L e a d i ng i n a n e w f u t u r e
WHAT'S THE STORY
Convincing in his role as CEO: Maximilian Böck.
Courage and creativity define the collection; this appeals to a younger target group for Marc O’Polo, especially among new customers.
MARC O’POLO
UNRESTRICTED CREATIVITY
Maximilian Böck assumed leadership at Marc O’Polo in exceptional circumstances. In an interview with style in progress, he explains why the generational change went so smoothly and how he intends to achieve his ambitious goals. Interview: Stephan Huber. Photos: Marc O’Polo
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ou assumed leadership responsibilities at Marc O’Polo at a historic turning point for the industry. Did that make it more fun or add pressure? Maximilian Böck, CEO of Marc O’Polo AG: The virus itself is obviously no fun at all, but the manner in which we have developed and grown together, especially in the face of this challenge, is absolutely fantastic. Marc O’Polo has developed real momentum, which is reflected in our excellent retail performance – on all channels. Brand and product are completely in sync, and the company itself functions like a strong team. This shows that a great deal of good has been accomplished in the last few years. As a result, we were optimally prepared for this exceptional situation. You, as an individual, symbolise generational change. What does that mean for the company? We have always been a young company, both in terms of our self-image and more specifically in terms of the average age of our employees. A 32-year-old CEO is hardly a cul-
ture shock, but rather an almost organic fit for our development pattern. What I bring to the table is a kind of start-up mentality. In other words, a willingness to experiment: to push ideas, to adapt – or even discard – them when necessary. We are very agile in all topics. We plan and implement swiftly. What I find particularly exciting, by the way, is that our clientele is gradually getting younger – especially new customers. That constitutes an important milestone. For me personally, this is the reward for the courage and creativity we exhibit in the product. As important as data is in many areas, design must have the freedom and self-confidence to transcend it. And the necessary backing… That too, but in this respect corporate management understands this necessity and shares the same vision. Speaking of self-confidence. You have defined ambitious goals for yourself and Marc O’Polo. We strive to crack the turnover threshold of 1 billion Euros in the medium term. That is indeed ambitious, but we are on the right track – especially with internationalisation, the expansion of menswear, and Marc O’Polo Denim making the most important contributions. What about specialised retailers? Absolutely! A close partnership with retailers is an essential part of our sales and growth strategy. Here, too, we are seeing that the transformation of product and positioning is having a measurable effect. We have plenty to offer our partners. style in progress
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