The Untold Strategy Behind Moët Hennessy’s CEO Revolutionizing Luxury — And Why It’s Crushing Every Old-School Playbook Right Now
Ever wonder what it’s like to steer one of the most iconic luxury brands through the whirlwind of today’s shifting consumer landscape? Chris Gabaldon, just over a year into his first CEO gig at Moët Hennessy North America, faces exactly this challenge — juggling centuries of heritage with the modern demand for authenticity and experience. Coming from hospitality rather than booze, Gabaldon brings a fresh take on connection, but how do you keep that personal touch when your prized Dom Pérignon is passed through endless hands? Beyond the glitter of champagne and cognac lies a deeper story about evolving legacy brands without losing soul, the pressure of tough leadership calls, and the savvy needed to turn younger, more discerning consumers into loyal fans. It’s not about pushing more bubbles, but about crafting an unforgettable experience that resonates. Intrigued yet? Sip in with me as we unravel what it truly takes to lead in luxury today. LEARN MORE
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I sat down with Chris Gabaldon, CEO of Moët Hennessy North America, who is just over a year into his role. It’s his first time leading a company as CEO, and yet the portfolio he oversees is anything but novice. Moët & Chandon, Hennessy, Dom Pérignon — these are just some of their brands woven into cultural milestones for centuries. What struck me wasn’t just the weight of the legacy he’s stewarding, but how grounded and candid he was about the challenge.
Gabaldon didn’t come up through the alcohol industry. He built a career in hospitality — starting as a room service waiter and eventually working with brands like The Ritz-Carlton and St. Regis at Marriott. That experience, he says, taught him to value the customer connection. But it also underscored one of the fundamental differences he now faces: You can’t personally walk over and fix someone’s glass of Dom if they had a bad experience. When your product is filtered through layers of distributors, retailers and events, how do you maintain that intimacy?
Related: What Quiet Leadership Looks Like in a Loud World — and How It Took This Company to $3B in Revenue
The conversation quickly expanded from the story of his leadership path to the broader challenges facing the alcohol industry today. Sales are down amongst many alcohol brands, especially among younger consumers who are drinking less and seeking more from the brands they support. Gabaldon was clear: Younger people may be drinking less, but they’re willing to pay more for quality, for craft, for a story. That’s where he sees the opportunity — not in pushing volume, but in doubling down on excellence and the experience.
We also talked about how legacy brands adapt. It’s not about abandoning heritage, but evolving without compromising authenticity. Gabaldon cited collaborations with cultural icons like LeBron James and Beyoncé not as marketing gimmicks, but as bridges — ways to introduce the next generation to brands with centuries of substance. That kind of evolution takes time, he admitted. Headlines come fast, but credibility is earned slowly.
One thing I appreciated was how open Gabaldon was about the realities of leadership. He acknowledged how hard it was to start a new role and immediately face layoffs. It wasn’t something he shied away from. “Being the one to make that final decision — it’s a different kind of pressure,” he told me. For someone stepping into a legacy-laden organization amid shifting consumer trends and economic uncertainty, that honesty stood out.
Gabaldon came across as thoughtful and competent — someone who genuinely respects the weight of the brands he leads while staying attuned to how quickly the world around them is changing. He doesn’t have all the answers, but he’s asking the right questions. And for Moët Hennessy North America, that may be the leadership style this moment calls for. And, of course, I’m a big fan of their brands.
I sat down with Chris Gabaldon, CEO of Moët Hennessy North America, who is just over a year into his role. It’s his first time leading a company as CEO, and yet the portfolio he oversees is anything but novice. Moët & Chandon, Hennessy, Dom Pérignon — these are just some of their brands woven into cultural milestones for centuries. What struck me wasn’t just the weight of the legacy he’s stewarding, but how grounded and candid he was about the challenge.
Gabaldon didn’t come up through the alcohol industry. He built a career in hospitality — starting as a room service waiter and eventually working with brands like The Ritz-Carlton and St. Regis at Marriott. That experience, he says, taught him to value the customer connection. But it also underscored one of the fundamental differences he now faces: You can’t personally walk over and fix someone’s glass of Dom if they had a bad experience. When your product is filtered through layers of distributors, retailers and events, how do you maintain that intimacy?
Related: What Quiet Leadership Looks Like in a Loud World — and How It Took This Company to $3B in Revenue
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