Jonathan Zrihen has seen a lot in the 30-plus years he’s worked for Clarins Group. Much of that was writing on the wall — foresight into how the art of making and selling high-end skincare would change, and how Clarins could stay ahead.

The CEO and president — who joined fresh out of college as a marketing intern in 1994 — acted on much of it. He pushed the company to build up its direct-to-consumer (DTC) business when he began noticing cracks in the wholesale model. Early on, he recognized that ingredients were becoming a focal point for discerning consumers, which spurred Clarins to invest more in farm land where it could cultivate its own botanicals. He also saw that the more Clarins asked its consumers for their data, the more transparency they would expect in return, prompting the co

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