Succession at Estee Lauder – A personal reflection

THE passing of Leonard Lauder last week (June 14) at age 92 marks more than the end of a personal chapter – it closes an era for one of the most iconic family-run businesses in global beauty. As someone who spent years in the media industry, where beauty advertisers often account for up to 40 per cent of total revenue, I’ve long held a deep affinity for cosmetic brands – especially Estee Lauder – shaped by both professional experience and personal encounters.

In the early part of my career, I was based in Tokyo, as part of the global leadership ad sales team at Elle magazine. One of the defining memories of that chapter was travelling to New York to present a global partnership programme to the Estee Lauder global leadership team. I was representing Asia, and while I didn’t get to meet Leonard Lauder himself, his vision was present in every conversation – the precision, the pride, the promise of timeless beauty.

That season also gave me the privilege of meeting and engaging with some of the most influential figures in the beauty industry – founders and next-generation chairmen and chief executive officers whose names are synonymous with luxury and excellence. I met Hiroshi Uemura of the Shu Uemura family, Yoshiharu Fukuhara of the Shiseido family, and Christian Courtin of the Clarins family. I’ve always been deeply interested in family entrepreneurship. These weren’t just professional encounters – they were windows into the soul of family-owned empires, each grappling with legacy, innovation and succession in their own way.