liberty33r1b
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for everyone who's a fan or likes him - interesting article, one of the best i've read on him. enjoy!!
source: newyorker.com
Profiles
In the Now
Where Karl Lagerfeld lives.
by John Colapinto March 19, 2007
Lagerfeld cautions, before giving a tour of his house, “You will think I’m a madman.” Photograph by François-Marie Banier.
Keywords Lagerfeld, Karl; Fashion Designers; Chanel; Fendi; Fashion Shows; Paris, France; Germany, Germans
The headquarters of Chanel are situated in two adjacent eighteenth-century buildings on the Rue Cambon, in Paris, occupying a labyrinthine suite of rooms on five floors, above a street-level Chanel boutique. One evening last December, Karl Lagerfeld, the label’s artistic director, and twenty-two assistants—hair, makeup, shoes, jewelry, music—crammed into a room on the complex’s top floor to conduct a fitting for a collection that was to be shown six days later, in Monte Carlo. Many male designers wear T-shirts and jeans not only to work but also at runway shows—as if to suggest that they are somehow above the world of trend and fashion they inhabit. Lagerfeld, who was dressed in a tight Dior suit of broad gray and blue stripes, and a pair of aviator sunglasses, disdains this practice. “I don’t think I’m too good for what I’m doing,” he says. His starched shirt had a four-inch-high collar that fit snugly under his chin, and his hair—whitened with a gesso-like dry shampoo—was pulled into a ponytail. His large belt buckle was encrusted with diamonds; his tie, looped with silver chains, was fixed with a jade Cartier clasp from the nineteen-twenties. He was wearing fingerless black biker gloves that bore silver grommets, etched with the Chanel logo, on each knuckle and were equipped, at the wrists, with small zippers that carried faintly S & M overtones. “Très chic, non?” he said, holding up a hand to be admired. A chunky Chrome Hearts ring adorned the pinkie finger, over the glove.
Lagerfeld took a seat at a long table at one end of the room. Sipping from a glass of Coke Zero—fresh glasses were brought to him at intervals on a lacquer tray by an assistant—he surveyed the fitting model, a baby-faced woman with a slim, ideally proportioned body, which Lagerfeld nevertheless judged to be a little plump. “She has maybe two kilos that she should lose,” he whispered to his top assistant, Virginie Viard. Over the next three hours, the model tried on a series of garments that Lagerfeld had spent the previous six weeks conceiving: embroidered tweed skirt suits, tulle dresses festooned with camellias, and skintight flannel-Lycra pants. Each garment provoked swooning cries from his retinue:
“Oooo, là, Karl!”
“Très jolie!”
“Superbe!”
Lagerfeld accepted the praise with a shrug. “I do my job like I breathe,” he said, in his customary manner—rapid, declamatory speech made more emphatic by a heavy German accent. “So if I can’t breathe I’m in trouble!”
Since Lagerfeld took over Chanel, in 1983, more than a decade after the death of its founder, Coco Chanel, it has become one of the most profitable luxury brands in the world, with revenues estimated at more than four billion dollars a year. (The company is privately owned and does not release earnings figures.) A significant portion of the income comes from sales of accessories and makeup, and from No. 5 perfume, which was created by Chanel herself, in 1921. But accessories and perfume cannot sustain a fashion brand’s prestige; the company must also stage extravagant runway shows featuring garments of outlandishness, originality, and fantastic expense. Lagerfeld, despite being nearly twice the age of many of his competitors at other labels (he admits to sixty-eight), has been able, season after season, to generate excitement and demand for Chanel’s clothes. “His major strength is to be about his business in the present and never have a moment for other people to think that he’s passé,” Michael Roberts, the fashion director of Vanity Fair (and, before that, of this magazine) and a friend of Lagerfeld’s for thirty years, says. Lagerfeld has maintained his preëminence for five decades, and without any visible sign of strain—unlike his contemporary Yves Saint Laurent, who, until he retired, in 2002, took a Proustian attitude to designing collections, experiencing nervous breakdowns over the hemline juste. “Yves pursued the goal of poetic designer suffering for his art,” Roberts says. “I can’t imagine Karl for one minute sitting down and thinking, I’m going to suffer for my art. Why should he? It’s just dresses, for God’s sake.”
Until recently, Lagerfeld produced eight collections a year for Chanel (both ready-to-wear and haute couture), five for the Italian luxury label Fendi, and several for labels under his own name—a staggering workload. In 2002, he added an extra Chanel show to his schedule: a high-end ready-to-wear collection designed to profile the work of the Paris métiers d’art, the ateliers that create, by hand, the embroideries, beading, tulle flowers, hats, and shoes on which couture designers rely. (Chanel bought the ateliers in 2002, but all the Paris-based couturiers use them.) The first of these so-called “satellite” collections was shown in 2002, in Paris, and it was such a commercial success that Chanel decided to give similar shows a permanent place on its calendar and to stage them in different cities.
Lagerfeld’s ability to create so much clothing for three different labels makes him unique among fashion designers, but he is also a photographer whose work appears in glossy magazines around the world. He shoots the Chanel press kits and catalogues that accompany the collections, as well as fine-art photography, which he periodically displays in galleries. (He recently had a solo exhibition in Berlin.) An avid reader in four languages—English, French, German, and Italian—Lagerfeld also publishes books; his imprint, a division of the German house Steidl, is called Édition 7L, and a few years ago he opened a bookstore, also called 7L, in space adjoining his photo studio, on the Rue Lille. Édition 7L has published forty-one titles, on subjects that range across his many interests, which include (besides fashion and photography) literature, humor, advertising, music, newspapers, mythology, illustration, and architecture. Some of these books have a bracing impracticality: an anthology of the first ten years of the magazine Interview weighed forty-three kilos and was packaged in a wooden trolley of Lagerfeld’s devising.
In 2002, however, Lagerfeld published a best-seller, “The Karl Lagerfeld Diet,” which he co-wrote with his physician, Jean-Claude Houdret. “If you attach no importance to weight problems, if not being able to wear new, trendy small-sized clothes does not cause you any regret, this book is not for you,” Lagerfeld writes in the foreword. The book combines sound weight-loss advice (cut calories) with idiosyncratic notions (avoid eating between 8 P.M. and 8 A.M.), but what made the book popular were Lagerfeld’s anecdotes about his own dramatic weight loss.
From the late eighties through the nineteen-nineties, he was a mountainous man in tentlike black suits by Japanese designers such as Yohji Yamamoto, a fan constantly aflutter at his neck. In 2000, Lagerfeld declared this look démodé, and decided to remake his silhouette to resemble that of the reedy teen-age boys who stalked the catwalks at Dior Homme in slim jackets and pants by the designer Hedi Slimane. In a year, Lagerfeld lost ninety-two pounds, enabling him to squeeze into these suits, and he has kept the weight off. (“I eat next to nothing,” he says.) Lagerfeld’s self-transformation coincided with a burst of new activity. In November, 2004, he designed a clothing line for men and women for the fashionable discount chain H & M, which plastered its stores with Lagerfeld’s image projected on two-story-high billboards. Most of the clothes sold out in the first two days, and Lagerfeld achieved a level of fame usually reserved for pop stars and movie idols. “I can no longer walk in the street,” he says. “That’s over.” In Germany last December, hundreds of photographers rushed him at an awards ceremony. That month, he had to cancel a trip to Brazil when the government concluded that the cost of providing for Lagerfeld’s security would be too great. Anna Wintour, the editor-in-chief of Vogue, says that Lagerfeld’s burgeoning visibility was inevitable. “There’s just so much more media focussed on fashion,” she said. “And because Karl is such a fascinating and unusual character and such an establishment figure at the same time—and of course so extraordinarily talented—it’s just been on a parallel course.” Lagerfeld professes to be unfazed by the attention; his fortune-teller notified him long ago that this would happen. “She told me, ‘The older you will be, the more success you will have.’ So it’s O.K., hmm?”


source: newyorker.com
Profiles
In the Now
Where Karl Lagerfeld lives.
by John Colapinto March 19, 2007

Lagerfeld cautions, before giving a tour of his house, “You will think I’m a madman.” Photograph by François-Marie Banier.
Keywords Lagerfeld, Karl; Fashion Designers; Chanel; Fendi; Fashion Shows; Paris, France; Germany, Germans
The headquarters of Chanel are situated in two adjacent eighteenth-century buildings on the Rue Cambon, in Paris, occupying a labyrinthine suite of rooms on five floors, above a street-level Chanel boutique. One evening last December, Karl Lagerfeld, the label’s artistic director, and twenty-two assistants—hair, makeup, shoes, jewelry, music—crammed into a room on the complex’s top floor to conduct a fitting for a collection that was to be shown six days later, in Monte Carlo. Many male designers wear T-shirts and jeans not only to work but also at runway shows—as if to suggest that they are somehow above the world of trend and fashion they inhabit. Lagerfeld, who was dressed in a tight Dior suit of broad gray and blue stripes, and a pair of aviator sunglasses, disdains this practice. “I don’t think I’m too good for what I’m doing,” he says. His starched shirt had a four-inch-high collar that fit snugly under his chin, and his hair—whitened with a gesso-like dry shampoo—was pulled into a ponytail. His large belt buckle was encrusted with diamonds; his tie, looped with silver chains, was fixed with a jade Cartier clasp from the nineteen-twenties. He was wearing fingerless black biker gloves that bore silver grommets, etched with the Chanel logo, on each knuckle and were equipped, at the wrists, with small zippers that carried faintly S & M overtones. “Très chic, non?” he said, holding up a hand to be admired. A chunky Chrome Hearts ring adorned the pinkie finger, over the glove.
Lagerfeld took a seat at a long table at one end of the room. Sipping from a glass of Coke Zero—fresh glasses were brought to him at intervals on a lacquer tray by an assistant—he surveyed the fitting model, a baby-faced woman with a slim, ideally proportioned body, which Lagerfeld nevertheless judged to be a little plump. “She has maybe two kilos that she should lose,” he whispered to his top assistant, Virginie Viard. Over the next three hours, the model tried on a series of garments that Lagerfeld had spent the previous six weeks conceiving: embroidered tweed skirt suits, tulle dresses festooned with camellias, and skintight flannel-Lycra pants. Each garment provoked swooning cries from his retinue:
“Oooo, là, Karl!”
“Très jolie!”
“Superbe!”
Lagerfeld accepted the praise with a shrug. “I do my job like I breathe,” he said, in his customary manner—rapid, declamatory speech made more emphatic by a heavy German accent. “So if I can’t breathe I’m in trouble!”
Since Lagerfeld took over Chanel, in 1983, more than a decade after the death of its founder, Coco Chanel, it has become one of the most profitable luxury brands in the world, with revenues estimated at more than four billion dollars a year. (The company is privately owned and does not release earnings figures.) A significant portion of the income comes from sales of accessories and makeup, and from No. 5 perfume, which was created by Chanel herself, in 1921. But accessories and perfume cannot sustain a fashion brand’s prestige; the company must also stage extravagant runway shows featuring garments of outlandishness, originality, and fantastic expense. Lagerfeld, despite being nearly twice the age of many of his competitors at other labels (he admits to sixty-eight), has been able, season after season, to generate excitement and demand for Chanel’s clothes. “His major strength is to be about his business in the present and never have a moment for other people to think that he’s passé,” Michael Roberts, the fashion director of Vanity Fair (and, before that, of this magazine) and a friend of Lagerfeld’s for thirty years, says. Lagerfeld has maintained his preëminence for five decades, and without any visible sign of strain—unlike his contemporary Yves Saint Laurent, who, until he retired, in 2002, took a Proustian attitude to designing collections, experiencing nervous breakdowns over the hemline juste. “Yves pursued the goal of poetic designer suffering for his art,” Roberts says. “I can’t imagine Karl for one minute sitting down and thinking, I’m going to suffer for my art. Why should he? It’s just dresses, for God’s sake.”
Until recently, Lagerfeld produced eight collections a year for Chanel (both ready-to-wear and haute couture), five for the Italian luxury label Fendi, and several for labels under his own name—a staggering workload. In 2002, he added an extra Chanel show to his schedule: a high-end ready-to-wear collection designed to profile the work of the Paris métiers d’art, the ateliers that create, by hand, the embroideries, beading, tulle flowers, hats, and shoes on which couture designers rely. (Chanel bought the ateliers in 2002, but all the Paris-based couturiers use them.) The first of these so-called “satellite” collections was shown in 2002, in Paris, and it was such a commercial success that Chanel decided to give similar shows a permanent place on its calendar and to stage them in different cities.
Lagerfeld’s ability to create so much clothing for three different labels makes him unique among fashion designers, but he is also a photographer whose work appears in glossy magazines around the world. He shoots the Chanel press kits and catalogues that accompany the collections, as well as fine-art photography, which he periodically displays in galleries. (He recently had a solo exhibition in Berlin.) An avid reader in four languages—English, French, German, and Italian—Lagerfeld also publishes books; his imprint, a division of the German house Steidl, is called Édition 7L, and a few years ago he opened a bookstore, also called 7L, in space adjoining his photo studio, on the Rue Lille. Édition 7L has published forty-one titles, on subjects that range across his many interests, which include (besides fashion and photography) literature, humor, advertising, music, newspapers, mythology, illustration, and architecture. Some of these books have a bracing impracticality: an anthology of the first ten years of the magazine Interview weighed forty-three kilos and was packaged in a wooden trolley of Lagerfeld’s devising.
In 2002, however, Lagerfeld published a best-seller, “The Karl Lagerfeld Diet,” which he co-wrote with his physician, Jean-Claude Houdret. “If you attach no importance to weight problems, if not being able to wear new, trendy small-sized clothes does not cause you any regret, this book is not for you,” Lagerfeld writes in the foreword. The book combines sound weight-loss advice (cut calories) with idiosyncratic notions (avoid eating between 8 P.M. and 8 A.M.), but what made the book popular were Lagerfeld’s anecdotes about his own dramatic weight loss.
From the late eighties through the nineteen-nineties, he was a mountainous man in tentlike black suits by Japanese designers such as Yohji Yamamoto, a fan constantly aflutter at his neck. In 2000, Lagerfeld declared this look démodé, and decided to remake his silhouette to resemble that of the reedy teen-age boys who stalked the catwalks at Dior Homme in slim jackets and pants by the designer Hedi Slimane. In a year, Lagerfeld lost ninety-two pounds, enabling him to squeeze into these suits, and he has kept the weight off. (“I eat next to nothing,” he says.) Lagerfeld’s self-transformation coincided with a burst of new activity. In November, 2004, he designed a clothing line for men and women for the fashionable discount chain H & M, which plastered its stores with Lagerfeld’s image projected on two-story-high billboards. Most of the clothes sold out in the first two days, and Lagerfeld achieved a level of fame usually reserved for pop stars and movie idols. “I can no longer walk in the street,” he says. “That’s over.” In Germany last December, hundreds of photographers rushed him at an awards ceremony. That month, he had to cancel a trip to Brazil when the government concluded that the cost of providing for Lagerfeld’s security would be too great. Anna Wintour, the editor-in-chief of Vogue, says that Lagerfeld’s burgeoning visibility was inevitable. “There’s just so much more media focussed on fashion,” she said. “And because Karl is such a fascinating and unusual character and such an establishment figure at the same time—and of course so extraordinarily talented—it’s just been on a parallel course.” Lagerfeld professes to be unfazed by the attention; his fortune-teller notified him long ago that this would happen. “She told me, ‘The older you will be, the more success you will have.’ So it’s O.K., hmm?”