Blog
At Luxe Talent we have the pleasure of interviewing Cristóbal Caballero, manager of the Santa Eulalia shop, the mythical and historic luxury fashion shop in Barcelona with more than 180 years of history. Where you will discover the keys to leading teams in fashion and luxury…
Cristóbal achieved this position thanks to a selection process with Luxe Talent and has now been in charge of a total staff of 95 people for nine months, of which 35 sales staff are under his direct responsibility.
What would you say to someone who is starting a career in fashion and luxury?
Do not be afraid to start from the bottom!
As a shop assistant, in the warehouse…, work in any category that gives you enough knowledge, allows you to understand all the processes, all the things that happen in luxury and everything you have to take into account. In order to understand this industry in depth, you must experience it from the inside as a protagonist of the procedures and understand all the work that is involved; that's the only you will be able to understand the challenges and find the right solutions to the current problems of the sector easier.
The key is the ability to learn and to be humble to understand that you must rely on those who know the business better than you. Don't be afraid to take the plunge, it is important to enjoy everything that this learning will bring you!
What's the key attribute needed to excel as a Store Manager and helm a high-end boutique?
Empathy.
It's crucial to always bear in mind that you're steering a team comprised of individuals. Consequently, the paramount quality ought to be empathy. Recognizing that success is attained through the team, it becomes imperative to master the art of adaptability when engaging with team members. This skill is equally vital when dealing with diverse customer profiles, particularly the more discerning luxury clientele. Undoubtedly, this formula wouldn't be whole without incorporating a final element: a genuine passion for fashion.
What do you enjoy most about your job?
At Santa Eulalia, I value the freedom and autonomy to suggest, implement, and execute various innovations, processes, new ideas, team organizational methods, schedules, store initiatives, and more. What truly drives me as a Store Manager is the flexibility I have—I'm not confined to rigid rules. While there are certainly guidelines from company ownership or top management, I have direct communication with them. This allows me the opportunity to introduce innovations or specific changes based on successful experiences from my past roles. I've learned valuable lessons from those experiences and am eager to apply them here, anticipating positive outcomes in the future.
I appreciate the trust bestowed upon me by Santa Eulalia's company ownership to implement these innovations. This aspect is currently my primary source of professional motivation.
What would you say is the most challenging aspect of your job?
Implementing any change or innovation. Often, you encounter profiles that are very accustomed to doing things in a certain way, and they resist change. To lead the team, you must be able to show them the benefits. However, you must be understanding of profiles that are reluctant to change; after all, resistance to change is natural for everyone.
You must lead by understanding a bit of psychology. You should be the first to roll up your sleeves and say, "Look, I'm going to do it with you so you can see that it's not that difficult, and it will be easier for you in the long run, and the result or benefit will come much faster."
What is the key to managing and leading such a large team of people?
Empathy.
Definitely, empathy, once again.
To lead, you must learn the ability to understand the person in front of you, know what motivates them, what their challenges are, the goals each of those individuals have, why they are at work, what objectives they seek... If you don't take all of this into account, you're lost.
We must understand that being a good manager is not about giving orders; you can't lead by rank. Inderstand that you must lead, not direct. You should lead by example and through numerous conversations to understand what each person needs and how to guide each team member toward a common goal, the one defined by the company, and following the company's guidelines.
Could you explain the latest update your team has implemented?
The company identified the need for a briefing—a 15 to 20-minute meeting before the start of each shift with the team. During these briefings, employees discuss sales targets, product updates, and procedures, as well as address any identified issues. With a large team covering 90 fashion brands, a bistro, tailoring services, and bespoke suits, organizing information became essential. Implementing a daily briefing was deemed necessary, but time constraints prevented extending the shifts.
To address this, we analysed hourly sales and company ownership, adopted my proposal, and delayed the store's opening by half an hour without extending the closing time. Although we anticipated a loss in revenue, incorporating briefings before store opening proved to be significantly beneficial.
These briefings occur six days a week, allowing each employee to propose a theme and schedule it for specific days of the month. Post-implementation, we observed increased employee confidence and reduced uncertainties while working. Additionally, we aimed to make the briefings not solely focused on company benefits but also as a team-building opportunity. Saturdays transform the briefing into a team-building session with 15-minute games, fostering better connections among team members.
Given the overwhelmingly positive results, this new measure is here to stay.
Santa Eulalia is a key space for fashion and luxury in Barcelona, with over 180 years of history. How do you pay homage to this legacy every day?
To pay daily tribute to Santa Eulalia's legacy after 180 years, we must comprehend its position amidst Barcelona's luxury market, surrounded by major international brands. The key to our success lies in consistently providing excellent service and an unforgettable shopping experience. When a potential customer comes to make a purchase, our approach isn't about selling but advising. We share tips, show interest not only in what they want but also in what they might need, and care about their lives and daily experiences to understand them better. Once this understanding is established, a bond of trust is formed.
Building that trust is the secret.
So, we must continue working in this direction, emphasizing that the customer isn't just passing through but is part of the Santa Eulalia family. They come today and will return next month, and we must care for them accordingly.
When you take on the responsibility of leading a team at Santa Eulalia, you realize it's not just another franchise or one of the +100 stores of a luxury multinational—it's a historical landmark in the city. Recently, La Vanguardia described us as the temple of fashion with 180 years of history, catering to a distinctive and loyal local clientele in Barcelona.
Having worked in other firms, I can confidently say that we boast the highest percentage of local clientele. Leading a store like Santa Eulalia requires ensuring careful treatment of local customers while managing a store with over 90 different luxury brands. It's essential to keep up with trends and consistently offer what the customer seeks.
Undoubtedly, there's added pressure, but, on the flip side, it's a luxury to work here.
If you want more tips, follow us on our social networks: LUXE TALENT on Instagram, LUXE TALENT on LinkedIn, or in our academy RETAIL ACADEMY on Instagram, RETAIL ACADEMY on LinkedIn.
