There are many giants in the global beauty and perfume market, and the competition is fierce. However, just six years after its establishment, a cutting-edge beauty group headquartered in Switzerland has achieved annual revenue of 406 million euros (2025), a significant increase of 32% over the previous year, and has a healthy profit level-EBITDA (earnings before interest, tax, depreciation and amortization) of 65.2 million euros, and an EBITDA profit margin of 16.06%.

This company has a very special name: Give Back Beauty (hereinafter referred to as GBB), which literally means "feeding back beauty."

In the second year after its establishment (2020), GBB's revenue was only about 42 million euros. In the following five years, it has skyrocketed nine-fold, with a compound annual growth rate (CAGR) reaching 57%. The company expects revenue to reach 450 million euros in 2026. Its business covers the creativity, production, marketing and global distribution of perfumes, skin care, hair care and makeup. It has 15 offices around the world, has a footprint in more than 130 countries and regions, and its products have entered more than 25,000 retail terminals.

This article "Hua Li Zhi" will introduce in detail the growth context, business model and core competitiveness of Give Back Beauty.

Founders of accumulated wealth: cross-border consulting, finance, luxury goods

Judging from the founder's background, the company's rapid rise is no accident.

Before founding Give Back Beauty in 2019, Italian entrepreneur Corrado Brondi (below) worked for Bain & Company, a consulting firm, and Goldman Sachs, an investment bank, and accumulated experience in financial analysis and capital operations. Later, he joined the French luxury goods giant LVMH LVMH Group, working for the designer brand Kenzo, and re-managing the popular Flower by Kenzo perfume for decades.

This diversified career path, from consulting, finance to luxury goods, has accumulated valuable cross-border experience and broad industry connections for his future entrepreneurship.

For Corrado Brondi, the biggest turning point in his personal career occurred in the late 1990s. At that time, it was the first wave of the Internet and the entrepreneurial atmosphere was strong. He also bravely chose to leave the comfort zone of a professional manager and start a entrepreneurial journey.

Corrado Brondi's definition of "courage" was straightforward in a CNBC interview: Courage is getting out of the so-called comfort zone, being driven by enthusiasm, setting ambitious but achievable goals for yourself, and taking on a "controllable risk"-courage and recklessness are two different things. He also admitted that part of the reason why he dared to change jobs was that "even if he failed, it was still a controllable risk. At worst, he would go back to being a manager."

Before founding GBB, he founded Selective Beauty, a fragrance licensing and distribution company in Paris, representing several internationally renowned brands and funded by private equity funds. This experience was quite successful, but it also left an important lesson: the fund must withdraw and cash out when it reaches the investment cycle. Although he personally benefited a lot from it, he had to follow the pace of the fund.

This passive exit has shaped his future investment outlook-to be vigilant against unnecessary M & A liabilities, give priority to ensuring healthy cash flow, and regard open market listing as an active option in the next two or three years, with the aim of obtaining expansion funds. At the same time, it retains management's control over the long-term direction of the company and avoids being coerced by short-term capital again.

Two-wheel drive: Luxury brand authorization + celebrity brand incubation

Different from Estee Lauder and L'Oréal Group, which mainly achieve expansion through the acquisition of century-old heritage brands, GBB follows a two-wheel drive light asset-light path of "top fashion luxury brand authorization + celebrity brand incubation". In an interview, Corrado Brondi summarized this model as the core of the company's latest stage, which combines fashion luxury and celebrity IP, which together define the core business model of GBB.

At the brand licensing end, GBB serves as the beauty partner of haute fashion and lifestyle brands, responsible for the development, production and global distribution of its perfumes, makeup and skin care lines.

Currently, luxury brands that have established long-term cooperative relationships with them include Zegna, Elie Saab, Chopard, Philipp Plein, etc. GBB is also a key strategic partner in Dolce & Gabbana's own beauty business.

In the fashion and automotive fields, GBB has obtained global beauty licenses from well-known brands such as Tommy Hilfiger and Mercedes-Benz.

In early 2025, the group further acquired AB Parfums, a beauty company under the Angelini Group, integrating local distribution networks and factory resources in Europe (Italy, Germany, Spain, Switzerland, etc.) into its system, strengthening production and distribution capabilities.

In terms of celebrity brand incubation, GBB has been involved in the global celebrity beauty business early. In an interview as early as 2023, Corrado Brondi talked about his collaboration with American pop star Justin Bieber.

In recent years, GBB's joint efforts

He emphasized in the interview that the biggest variable in transitioning from a manager to an entrepreneur is "cash" — cash management is a necessary condition for operation and success. For a company that expanded 9 times over 5 years, this control over the pace of capitalization is exactly what kept it from losing momentum during rapid expansion.

Next is the ability to combine multiple categories and models. The growth of GBB is not dependent on a single path, Corrado Brondi explicitly stated, the company's growth is more from the叠加 of different types of brands, as well as the flexible switching between various business models such as distribution, authorization, and joint ventures.

Luxury and fashion brand perfumes, celebrity makeup, and clean hair care complement each other, making GBB more of a strategic partner that can provide a combination of solutions when dealing with large beauty and perfume retailers such as Sephora, Douglas, etc., which also improves procurement efficiency and synergy at the retail end.

Third is the ability to manage channels and pricing. Facing the complex global e-commerce and distribution ecosystem, GBB has established monitoring and disposal mechanisms for unauthorized stores, gray market activities, and abnormal discounts to protect the pricing system of partner brands and regular retailers.

Lastly is the localization implementation and support of the global network. GBB has established localized execution teams in 15 offices worldwide, covering more than 130 countries and regions, and over 25,000 retail terminals. From the luxury perfume team in Paris to the incubation system responsible for celebrity makeup in North America, different regions have their own divisions, allowing the group to both embody the tone of top luxury brands and quickly respond to the social media rhythm and retail expansion needs of celebrity brands.

As the global beauty market returns from the double-digit high growth after the pandemic to a normalized growth rate of around 5%, the industry is experiencing profound differentiation and reshuffling. Talking about the next five years, Corrado Brondi said that GBB has already established a global layout, with the focus on North America, Europe and the Middle East, while Asia-Pacific and Latin America are regions with higher growth potential for development. However, what he values more is the source of growth is the continuous increase in brand cooperation and the organic growth of existing partners, rather than mere geographical expansion. In his view, the company should always adhere to the business principle of "focusing on, brand building, and social responsibility."

In the future, whether GBB can maintain high growth rates will still depend on its subsequent performance in authorization renewal, stability of celebrity IPs, and integration of its own production capacity.

| Source: Give Back Beauty official website, CNBC, Instagram

| Image Source: Give Back Beauty official website

| Editor in Chief: LuxeCO

This article explores Aromatherapy, Scent, Perfume, Essential Oil, Fireless Aromatherapy, Aromatherapy Candle, Vine Incense Stick, Home Scent, Natural Aromatherapy, Diffuser, sharing the latest industry insights and offering practical references for enthusiasts.

Source: 华丽志 - 香水板块 (https://luxe.co/tag/%E9%A6%99%E6%B0%B4)

This article is reproduced from the original source for information sharing only. If it infringes any copyright, please contact us and we will remove it promptly.

© 2026 CeresMall | www.CeresMall.com