Lanvin Group installs M&A-savvy CFO to sharpen capital and scale up
Bottom Line Impact
A capital-markets oriented CFO can unlock 150-250 bps EBITDA margin expansion within 12 months, improve funding for brand turnarounds, and position Lanvin Group as a credible mid-cap consolidator without diluting brand equity.
Key Facts
4- Effective date: 1 Nov 2025; outgoing CFO David Chan departs 27 Oct 2025, creating a 5-day handover window
- Experience: nearly 20 years across corporate finance and M&A; led Ivory Capital IB team for 8 years (2011-2019); co-CIO and assistant president at Yuyuan since Jun 2025; former M&A and strategy lead for Greater China at 3M; early career CPA and senior consultant at EY China
- Scope: CFO remit covers FP&A, accounting, treasury, investment, and investor relations for 5 brands (Lanvin, Wolford, Sergio Rossi, St. John Knits, Caruso)
- Stated objective: strengthen financial discipline and support worldwide growth ambitions through capital markets and M&A capability
Time Horizons
Executive Summary
Lanvin Group has appointed Jiyang Han as CFO effective 1 Nov 2025, signaling a push to strengthen capital markets engagement, accelerate cost discipline, and enable portfolio actions. His 20-year finance and M&A background across China and global corporates positions the group to fund brand turnarounds, pursue selective deals, and improve investor credibility in 2026.
Actionable Insights
Immediate Actions (Next 30-90 days)
Launch a zero-based budgeting sprint and a 13-week cash flow cadence across brands, with a 90-day target of 100-150 bps SG&A reduction and 10-15 day inventory DOH improvement.
Rationale: Immediate cost visibility and cash release fund brand refreshes without dilutive financing and establish credibility with investors.
Role affected:CFO
Urgency level:immediate
Short-term Actions (6-12 months)
Initiate a portfolio review with a buy-fix-sell framework and an M&A screening list of 5-7 targets or licensing opportunities meeting 15%+ IRR and sub-3x leverage thresholds.
Rationale: Sharpening capital allocation and optionality can accelerate scale and exit non-core assets before 2026 planning is locked.
Role affected:CEO
Urgency level:short-term
Reallocate 10-15% of brand marketing to performance and CRM tied to hero-product sell-through and repeat rates; pause low-ROI wholesale coop.
Rationale: Demand-side efficiency supports margin expansion while finance tightens inventory and reduces markdown reliance.
Role affected:CMO
Urgency level:short-term
Strategic Actions
Consolidate tier-1 suppliers by 10-15% and pilot nearshoring for knitwear and leather in EU to cut lead times by 20% and improve full-price sell-through.
Rationale: Shorter cycles and fewer vendors improve working capital and lower markdown risk in a volatile demand environment.
Role affected:COO
Urgency level:strategic
Risks & Opportunities
Primary Risks
- Execution risk on cost and working-capital programs leading to disrupted deliveries or talent attrition
- Capital markets volatility and low liquidity potentially limiting financing flexibility and M&A timing
- Cross-border regulatory and geopolitical friction affecting China-related partnerships and data flows
Primary Opportunities
- Rapid SG&A and sourcing savings delivering 150-250 bps EBITDA uplift within 12 months
- Local partnerships and financing in China to reduce cost of capital and accelerate DTC growth
- Portfolio optimization via selective bolt-ons or licensing and pruning underperforming doors by 5-10%