After months of silence, Nicolas Ghesquière has spoken out. System magazine’s Jonathan Wingfield interviewed Nicolas Ghesquière several times between early December 2012 and late March 2013. This was the first time Ghesquière had chosen to speak publicly about his shock departure after 15 years at Balenciaga, including, his thoughts and impressions about the current state of the fashion industry and what the future has in store. What follows are a few key excerpts from the interview.
NG: They wanted to open up a load of stores but in really mediocre spaces, where people weren’t aware of the brand. It was a strategy that I just couldn’t relate to. I found this garage space on Faubourg-Saint-Honoré; I got in contact with the real estate guy who’s a friend of a friend, and we started talking… And when I went back to Balenciaga, the reaction was, ‘Oh no, no, no, not Faubourg-Saint-Honoré, you can’t be serious?’ And I said yes really, the architecture is amazing, it’s not a classic shop. Oh really, really… then six months went by, six long months of negotiations… it was just so frustrating. Everything was like that.
And the conversations, like that one about the store, who would you have them with?
NG: I’d rather not say. There wasn’t really any direction. I think with Karl and Miuccia, you can feel that it’s the creative people who have the power. It was around that time that I heard people saying, ‘Your style is so Balenciaga now, it’s no longer Nicolas Ghesquière, it’s Balenciaga’s style.’ It all became so dehumanised. Everything became an asset for the brand, trying to make it ever more corporate – it was all about branding. I don’t have anything against that; actually, the thing that I’m most proud of is that Balenciaga has become a big financial entity and will continue to exist. But I began to feel as though I was being sucked dry, like they wanted to steal my identity while trying to homogenise things. It just wasn’t fulfilling anymore.
When was the first time you felt your ambitions for the house were no longer compatible with Balenciaga’s management?
NG: It was all the time, but especially over the last two or three years it became one frustration after another. It was really that lack of culture which bothered me in the end. The strongest pieces that we made for the catwalk got ignored by the business people. They forgot that in order to get to that easily sellable biker jacket, it had to go via a technically mastered piece that had been shown on the catwalk. I started to become unhappy when I realised that there was no esteem, interest, or recognition for the research that I’d done; they only cared about what the merchandisable result would look like.
This accelerated desire meant they ignored the fact that all the pieces that remain the most popular today are from collections we made ten years ago. They have become classics and will carry on being so. Although the catwalk was extremely rich in ideas and products, there was no follow-up merchandising. With just one jacket we could have triggered whole commercial strategies. It’s what I wanted to do, but I couldn’t do everything. I was switching between the designs for the catwalk and the merchandisable pieces – I became Mr Merchandiser. There was never a merchandiser at Balenciaga, which I regret terribly.