The energy in the room during the photoshoot for this feature profile on Miral Youssef, the President of Kering Middle East & Africa, is relaxed – almost playful. A clear sign that this is a woman who knows how to enjoy the moment and put people at ease. But also has a keen eye for what works… and what needs work. As she scans the jewellery from Boucheron and Pomellato and the rack filled with outfits she will wear from some of the hottest luxury brands shaping fashion – Gucci, Saint Laurent, Balenciaga, McQueen – Youssef nods with approval.
It’s like she is looking at an all star team of designers that are ready to go the distance. So is Youssef. For her, the path to her current role as President was not marked by a single dramatic turning point, but by what she calls ‘a series of defining layers.’ “Each stage of my journey offered new tools and perspectives,” she shares. “Encouraging me to look beyond silos, question conventional norms, and embrace a more holistic view of leadership and business.” That measured, intentional approach defines Youssef’s leadership style, one rooted in curiosity, empathy, and an overarching positive attitude. With Dubai as her base, she now oversees Kering’s operations across eight countries, guiding some of the world’s most iconic houses into a new era of growth and cultural resonance. With designers debuting at Gucci, Bottega Veneta and Balenciaga, this season saw a deep bench of heavy hitters (Demna, Louise Trotter and Pierpaolo Piccioli respectively) ready to come out swinging alongside veteran design leaders Anthony Vaccarello at Saint Laurent and Seán McGirr at McQueen.
As we discuss the impact and virality of the Spring/Summer 26 Kering shows, Youssef explains how she sees her role as one of a curator for Kering. Where she can help guide the company in its understanding of the importance of localisation when it comes to messaging and sartorial edits. “Being from the region, deeply con-nected to its culture, and having grown within the group makes the journey especially meaningful,” she says. Having risen through the ranks at Kering, from General Manager of Balenciaga to President MEA, Youssef has been with the company for seven years, a lifetime in the luxury industry. But besides her love of the brands, it’s the ethos of the organisation – its focus on female empowerment, sustainability, inclusion, and a creativity first approach to business that keeps her energised. “For me, success is never solely about business growth,” she says. “It is about leading with purpose. That perspective gives me the clarity to remain authentic and the conviction to create impact in a way that feels true to both my approach and our business direction.”
As a woman navigating the upper echelons of an industry still largely dominated by men, Youssef’s career has been an exercise in resilience and conviction. “One of the hardest lessons was learning to trust my voice, especially in environments where it felt overlooked,” she reflects. “Over time I realised that true influence doesn’t come from volume but from speaking with conviction, grounded in expertise, regardless of gender.” Her most rewarding moments, she says, have been those when preparation met opportunity. “When ideas you champion shape strategy, open new opportunities, or give others the confidence to speak up,” she says. “To me, one of the greatest wins has been applying cultural intelligence, that deep understanding of people, across borders and backgrounds. It’s building bridges and creating space for diverse voices to be heard.” Youssef’s leadership reflects Kering’s broader mission to redefine what modern luxury can be, and who gets to shape it. And the proof is in the numbers.
At Kering, women make up 53% of the workforce, 58% of which are in managerial roles, and 50% of its board of directors. “This commitment to gender equality is expressed in many different ways and in turn strengthens innovation, enhances decision-making, and fosters a culture where diverse perspectives drive progress.” But beyond the statistics, it’s the subtler moments that matter most to Youssef. Moments like having a laugh between takes with her team on set as she mugs for the camera. In fact, when going over the selects for the images that accompany this article she tends to like the more candid shots, where the viewer can get a sense of her character and see the warmth of her smile. “Women’s empowerment at Kering isn’t treated as a campaign, it’s part of our DNA,” she says. “Yet what resonates most are not only the formal programs, but the micro-moments of quiet influence, the nod of acknowledgment in a meeting, the recognition of a contribution, the trust to take ownership. These gestures may seem small, but they carry enormous weight.” It’s that culture of trust and visibility that she credits with giving her the confidence to lead authentically. “They fuel my responsibility to pay it forward by ensuring others feel equally empowered to thrive,” she shares.
Even the smallest gestures of support can often be the ones that matter most. “It’s incredibly rewarding when I hear from women leaders who tell me that a piece of advice or guidance I offered years ago helped shape their own path,” she says. “Beyond mentorship, I believe
true empowerment comes when women are not only invited to the table but are actively shaping it. For me, paying it forward means using my platform to ensure the next generation doesn’t just aspire to have a seat, but they feel empowered to design the future of the industry itself.” When it comes to decoding the evolving luxury landscape of the Middle East, Youssef’s perspective is both nuanced and authoritative. She points out that the region’s clientele ranks among the youngest luxury consumers in the world. With more than 60% of the GCC’s population under the age of 35, this generation is as globally connected and digitally fluent as it is firmly rooted in the region’s love of heritage, tradition, and its deep sense of community. Over the last decade, she has witnessed a remarkable evolution in the Gulf’s relationship with luxury.
It has moved away from the time when more flashy displays of wealth, where bold logos, seasonal “must have” statement accessories and instant brand recognition were de rigueur. “Today, it is increasingly about intentionality, identity, and emotional connection,” Youssef says. That evolution has pushed brands to innovate with more nuance, for a clientele that is savvy about the luxury space and no longer looking for outward approval over their own sense of identity and individuality. “Their questions go beyond aesthetics: Is this brand aligned with my values? Does it reflect my culture, my story, my aspirations? Luxury is no longer just what you wear, but what you represent,” she explains. Youssef is also excited about the ways Kering is trying to connect in a real way with the region. She points to initiatives like the Kering Generation Award, which debuted in Saudi Arabia this year. Its goal: to discover local and regional innovations in the arena of sustainability and support them in building awareness on a more international scale. And as Kering’s Women in Motion program celebrates its 10 year anniversary, with a goal to highlight women in arts and culture to change mindsets and combat gender inequality, a first edition will be launched in the Middle East at the Red Sea Film Festival in December.
But she is also proud of more company wide initiatives that will have local impact. For example, Kering’s global Baby Leave policy. The company offers (to both men and women) a whopping 3.5 months of fully paid leave which is one of the most progressive programs of its kind in the world. “It supports families, empowers fathers, and indirectly strengthens women by promoting genuine gender balance,” says Youssef.
As she looks toward the future of the Kering brands she champions, Youssef remains deeply focused on finding a middle ground – between heritage and innovation, as well as global ambition and local identity. “The balance lies in remaining true to the Houses’ codes while evolving in ways that feel relevant to today’s clients,” she says. “Heritage is the anchor, it’s what gives each House its authenticity and timelessness. But relevance comes from translating those codes into a contemporary language that connects with clients today.” But she knows that any success, for the brands she oversees to her own career, can’t be accomplished in a vacuum. Just like the photoshoot, it takes a village to create a winning strategy… or shot. Or as Youssef puts it: “Shaping the industry is not a solo journey. Influence becomes stronger when you collaborate, amplify other voices, and turn vision into shared progress.”
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