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Source | The New York Times Magazine | Sunday, September 31


When he was 13, in a prescient act of defiance that would prove to illustrate his contradictory nature, Stefano Pilati tattooed interlocking male and female symbols on his arm. “My parents should have wondered about me right then,” Pilati, who is now, at 42, the designer of Yves Saint Laurent, told me in late February as he stood backstage an hour before the presentation of his fall-winter 2008 collection for women. It was a cloudy night in Paris, and Pilati, who is tall and elegant, was wearing a fitted white jacket and loose gray trousers of his own design. As always, his look was carefully calculated to appear effortless: his pants were just-so short and his nearly unbuttoned, pale blue shirt subtly matched the indigo of his socks. Pilati was chain-smoking, but he did not appear to be nervous, despite the swirl of organized chaos in the white tent, which had been erected inside the Grand Palais. Surrounding him in various stages of dress and undress was a flock of models. They all wore bowl-cut wigs of straight black hair with bangs that covered their eyes and even darker lipstick. With their features obscured and unified, the sky-high, slim women blurred into a sea of androgyny. “It is exactly as I imagined — I can’t tell them apart,” Pilati said, sounding delighted. “They will be a perfect canvas for the clothes.”
Outside the tent was the stage, which Pilati — who professed an early interest in architecture (“I couldn’t tell my parents I wanted to work in fashion,” he said. “They thought everyone in fashion turned out to be gay or a drug addict. And I became both!”) — had transformed into a kind of space-age cathedral. Lining the catwalk were rows of benches, where the media, buyers, a smattering of celebrities (Julianne Moore, Kanye West) and Pilati’s mother would soon sit. This collection — Pilati’s eighth since he became creative director of Yves Saint Laurent in 2004 — was important. In recent years, the house has struggled in the global marketplace. Unlike, say, Chanel, which instantly conjures images of tweed suits and strings of pearls, YSL no longer has a singular identity. Yet YSL stands for Yves Saint Laurent, one of the few true icons of fashion. Saint Laurent, whose designs spanned nearly five decades, was known for a brilliant mix of tailoring, practicality and innovation: “le smoking,” for instance, turned a pantsuit into evening wear before most women even wore pants in public. “Saint Laurent did everything,” Pilati said. “You go to the YSL archives, and you feel he thought of any idea I could ever imagine. It’s intimidating.”
But by 1993, the company was in financial trouble, and Saint Laurent and his partner in business (and for much of his life), Pierre Bergé, agreed to YSL’s becoming part of the state-owned French pharmaceuticals conglommerate, Elf Sanofi. Sanofi sold the label to François Pinault in 1999 for $1 billion, and that same year, Pinault sold it to the Gucci Group N.V., which put Tom Ford, then the designer of Gucci, in charge. Ford was quickly disparaged by critics as the renegade American out to destroy a master of French couture. Ford, who had shepherded Gucci’s rise to prominence by consistently invoking the styles of the jet set ’70s and selling sex, tried this same approach at YSL. But he bumped up against a large obstacle. “Saint Laurent challenged women,” Pilati said. “Tom had a very precise vision of the company that didn’t challenge women.” And yet when Ford quit YSL and the Gucci Group in 2004, his global branding legacy remained. In today’s increasingly competitive marketplace, designers have to do more than dictate the look of the season. More than ever, it is necessary to create a must-have item (usually a handbag) that will project an image for customers around the world.
“There is a difference between having a gift and having talent,” Pilati explained as he sat on one of the benches to watch a final run-through of his show. “Madonna is a talented person, but she is not gifted. She’s not Pina Bausch or Margot Fonteyn. And Tom is talented but not gifted. That’s the way he managed the business. Tom would say: We can’t do this silhouette because she looks fat. Or, Oh, no — women don’t like this fabric; we can’t use it. That mentality was something to learn but was so far from my way of thinking. Why do you want to be safe? I’m more like, Why don’t you wear gray flannel for an evening dress? I find that fantastic! Not Tom. Never.”
Pilati stopped and lit a cigarette. “But if you consider yourself only a gifted person, you live in your la-la land,” he said as the first model emerged. She was wearing a thigh-length, black wool cutaway jacket with wide leg pants that tapered to a cuff. The look was both geometric and familiar. The lines of the clothes, suitable for women of nearly any age, were sharp, but the softness of the unlined fabrics — wool felt, Donegal tweed, cashmere — made the clothes inviting. Pilati stared intently as another model in an asymmetrical leather jacket walked past. “I define myself as a pure creative person,” he said. “But as a designer, you have to manage the business, too. We live in a world where you have to ask yourself, Would I pay thousands of dollars for this dress?”
In past seasons, Pilati was too far ahead of the customer. When he showed tulip-shaped skirts in 2004, the proportion was still confusing to women, and the collection did not sell well. Now, it is difficult to find a skirt that is not tulip-shaped. When, in 2006, he designed long, narrow tunics over pants, his collection was panned, but the following year, the look became a mainstay of women everywhere. Similarly, in 2007, Pilati brushed brightly colored paint on simple white silk dresses, and the look was widely copied by design houses like Max Mara at, of course, lower prices. “Two summers ago, I did flowers,” Pilati said as the parade of bewigged girls continued. “The press killed me because they said it was too romantic. And this summer, flowers are everywhere.” He lit another cigarette. “I used to think it was a good thing to be different than the other designers, but no, it’s not. But I can’t always help it. When I was 17, the design director at Nino Cerruti, who was my first mentor, taught me that to be too much ahead is to be behind. The most important thing is to be right on time.”
As a model in a black wool dress with a transparent bodice marched past, Valérie Hermann, a slim blonde in a white YSL pantsuit, sat down next to Pilati. Hermann became the C.E.O. of YSL three years ago, and since her arrival, losses at the company have been reduced by more than half, from nearly $100 million a year to $48 million a year. Although YSL is considered a French national treasure, it has not been profitable in more than a decade. Its losses are absorbed by the financial strength of its parent company, the Gucci Group, which makes millions on its other brands, like Bottega Veneta and Gucci.
Hermann, who is 45, is often credited with the financial success of Christian Dior, and analysts believe she will help steer YSL toward profitability. “When I arrived at this company, everyone was saying how lucky I was to work at YSL,’ ” Hermann told me later. “And I said, ‘Just what have you purchased at YSL recently? Everyone thought it was such a prestigious brand, but did they want to have a YSL bag? Or a YSL shoe? The answer was always no because they didn’t know what a YSL bag or shoe would be.”
At Dior, Galliano helped to turn around the company when he created a purse called the Saddle Bag. “Accessories drive every luxury brand,” Hermann said. “Shoes and bags are 60 percent of our business. But I don’t treat Stefano like a baby and say, Design a bag or a strong jacket and great pants because that’s what the market desires. Instead, I say, Can I propose something?” In 2005, at Hermann’s suggestion, Pilati designed the so-called Muse bag, which remains a best seller. And this year, he introduced Muse Two, which looks nothing like Muse One. “I do not get this naming of bags,” Pilati explained stubbornly. “Customers seem to like to ask for bags by name, but I don’t really like to name my bags — they are not children or pets.” Muse Two, which retails for just under $2,000, is selling well. “I have reconciled myself to the fact that for many of our customers, their uniform is jeans, a white T-shirt and a Muse bag,” Pilati sighed.
For the fall-winter 2008 collection, Pilati designed a black patent-leather ankle boot, and Hermann has high hopes the shoe will prove popular. “People are talking about an international financial crisis,” Hermann said as she and Pilati watched the last look of the show leave the catwalk. Instead of a ball gown, Pilati ended with the patent-leather boots and a practical black wool coat, which folded around the model’s knees in a loose ruffle. The coat, timeless and versatile, seemed like a smart investment. “I like that one,” Hermann said. Pilati nodded, pleased with the collection. It was serious and spare — a tough chic for tough times.
Pilati’s designs have typically been more feminine and romantic. In the past, he would try to create at least one red-carpet-worthy dress. “But the Oscars and all those events were ruined by the stylists,” he said. “Mr. Saint Laurent would never have tolerated the stylists having this much power. Unfortunately, it does affect sales. If an actress wears your dress, customers will call the day after to get that dress. That one dress may give popularity to the brand, but is it popularity you look for? I’m not sure. I think I’d rather have loyalty.” He paused. “There is a change,” he said as he headed to the backstage area with Hermann. “The difference now is that there is so much competition in the market that I don’t think we should produce too much. The main goal is to create a strong identity.”