Kering is doubling down on fine jewelry, launching a dedicated Kering Jewelry division and naming group COO Jean Marc Duplaix as its CEO, in a move designed to accelerate growth at houses Boucheron, Pomellato, DoDo, and Qeelin. The new structure brings all of Kering’s jewelry brands and key industrial assets under one umbrella, signaling how central high and fine jewelry have become to the French luxury group’s long term strategy.
Kering Jewelry: a new standalone division
In its 16 March 2026 press release, Kering announced the creation of Kering Jewelry, described as a new entity designed to structure and accelerate the growth of its jewelry business. The division will unite the Maisons Boucheron, Pomellato, DoDo, and Qeelin, alongside the group’s industrial capabilities, including Raselli Franco Group, the Italian manufacturer that Kering is in the process of integrating.
The aim is to operate as an integrated platform that supports each brand’s growth while preserving its creative identity and focusing on both iconic lines and high jewelry collections. Kering Jewelry is also meant to unlock new opportunities across the jewelry category, including synergies with the group’s fashion and leather goods houses such as Gucci, Saint Laurent, Bottega Veneta, and Balenciaga.
Jean‑Marc Duplaix takes the helm
Jean Marc Duplaix, who joined Kering in 2012 and has served as group Chief Operating Officer, has been appointed Chief Executive Officer of Kering Jewelry, effective immediately. Under the new setup, the CEOs of Boucheron, Pomellato, DoDo, and Qeelin will report directly to him, tightening strategic alignment and operational coordination across the division.
Despite the new role, Duplaix will continue as group COO, retaining responsibility for finance, M&A, investor relations, real estate, digital, and the general secretariat at Kering. In the launch announcement, Luca de Meo, Chief Executive Officer of Kering, said, “With Kering Jewelry, we are giving the Group a powerful and cohesive platform capable of supporting our Houses’ ambitions in an area of expertise where creativity and excellence are inseparable. I am delighted with the appointment of Jean-Marc: his experience will be instrumental in unlocking the Group’s full potential in Jewelry.”
Why jewelry matters more than ever to Kering
Jewelry has been a strategic priority for Kering for several years, with maisons like Boucheron and Pomellato positioned as growth engines thanks to strong demand for branded fine jewelry and high jewelry. The creation of Kering Jewelry comes as the group works to rebalance its portfolio and diversify beyond its historically heavy reliance on Gucci, following a third consecutive year of declining sales in 2025.
Analysts note that jewelry offers attractive margins, resilient demand, and strong long term branding potential, especially in high jewelry and experiential retail. By integrating its jewelry assets and industrial capabilities, Kering is better positioned to scale production, streamline investments, and compete more directly with rivals in a segment where houses like Cartier, Van Cleef & Arpels, and Bulgari have long dominated.
What changes?
The immediate impact for Boucheron, Pomellato, DoDo, and Qeelin is organizational: each maison now sits within a focused jewelry division with a dedicated leadership structure, shared resources, and a clear mandate for growth. Kering Jewelry is designed to operate as a unified platform to support the growth of its houses while preserving their creative independence and advancing both iconic and high jewellery collections.
Industrial know how becomes a central pillar, with Raselli Franco Group’s expertise in stones and manufacturing expected to play a central role in the new structure. Over time, this integrated model could support deeper product innovation, tighter quality control, and a more agile response to global demand across key markets in Europe, North America, the Middle East, and the Asia Pacific.
A wider re organization at Kering
The launch of Kering Jewelry comes alongside a broader reorganization at Kering, which has introduced new centers of excellence for industry and client functions as part of a group wide platform supporting all houses. These structures bring together manufacturing, purchasing, quality, R&D, and supply chain on one side, and client focused capabilities on the other, to better leverage scale without diluting brand identities.
In 2025, Kering employed around 44,000 people and generated revenue of about €14.7 billion, underscoring the importance of finding new growth drivers within its portfolio. With Kering Jewelry, the group is betting that a sharper, more integrated approach to high and fine jewelry can become one of those engines, turning maisons like Boucheron, Pomellato, DoDo, and Qeelin into even more powerful pillars of its luxury ecosystem.
