Patric Spethmann will be Marc Cain’s new CEO from June. With the previous Chief Operating Officer of Marc O’Polo, company founder Helmut Schlotterer did not choose a notorious top figure from the fashion industry who has already made a name for himself in the spotlight or with spectacular turnarounds.
However, promises [das Profil von Spethmann](https://fashionunited.de/nachrichten/personalen/marc-opolo-coo-patric-spethmann-geht/2025120464530 an exciting line-up. It combines a deep understanding of technically complex topics with a great passion for the dynamics of the fashion industry. In his previous career stages – from Tchibo to Otto to Marc O’Polo – the Hanseatic has earned a reputation as an expert in operational transformations and as a skilled person Team leader developed.
In an interview with FashionUnited he talks about his management philosophy, what makes a good CEO and his initial approach at Marc Cain.
Why did you decide to move to Marc Cain after your successful years at Marc O’Polo?
Patric Spethmann: In my opinion, as a Chief Operating Officer you have to have achieved your goals between five and eight years, so you have to tackle the issues with full speed and bring about the change. This approach worked very well for Marc O’Polo.
What attracts you to the CEO position at Marc Cain?
It is a very great product and an incredibly strong brand with an incredible appeal on the market. The combination of creativity, quality and progressive thinking that is completely anchored in this company – that is absolute zeitgeist. After completing my role at Marc O’Polo, I was interested in taking up this position at Marc Cain in order to further develop the company.
Do you have a plan for what you will do with Marc Cain in the next few months?
In the first three months you get as objective a 360-degree overview of the company as possible with everyone involved. With the relevant managers, employees, customers, stakeholders to get a good feel for the brand and products. The longer you are in the company, the more your perception is influenced. That’s why it’s important, especially at the beginning, to quickly obtain different perspectives, evaluate findings and build a well-founded understanding.
Does that mean it’s still too early to talk about concrete goals for Marc Cain?
That would be totally presumptuous. We would be happy to do that at a later date.
Marc O’Polo’s sales have grown rapidly in recent years despite the difficult fashion market. Did that appeal to you as Marc Cain’s future CEO?
This is essentially the same industry, but a different business. Marc Cain is clearly in the premium segment. It works differently, the customers tick differently, you certainly can’t take that over one-to-one. Of course, there are a few fundamental issues to achieve growth and increase efficiency. Marc O’ Polo did that well. In the end I was one of five board members – we were simply a great team.
However, at least collaboration in an owner-managed, medium-sized fashion company is transferable.
I have always worked with owners, be it at Marc O’ Polo or at Depot.
How is the chemistry between you and Mr. Schlotterer?
I have great respect for Mr. Schlotterer, for his life’s work – for his understanding of where a company needs to develop so that it remains relevant in the future. We absolutely agree on this and think similarly. We are always in close contact.
Do you also understand where a medium-sized fashion company needs to develop?
On many topics, we have a common understanding of where a brand, products and a company need to develop. It is important to take employees, customers and stakeholders with you.
For company founders, letting go can be difficult in the end.
It is clear to Mr. Schlotterer and me what is at stake here. It’s not just about appointing a new CEO, it’s about continuing your life’s work so that it continues to grow in the future. And we both know that, we have known each other for some time and were able to answer these questions for ourselves. He for himself, me for myself, us together.
What are the most important tasks of a CEO?
As a CEO, there are four pillars that I see. On the one hand, strategy and vision: Where does a brand have to go? Where is the relevance in five, ten and 25 years? On the other hand, culture and values: How do I treat each other within the company? It is a clear CEO task to have the right people in the right place and the key figures under control. But the overriding thing is to motivate people to develop, to take them with you and to connect them with each other. This is the energy to move the company forward.
What makes a good CEO for you?
I have always been firmly convinced that a leadership task – whether CEO, COO or director – is a communication task. It is a question of attitude, direction, decision, cooperation and team spirit. As a higher-level authority, managers at every level must be able to form a team made up of many different characters. People who openly want to work together to achieve the best for their company. And I think I succeeded in doing that well at all stages.
How do you take employees with you?
If you want to change something in people, you have to inspire yourself and others. You can’t get that by saying you have to do this. If you feel, wow, something is happening, that’s exciting, that interests me too, i.e. Then they have the courage to say: Hey Patric, tell me, how can I contribute to the company’s success?
How do you want to be as a leader?
I think it’s very important to be very transparent, communicative and authentic – as a leader and even more so as a CEO, because that’s how you’re naturally seen across the entire team. It’s important to me that the employees understand: What makes Patric tick, what kind of guy is he, what does he value, what can’t he handle, what doesn’t he want?
Before Marc O’Polo you had positions at Tchibo, Otto and Depot. What is attractive about the fashion industry?
I have been working in retail for 25 years. Now is certainly a particularly challenging time, but there has always been a lot going on. The speed required in this industry, coupled with changing customer needs, has always had a strong dynamic. I still find that fascinating to this day. The fashion industry is simply exciting and inspiring.
How important is identifying with the industry and product for you?
In the fashion industry you meet creative people and attractive products. That’s why it’s worth it for me to contribute my energy and work. And I totally identify with that. I can’t imagine doing a job where I don’t stand behind the product.
The fashion market is currently demanding. What do you think is essential for a medium-sized fashion company to be successful today?
The entire fashion market and the entire retail industry is undergoing structural change. Today the topic of shopping as an event is much more in the foreground. In addition, many cities don’t know how this can be implemented attractively, especially in medium-sized cities where Marc Cain also has stores. At the same time, there is a need to invest in large projects to advance technology. For this to happen, a company must be sustainably profitable. Many medium-sized companies find themselves in this balancing act, not just in the fashion sector.
What moments have shaped your career and you as a manager?
Working with teams across all stations has had a huge impact on me. To discover potential, to promote it, to give it space, to trust one another and to grow. This feeling that something of my work remains and that I was able to help shape someone is fulfilling for me.
In conclusion, can we say that working with people in a team drives you and is what defines your work at the C-level and as CEO?
My job is to promote the development of employees in all departments. You must be better at everything than I can ever be. This applies just as much to being a COO as it does to being a CEO.
But why should employees follow someone if they can obviously do more professionally? They will only follow if it is a person they trust and who they feel has the big picture in mind on a higher level. She is authentic, can communicate transparently, understands and abstracts complex problems – regardless of the area – and gets to the point. She decides, builds a vision and finds ways together.
