She studied Law and Business Administration at ICADE and began her career focused on the legal area within the industry. However, ISEM's FBA opened up new perspectives for her and led her to make a career change: she left the firm to do an internship at Loewe, a step back that became the impetus towards international luxury. Today, Alejandra manages Chanel's retail operations in strategic markets such as the Middle East and India, demonstrating that geographical availability and adaptability are key to growth in this sector.

CHANGE OF COURSE

• You started out very focused on the legal side of the industry. What made you change course toward retail and merchandising?

Ever since I was little, I always wanted to work in this industry. My family laughs because I always said I wanted to be like "Rachel in Friends." Look how life turned out: after many, many twists and turns, I ended up in the same position as her. After eight years working in banking and law, I realized I wasn't happy in my job. Starting from scratch at age 30 isn't an easy decision, but I didn't want to regret never having tried to do what I really loved. Although it hasn't been an easy road, I would make that decision again a thousand times over. I'm very happy going to work every day, even with its bad moments, and I feel like I've fulfilled a dream.

• How did you experience the "spring effect" of moving from an office to an internship at Loewe? 

When I made the move to Loewe, I was coming off a very intense and stressful period at the firm, so I experienced the transition with a great sense of relief, peace, and gratitude. I felt that I was finally where I had always wanted to be. For me, Loewe is the flagship of Spanish luxury, and I was proud to start my career there. In addition, having studied a double degree in Law and Business Administration, together with my previous experience in banking, made the change easier: in a way, it was like returning to the company from the legal world.

Perhaps the most difficult thing was taking that step back and risking everything I had built to start over as an intern. Especially when, at the age I did it, my circle of friends was getting married and consolidating their careers. It's a very humbling experience that is difficult at first, but over time it only bears fruit. Two years ago, when I signed my permanent contract with Chanel, I had a very enriching conversation with the director of Human Resources. He told me that the reason they had taken a chance on me was because I was able to start at the bottom and, from there, gradually prove my worth. My grandfather always said that in interviews you have to say, "Give me the broom, and I'll take care of getting where you are."

INTERNATIONAL EXPERIENCE

• From Madrid to Dubai: what challenges and opportunities have you encountered working for Chanel in the Middle East and India?

Since I was little, I have lived in different countries because of my father's work, so I am very familiar with the advantages of living abroad. The Middle East, especially Saudi Arabia, is an area that has undergone incredible development in recent years, thanks to the enormous investment being made by its leaders to open up to the world and gain weight and relevance in the global economy and geopolitics. It is a great opportunity to experience this expansion in my sector, something that is not happening in the same way in Europe. Furthermore, Dubai is a key city for luxury, not only because of the high GDP of its inhabitants, but also because the city itself embodies luxury. This allows you to experience events, activations, and launches that are very different from those in Europe.

The main challenge has been getting used to very different cultures, both in dealing with customers and with my office colleagues. It's difficult at first, but in the long run it's very enriching to open your mind to other ways of thinking.

• How does geographical availability influence a career in luxury? Do you think it is an essential requirement for growth in this sector?

It brings you many things, but I don't consider it an essential condition for growth. However, I do think it's very effective in accelerating that growth. When you live abroad, you meet different types of clients who are very different from Spanish clients, as well as other ways of working. Over the years, I've learned that this know-how ends up being very valuable for these companies. Furthermore, personally, I believe that living abroad shows companies other, less tangible things about people: great courage in making that decision, along with a desire to grow and step outside their comfort zone.

THE ROLE OF THE FBA

• What was the most transformative aspect of the FBA in terms of broadening your scope and changing your professional outlook?

For me, the FBA was essential, as it served as a link between those who dream of working in this world and the companies in the sector themselves. Before starting the master's degree, no fashion company looked at my resume because I came from a radically different sector and they didn't understand my reasons for changing careers. Furthermore, the luxury sector hires luxury, and as I had no previous experience in the sector, I was not of interest to them. If I ended up working here, it was entirely thanks to the boost that the master's degree gave my resume and the help of the employment office, headed by Pilar, who were essential in giving me that first opportunity.

I also wanted to mention the different subjects we studied, which allowed me to understand many aspects of the sector so I could start working: how fashion brands operate, what their different departments are, etc. All of this comprehensive overview provided me with the information I needed to assess which position or department I wanted to start working in and, once there, not start from scratch without knowing how it works internally.

• Which subject or experience from the master's degree do you remember as a turning point in your career?

Although it doesn't have much to do with fashion, the master's degree course that I remember as a turning point in my career was Operations, with Professor Philip Moscoso. I loved that course and learned a lot. You don't study it in law or business administration; it's more typical of an engineering degree. However, it explains the basis of how companies and their internal processes work. I found it essential to acquire this knowledge, and I can say that I have applied the lessons I learned in Operations a lot in my day-to-day work, both in Supply Chain and Merchandising.

LUXURY AND MARKET

• What differences do you see between European and Middle Eastern consumers in terms of fashion and luxury?

There are quite a few differences, which is why I believe it is essential to work directly with them (consumers in the Middle East), in their home, in their geographical area, in order to truly understand them and know exactly what they want. Also because these customers travel extensively around the world and end up becoming the main customers in other geographical areas as well. For example, our Middle Eastern customers travel quite a bit to Europe in the summer and have been the ones who have driven many of the stores there in recent years.

Broadly speaking, I would say that luxury consumers in the Middle East like visible luxury and want the brand they wear to be easily recognizable, as they see it as another symbol of social status with which to project themselves to the outside world. They are also more interested in products that are exclusive or limited edition, and generally follow trends, watch fashion shows, pay attention to what is being said on social media, and buy what is currently in vogue. These customers are not as price-sensitive as their European counterparts and buy luxury goods more frequently, in greater quantities, and with higher average ticket prices.

In relation to the purchasing process, I would also like to point out that these are customers who live in a very luxurious environment in their daily lives, so simply entering a flagship store is no longer enough for them. They are looking for an experience that goes beyond the purchase: they want to interact with the brand, have a relationship with it, and feel pampered and cared for with exclusive experiences in each collection and ultra-personalized attention from the entire team.

In contrast, I have found that European consumers are much more rational and thoughtful when it comes to luxury, and therefore much more price-sensitive. They also value other aspects of luxury, such as quality and craftsmanship, and do not seek to attract attention with what they wear, but tend to buy more discreet and timeless luxury products.

• How is merchandising experienced at Chanel in such diverse markets?

Merchandising involves a lot of Excel work and pure data analysis to make decisions, but I believe that, in order to do a good job, it is essential to complement it with quantitative analysis.

In the markets I cover, almost 90% of the country's population are expatriates from all over the world, so it's essential for my job to visit the store as often as possible. At least once a month, I have individual meetings with each of the sales managers of the different categories in each of the boutiques. They give me a lot of qualitative feedback on each of the products, and I get to know very well why some are doing so well and others are barely selling. I then use this feedback to plan strategies around them: moving them between stores, working with visual merchandising to highlight them, talking to training to request specific sessions with salespeople to help them sell existing stock, etc.

Understanding customer behavior also helps me enormously in knowing exactly what to buy at the buying events for each collection for each of the stores, since, in the same city, customers are very different for each of the boutiques.

FUTURE AND ADVICE

• What trends do you think will shape luxury retail in the coming years?

I think it will have to continue striving to demonstrate to its customers the added value it provides, which justifies the price increases that have been implemented. It needs to showcase more the craftsmanship behind each of its products and the true value of what is being purchased, not only because of the brand but also because of the history behind it, which is often unknown.

I also believe that luxury customers are evolving and are no longer satisfied with just going shopping, but are looking for a total shopping experience: more exclusive and personalized shopping sessions, tailored to themselves and their previous purchase history. It is essential that customers feel valued and important and that they build a lasting relationship with different brands.

• If you could give one piece of advice to someone who wants to work in luxury, what would be the most honest one?

Years ago, I was given this advice, and I believe that understanding it well is what has allowed me to end up working here: "luxury hires luxury." This sector is very small, with few offices worldwide other than the large headquarters (Paris, New York, or Milan), so competition is fierce and getting a job is very difficult. There aren't many vacancies, and the overwhelming majority of them require you to have previous experience in luxury. That's why it's often only possible to get in through an internship. My advice would be that if someone really wants to start working in this sector, they shouldn't be afraid to "lower" their expectations a little, because the important thing is to "get your foot in the door." All my colleagues in the office have worked for other luxury brands before, and almost all of us rotate between them.