The ‘King of Cashmere’ CEO on Outperforming the Luxury Slowdown

In an industry filled with flatlining sales, Brunello Cucinelli is bucking the trend, reporting a 14% revenue growth in the first three months of the year. The Italian luxury house, known as ‘the King of Cashmere,’ consciously operates at lower margins to preserve a healthy supply chain and what it calls ‘gracious’ growth.

Co-CEO Riccardo Stefanelli explained the company’s success in making luxury apparel, including knitwear lined with diamonds and $1,000 t-shirts, is tied to its ethos of choosing long-term integrity over short-term margin chasing. ‘You don’t have to be greedy,’ he said. ‘If you are greedy, it means that you are taking value from the supply chain and you are depleting someone.’

Brunello Cucinelli’s focus on ethical operation is rooted in the experience of its founder, Brunello Cucinelli, and has today evolved into what the company calls ‘humanistic capitalism.’ It’s about how you deliver your profits, how you achieve targets, and how you respect the value chain by trying to give back before pocketing a higher return, Stefanelli said.

To protect its philosophy, the Cucinelli family retains 51% ownership of the business. ‘It makes all the difference. We have control,’ Stefanelli said. ‘We have to think on a long term instead of the short term imposed by the stock exchange.’

Brunello Cucinelli has maintained a strict pricing principle, keeping the retail price at 7-8 times the industrial production cost. This formula separates it from much of the industry’s behavior during the Covid-19 luxury boom, which ended in 2022. Many brands aggressively hiked prices, achieving as much as 30% revenue growth, but without a perceived uptick in quality, it alienated customers.

Gucci-owner Kering’s new CEO, Luca de Meo, recently said that price hikes ‘went too far.’ ‘We hope to still keep a perception of between the real value and the retail price,’ Stefanelli said. ‘When you miss that, you have the problem, like the last two years, where the customers understand, or maybe they didn’t understand, why the increase of price was not connected to the increase of real [value].’

The luxury market is currently experiencing a sharp polarization: generalist conglomerates catering heavily to aspirational consumers are struggling, while hyper-exclusive labels thrive. A narrowed focus of only having one single brand, and the company’s relatively small size, allows the company to target a steady, controlled annual growth rate of between 10% and 12%, keeping volume growth modest to preserve brand exclusivity.

Brunello Cucinelli has a market capitalization of about 6 billion euros ($7 billion) and recorded 1.4 billion euros in revenue in 2025 – much smaller than many of its peers. By avoiding mass-market expansion and focusing strictly on what it calls ‘absolute luxury,’ Brunello Cucinelli appears to have sidestepped the luxury fatigue plaguing many of its peers.

And while Stefanelli recognized that Asia in particular offers significant headroom for growth, the brand refuses to alter its DNA to chase trends, even if it means missing opportunities. ‘What we will not change is our domestic recognizability, our domestic attitude, our Italian attitude,’ he said. ‘We do listen to the market, but if the market is asking something that doesn’t belong to you, we should not produce it.’

Some of its competitors tried to grab a larger, more aspirational customer base to generate higher revenue, but that means ‘you never come back on the top of the pyramid,’ Stefanelli said. Following the company’s quarterly print in April, Jefferies analysts said it confirmed ‘the superior staying power of wealthier luxury shoppers.’