4.6 • 770 Ratings
🗓️ 8 July 2022
⏱️ 46 minutes
🔗️ Recording | iTunes | RSS
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Ian Rogers moved from Silicon Valley to Paris in 2015 when he was appointed chief digital officer of LVMH. There, Rogers, a veteran of Apple Music and Beats, was tasked with building out the luxury conglomerate’s e-commerce and data strategy and serving as a digital whisperer to executives. Â
Background:
Now, he’s chief experience officer of Ledger, a security system that provides protection for digital currencies. Given his experience at the cutting edge of both tech and fashion, he is uniquely positioned to speak to the opportunities being created as crypto technologies, gaming and fashion converge. In his mind, one day, virtual fashion will be ubiquitous.Â
His insights were originally featured in the fourth episode of The BoF Show, “Dematerialisation: Why the Metaverse Is Fashion’s Next Goldmine,” streaming on Bloomberg Quicktake.Â
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Key InsightsÂ
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0:00.0 | Hi, this is Imran Ahmed, founder and CEO of the Business of Fashion. Or welcome to the |
0:07.6 | BEOF podcast. It's Friday, July 8th. On this week's episode, we're going back into the archive to revisit |
0:13.8 | one of my favorite conversations with Ian Rogers, the former chief digital officer at LVMH, and now |
0:20.2 | chief experience officer at Ledger. |
0:22.2 | Last summer, we spoke in a conversation about the future of the metaverse and what it means for fashion. |
0:27.8 | So much has changed since then. |
0:29.7 | There have been so many more developments in the fashion industry around virtual fashion, NFTs and cryptocurrency. |
0:36.4 | But this conversation provides a fundamental basic understanding |
0:39.5 | of how this new frontier might develop. Here's Ian Rogers on the BOF podcast. |
0:47.1 | Ian, how are you? I'm good, thank you. It's been a crazy, difficult, challenging 16, 17 months. |
0:54.0 | How has this period been for you personally and |
0:56.7 | professionally? You made some big changes. But just a reflection on the last 16 months. |
1:04.3 | We started last year really ambitious at LVMH. I mean, we had said with Ben I don't know that we |
1:10.4 | wanted to make a huge commitment to |
1:12.2 | artificial intelligence and data as a company. We'd set aside a big budget for that. And then |
1:17.6 | February, March, things really started to change. And we stopped a ton of things that we were doing |
1:23.1 | just because the future was so uncertain. At the same time for us on the digital team, it was really |
1:27.8 | exciting because we went from 8% of the business to 100% of the business virtually overnight. |
1:33.4 | And we had these pieces of the business, like we had an e-commerce committee that met every six |
1:37.8 | weeks, and we went from every six weeks to twice a week. And it was great because a lot of the things |
1:43.0 | that we'd put in place over the previous five years were really useful. We'd built some of the scaffolding. You know, we had |
1:48.4 | good e-commerce businesses that became great e-commerce businesses. You know, when I looked around |
... |
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