Silvia Galfo has had a remarkable career journey, spanning over two decades and various roles within the beauty industry, most of them at L’Oréal. After starting her career in Paris with L’Oréal Paris Global Skincare and Makeup Marketing in 1998, Galfo climbed the company’s ranks, from Head of Global Makeup Marketing, Lancôme, to Chief Growth Officer of the Luxe Division (with pit stops along the way to be the CMO at David Yurman and Global President of Revlon). In April of this year, she was appointed President of L’Oréal Luxe Division, a role that has her overseeing an impressive portfolio of 15 power brands in the U.S. market. We spoke with Galfo to discuss her journey, the challenges ahead, and her vision for the future of luxury beauty.

CEW: You have been at L’Oréal, albeit in different capacities, almost continuously since 1998. What are some of the biggest cultural shifts within the company that you’ve seen?

Silvia Galfo: The culture of entrepreneurship, innovation, passion, and excellence has always been at the heart of L’Oréal, and that hasn’t changed. What has evolved is how we’ve adapted to the digital age, becoming even more consumer-centric, with data playing a crucial role in our decision-making processes. Sustainability and mindfulness have also seen significant acceleration within the company, reflecting the growing importance of these values in today’s world.

CEW: Why do you think some “L’Oréal-ians” have become lifers?

SG: L’Oréal is truly a people-first company, and it’s common for employees to stay and grow here for many years. Personally, even when I left for a while, I realized just how ingrained the L’Oréal way of doing things had become in me. Coming back felt like returning home, and I was reminded of the incredible talent and culture that make this place so special.

CEW: What excited you most about your recent promotion to President of the Luxe Division Group?

SG: Leading a portfolio of 15 power brands in one of the largest and most dynamic beauty markets is incredibly exciting. I’m deeply passionate about what I do, and I thrive on challenges. Each of these brands is different, and not all of them are at their peak performance right now, which presents a unique opportunity. The U.S. market is fascinating — it’s changed so much, even in the last eight months. We’re seeing younger consumers, driven by platforms like TikTok, embracing luxury fragrances in ways we never anticipated.

CEW: What are the biggest challenges in your new role?

SG: The consumer journey has become incredibly complex. Where there used to be only a few touchpoints — like TV, print, and word of mouth — today, there are 30 to 50, whether consumers seek them out or not. Understanding our consumers by brand is critical, especially with 15 different brands under my purview. It’s not just about what they’re using now, but also about anticipating where they’re headed. The challenge is being granular in our approach, knowing exactly who our consumers are and where to meet them. This might mean acknowledging that some brands simply don’t resonate in certain retail environments, like Sephora versus Ulta. The key is not forcing a brand where it doesn’t belong but rather aligning it with the right consumer in the right place. And it’s not just about Gen Z. You’ve got Millennials, Gen X, Boomers — which category, line, product is best for each one of them? It’s a continuous process of evolution, understanding how consumers change over time, and ensuring our brands evolve with them.

CEW: What are the biggest strengths of the Luxe Division? Where do you see the most significant opportunities for growth?

SG: One of our biggest strengths lies in our American beauty brands, particularly in skin care with Kiehl’s. We’ve seen strong growth, especially since expanding into new channels like Amazon. Kiehl’s has had notable successes with recent launches aimed at younger consumers, such as the Liquid Acne Patch. In makeup, Urban Decay and IT Cosmetics present significant opportunities, especially as we gain more traction with younger demographics. The recent re-launch of [Urban Decay’s] Naked Palette has sparked excitement among both long-time fans and new consumers. Additionally, Youth to the People is an intriguing brand with a strong Gen Z following, and we’re on a positive trajectory there despite some initial softness.

CEW: How are you modernizing your business model?

SG: Modernizing starts with retail — reimagining how we engage with consumers, from the way we merchandise to how we create immersive in-store experiences. Consumers want more than just products; they want an experience, whether that’s a masterclass or a fragrance discovery event. Today’s beauty advisors aren’t just teaching consumers, they’re offering additional insights to a more educated audience. Ecommerce also plays a critical role, especially as more consumers buy fragrances online. We’ve successfully launched several brands on Amazon, including Kiehl’s, Viktor & Rolf, and Youth to the People, targeting different consumer segments. Additionally, we’re exploring new platforms, like TikTok Shop, for brands such as Youth to the People and Kiehl’s. In China, it’s all about livestreaming, so we’re looking into that. With 15 brands, we have the flexibility to test and learn, continuously adapting to find what works best.

CEW: To what do you attribute the Luxe Division’s robust growth year-to-date, particularly in fragrance?

SG: Fragrance is an emotional category, and when you get it right, the impact is massive. Brands such as Valentino and YSL have tapped into culturally relevant themes, blending scent, packaging, and campaign storytelling seamlessly. For instance, this year we launched Polo 67, with Aaron Judge as a spokesperson. It taps back into the DNA of the brand but uses a relatable model and it’s doing very well for us. But you don’t necessarily need a famous person. Look at Valentino’s Born in Roma. It’s the number two brand in female fragrance now. It has a warm, sensual juice, distinctive bottle design. And then there’s the beautiful campaign. Similarly, the recent reintroduction of Emporio Armani’s “Stronger with You” fragrance in the U.S. has been a major success, particularly among younger consumers who discovered it through viral content in Europe. We also understand the importance of connecting with diverse consumer bases, like the Hispanic market with Azzaro. The strength of our fragrance portfolio is not just in the product but in the emotional connection and cultural relevance we build around each brand.

CEW: Describe your leadership style.

SG: I would describe my leadership style as demanding but approachable. I have high expectations for performance, whether it’s from an intern or a senior executive. I believe in turning over every stone and never taking no for an answer. However, I’m also very accessible. I respond to anyone who reaches out to me, and my door is always open. You should have a POV, you should fight for your project, you should learn to express yourself and contribute. Whether it’s 10 percent or 50 percent, at least you’re part of something. This is how you get the most out of people. And the last thing, I take risks, I make bold decisions even if they have negative consequences sometimes. It’s OK to make mistakes, but you need to learn from them. You can’t make the same mistake five times.

CEW: What is your approach to working with creatives?

SG: It’s crucial to understand their DNA, values, and creative vision. For instance, you can’t make Mr. Armani do something too sweet or strong, it’s not in his DNA. It’s about respecting their perspective and finding the right balance between creative expression and market relevance. The same goes for brands like Prada and YSL, where understanding the fashion DNA is key. It’s not always easy, but the goal is to ensure that the creative direction aligns with the brand’s core values while also resonating with consumers in a meaningful way.

CEW: Whose leadership do you admire or have you learned from?

SG: I’ve learned a great deal from the leaders I’ve worked with throughout my career at L’Oréal, both in Paris and the U.S. There used to be a saying I loved at the company, “At L’Oréal you need to be a poet and a peasant.” As in, you need to understand high-level strategy but also be in the field. I’ve always had strong leaders that coached, pushed, and challenged me. This positive confrontation culture of people, business, makes people grow. That’s why people stay so long. That’s why I’ve stayed so long.