufele: Yes, I travel a lot. I just came back from two weeks in China which is always very inspiring. And there are a lot of things you can pick up in ancient architecture or colours or music. But there is not a given moment when you say, ‘OK, today I’m going to sit down and be creative.’ It doesn’t happen like that. But it often happens when I travel which is good because I always come home with ideas and you always need new ideas. I love architecture. I think if I would not have been doing what I do with the family I probably would have gone into architecture.

Emerald and diamond earrings (above) and necklace from Chopard’s Red Carpet collection

LUX: When you are travelling, do you have to force yourself to go out of the usual itinerary to get to the inspirations?
Caroline Scheufele: I fight with my team because this time, for example, I was two days in Xi’an, an old capital of China where they had the first Emperor, and very close to the Terracotta Warriors. I said, “No matter what, I am going there. Please put these two hours into my programme.” And like always my team say, “Ah no, no but you have to do this…”. I mean, I was in China five times last year and I still haven’t seen the Great Wall.

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LUX: For the Cannes unique pieces is it really carte blanche? You create whatever you want and clients will buy them?
Caroline Scheufele: It’s pretty much carte blanche. We do have a theme, but otherwise anything goes.

LUX: Do you worry they won’t get sold?
Caroline Scheufele: No… we have a very nice group of clients who are very attached to the brand and they get to see them pre-Cannes. And then we may have other customers who want the pieces but we only make one of each.

Caroline sketching the palme d’or design

A Red Carpet Collection bracelet

LUX: China has gone from zero to biggest market in the world in the past 15 years. How have you established yourselves as the brand with the power that you have over there? Because they didn’t know Chopard previously.
Caroline Scheufele: We started with some agents and now we run China ourselves, we have our own office in Shanghai and another in Beijing and a big one in Hong Kong. First it was more about watches but now the Chinese have discovered branded jewellery. We have our Chinese ambassadresses and when they wear something, the next day it can be sold out. They are very celebrity-driven so it’s a lot about social media. China is also so big. When you go to a city like Beijing, it’s 22 million people, almost three times Switzerland. The dimensions are so different. Last time I met a very nice successful lady, who runs a family business, but they have 320,000 employees – that’s the whole city of Geneva!

LUX: You have to visit China in person, right?
Caroline Scheufele: Yes, they appreciate meeting the family. They like the personal interaction. We had an exhibition at a luxury fair in Hainan, and we printed a book in Chinese. I gave it to a lady and the next morning she knew everything in the book, she had read the whole thing, which probably wouldn’t happen in America.

LUX: Is the perception of luxury changing in China?
Caroline Scheufele: Certain brands were very popular in the beginning when China opened up, and now certain people in the Chinese elite are going for smaller brands because it’s more chic or less widely seen. I met a very interesting professor from Beijing University who was giving some background on China, about how things change quickly. Within the past three years, 100 million people moved from poverty into the middle class but in the next six years it will be 300 million more. They set themselves goals and visions and they really do them.

Cate Blanchett wearing Chopard creations at this year’s Cannes Film Festival

LUX: Are consumers around the world less loyal to brands and is that a problem?
Caroline Scheufele: It’s not a problem, it’s an opportunity. It’s also stimulating for us to be more innovative and more creative. And fast.

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LUX: Is speed an advantage because you’re a family company?
Caroline Scheufele: It’s an advantage because if something is urgent we can make things quickly because everything is in-house. Also we can stop something and say, ‘Now we make this engagement ring because their engagement is the day after tomorrow.’ Which in other companies is more complex. They have [to get] 10 people’s signatures before they even start the design, and we’ve already made the piece.

LUX: Have tastes changed around the world in the past few years?
Caroline Scheufele: Yes, jewellery has become more democratic in a way, how women wear it. So, mixing colours, mixing shades of gold. With a beautiful diamond ring you can also wear it with jeans, you don’t need to have only the long dress to go with it. So I think yes, it has changed.

Lupita Nyong’o in Chopard at this year’s Cannes Film Festival

LUX: I might have this completely wrong as an outsider, but it seems to me that jewellery used to be made by men and bought by men for women, and you’re a woman and your customers are women.
Caroline Scheufele: Women and men. Both. I sometimes call men and say, ‘Your wife’s birthday is coming up, I hope you didn’t forget it!’ But yes, previously jewellery was always something that you expected to be given as a present. Whereas certain women spend easily, they go shopping for designer clothes and they spend $10,000, $20,000 without a problem, but to buy yourself a beautiful diamond ring was not so much on the menu. I think now a lot of women are independent, they make their own money, they also buy their own jewellery, they might still be married but they sometimes go, ‘Ah, this is new?’ ‘Yes, I just bought it for myself.’ The behaviour of buying has changed, also with the advent of e-commerce.

Actress Celina Jade also wearing Chopard at this year’s Cannes Film Festival

Caroline with Jacky Ickx and her brother Karl- Friedrich Scheufele at Cannes

LUX: Is that going to become more and more important?
Caroline Scheufele: We have to work with both. I still like magazines, I’m not somebody who can read a book on iPhone. I still like the touch of paper, but maybe I’m not this very young generation… I still think there is a difference. A lot of people get information first online and then they go to the destination, physical shopping. So, the digital side is important. How you present your company. I think there will always be stores. But the stores today have to be much more of a lifestyle experience. The people who sell have to be better. It’s not good when the client knows more about diamonds than the salesperson.

A Red Carpet Collection necklace

LUX: Do clients care about your decision this year to only use Fairmined products?
Caroline Scheufele: I think it definitely appeals a lot to the younger generation because they are much more alert, today, about the planet, about sustainability and responsibility. The other day I had lunch with a friend and the son came in. We were talking about tennis shoes and he said, “Mummy no, no, no, you cannot buy this brand. It’s not good because they use kids.” And the mother said, “Ah.” The little one is six years old. So there is much more information and I think we all have to take care of the planet, we cannot just wait for the next generation to clean up.

LUX: You met the miner who mined the diamond you bought from Botswana, the Kalahari Diamond. Is the female empowerment element important for you?
Caroline Scheufele: It is important. And what was the beauty of the Kalahari is that a woman found it and it was on a Sunday. For me this was a unique experience, because I really followed everything from A to Z – from the mine to the cutting to the design. And then obviously we presented, we made the presentation in Paris and we invited the lady who found the stone to the presentation. And she had never been out of the village, so they had to get passports and visas, and she came with her son and then they went to Versailles. They were there one week, and in Versailles the son said, “Is this ice?” because it was the first time he had seen snow. So that, it was nice, it was actually nice.

LUX: Do you get inspiration for your next ideas in unlikely places?
Caroline Scheufele: Yes, I do. Once, we had rented a boat and we were very unlucky because it basically rained for the whole week, so what do you do? You watch movies, you read, you go and eat, you read more, you listen to music. And I was looking around, thinking, ‘How important the sun is!’ And your mood is down, and that’s when I had the idea of doing the Happy Sun collection. I designed it in the rain.

View Chopard’s collections at: chopard.com