Investor relations
Chris Davison
Head of Investor Relations
+44 20 7632 1000
Human resources
Caroline Carr
Chief Human Resources Officer
+44 20 7632 1000
Noémie de Andia
Head of Communications
+44 20 7632 1000
Denise Gallagher
Marketing Manager
+44 20 7632 1000
Permira Holdings Limited
Alistair Boyle
+44 1481 743200
Permira Debt Managers
James Greenwood
+44 2076321000


Past investment

Hugo Boss

At exit, Hugo Boss was one of the leading companies in the premium and luxury segment of the apparel market. It focused on the development and marketing of premium fashion and accessories, with a presence of over 7,000 points of sale across 129 countries. After seven years of successful partnership, find out how the business grew…

€5,343mTransaction value
2007Acquisition year
2015Exit year
Share saleexit type

Together we achieved

  • The transformation of Hugo Boss from a wholesale supplier into a fast-growing branded retailer, becoming one of the ten most valuable fashion brands worldwide
  • International expansion in the Americas and Asia, increasing share of revenues by ten percentage points from 2007 to 2014
  • Clear brand differentiation and the strengthening of women’s wear and accessories businesses. We also established a focus on the core brand (BOSS), and clear differentiation of the sub-brands (Boss Orange, Hugo, Boss Green)
  • The sale of the Valentino Fashion Group in November 2012, including the M Missoni licence business, to an investment vehicle backed by a leading investor from Qatar for €710m (c 25x 2012 EBITDA). At the time of the sale, this highly desirable brand operated in 85 countries with 90 direct retail stores and over 200 single-brand wholesale boutiques


This was accomplished by

  • Moving towards a customer-centric retail model. The original focus on production expanded towards brand communication and consumer proximity in order to react faster to market developments
  • Significantly investing in the expansion of its own retail network
  • Establishing online stores in all core countries since 2008 and continuously improving the offering and customer experience by way of a multi-channel approach
  • Optimising the operating processes. This includes the move from a pull-model with long lead times to a vertically integrated customer-oriented approach which is more responsive (shorter lead times, reduced complexity, consolidated supplier base), increasing EBITDA margin from 17% to 23%

Expansion of own retail network

Stores in 2007


Stores in 2014