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Bernard Arnault
  • Net Worth : $219 Billion
    0.00%
    Real Time Net Worth as of 2024/02/27
  • Wealth Source : LVMH
  • Industry : Fashion & Retail
  • Date of Birth : 1949/03/04
  • Age : 74
  • Gender : Male
  • Citizenship : France

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Bernard Arnault
  • Net Worth : $219 Billion
    0.00%
  • Wealth Source : LVMH
  • Industry : Fashion & Retail
  • Date of Birth : 1949/03/04
  • Age : 74
  • Gender : Male
  • Citizenship : France

Bernard Arnault Net Worth 2024

Year Net Worth

Bernard Arnault serves as the chairman of LVMH Moet Hennessy Louis Vuitton, renowned as the world’s premier manufacturer of luxury goods.

This billionaire magnate wields control over approximately half of LVMH, which boasted an impressive revenue of 79.2 billion euros ($83.4 billion) in the year 2022.

Among the array of exquisite offerings from LVMH are Louis Vuitton’s opulent leather goods, the timeless TAG Heuer watches, and the prestigious Dom Perignon champagne.

So read to the end as we walk you through virtually all you need to know about Arnault and his family. Such as where Arnault’s wealth comes from, Bernard Arnault’s family net worth, and Bernard Arnault’s net worth.

And other interesting facts about the billionaire and chairman of LVMH, Moet Hennessy Louis Vuitton

Bernard Arnault’s biography

The French billionaire Bernard Arnault was born in 1949 in the northern French town of Roubaix. He attended the Ecole Polytechnique.

He joined his family’s firm after graduating from Ecole Polytechnique in Paris with an engineering degree and convincing his father to abandon the construction industry and concentrate on real estate.

Journey to greatness

In 1984, Arnault joined the luxury goods business when he purchased the insolvent textile firm that owned Christian Dior.

So after the buying process was completed, Bernard resolved to liquidate and sell off all of the company’s operations. He decided to use the profits realized to acquire control of LVMH. Fendi, TAG Heuer, Bulgari, and other world brands.

Bernard also tried to buy but failed in his bid to acquire Sotheby’s and Gucci from rival billionaire Francois Pinault.

Fame

In September 2014, LVMH decided to sell its 23% ownership in Hermes to its shareholders, bringing an end to a four-year fight for control of the luxury name.

He was the company’s largest individual stakeholder until July 2017, when he sold the majority of his shares in a $13.2 billion transaction to solidify his control over Christian F. Dior.

The French-born billionaire, along with his second wife, Helene Mercier, has a modern and contemporary painting collection that includes works by

  • Andy Warhol
  • Jean-Michel Basquiat
  • Damien Hirst
  • Pablo Picasso
  • Maurizio Cattelan

In 2012, Arnault stirred a tax discussion in France when the Belgian authorities revealed that he was trying to become a Belgian citizen.

Arnault said that he intends to continue paying taxes in France. His desire was to preserve a foundation he’d set up in Belgium to “protect the financial interests and wealth” of his successors.

He withdrew his application in April 2013 as “a gesture of my attachment to France and my faith in its future.”

Bernard Arnault bio

Full NameThe Bernard Jean Etienne Arnault
Famous NameBernard Arnault
Date of Birth5th March 1949
CountryFrance
Height 6’0″
WivesAnne Dewavrin and Helene Mercier
Children[Delphine], [Alexandre], [Antoine], [Jean] and [Frederic]
Sources of RichesBusiness,  media proprietor, and art collector
Present Net Worth$220.4 Billion as of September 2023

Bernard Arnault’s wives and kids

Bernard Arnault, a French-born businessman and billionaire who is one of the world’s richest and most influential men, is the Chairman and CEO of the luxury goods company LVMH.

Arnault’s personal life is not only as intriguing as his financial life but looks even more promising than anyone could imagine in the life of a billionaire.

The French-born business mogul has not only developed an amazing profession, but he has also raised a huge, close-knit family.

Bernard Arnault married Anne Dewavrin in 1973 and divorced her in 1990. During this period, they gave birth to Delphine and Antoine.

One year after his separation from Anne, Bernard Arnault married Hélène Mercier, a Canadian concert pianist whom he met in the late 1970s, in 1991.

They had three children named Frédéric, Jean, and Alexandre. To exhibit the family bond, the five children work in all the family companies. Currently, Delphine, who is the firstborn, is the CEO of Dior.

Antoine, on the other hand, leads LVMH’s real estate development, while Alexandre concentrates on private equity transactions.

The Arnault family is well-known for their charitable contributions, with Bernard and his offspring contributing millions to different organizations throughout the years.

Private life

Arnault married his estranged beloved Anne Dewavrin in 1973; they divorced in 1990. Together, they are the parents of two kids.

In 1990, the same year the couple divorced, Arnault married another lady, Canadian concert pianist Hélène Mercier. The marriage between Arnault and Hélène Mercier was blessed with three children together.

Bernard Arnault net worth - comparewise

Early years

Bernard É. Arnault was born on March 5, 1949, in Roubaix, France. Though Arnault’s parents were very rich, in the middle class, his father, Jean Léon Arnault, was a manufacturer and a graduate of the École Centrale Paris.

On the other hand, Arnault’s mother, Marie-Josèphe Savinel, was the daughter of Ferret-Savinel founder Étienne Savinel.

In 1950, Savinel passed over the management of Ferret-Savinel to his son-in-law, Jean Léon Arnault (Bernard’s father), and ultimately gave him ownership of the company.

Bernard graduated from one of France’s best engineering schools, the École Polytechnique, in 1971.

Where Arnault’s wealth stems from

The lion’s share of Arnault’s wealth stems from his commanding 97.5% ownership of Christian Dior, an illustrious luxury fashion house.

These shares are held through entities affiliated with the Groupe Familial Arnault, as detailed in Dior’s 2022 annual report.

In fact, Bernard Arnault is officially credited with all the shares under the family holding company’s purview within Dior, as well as other assets, an acknowledgment of his status as both founder and patriarch.

Notably, Christian Dior exercises influence over 41.4% of LVMH, solidifying its position as the foremost player in the global luxury goods arena, a fact substantiated by Dior’s 2022 annual report.

These particular shares are not included in the net wealth analysis due to their inherent value having already been factored in. Furthermore, the family maintains an additional 6.2% stake in LVMH, as indicated by the company’s 2022 registration document.

These shares, on the other hand, are indeed included in the calculation of Arnault’s overall wealth.
The whole analysis of Mr. Arnault’s family liabilities encompasses debts associated with the family’s holding company, especially those related to the acquisition and restructuring of publicly held shares.

What qualifies his cash holdings is actually based on a meticulous review, or rather, on encompassing dividends, market performance, insider transactions, tax considerations, and charitable contributions.

Regarding inquiries about his net worth calculation, Bernard Arnault has chosen not to provide any comments on the matter, as stated by Molly Morse, a spokesperson representing Arnault at Kekst & Co.

Bernard Arnault’s milestones of achievement

Bernard Arnault’s life is a whirlwind of innovation and business prowess, and a true business and media titan’s odyssey.

YearMilestoneAchievement
1949Bernard Arnault was born in Roubaix, France
1971He graduated with a degree in Engineering from Ecole Polytechnique, Paris
1971He joins the family’s construction company, called Ferret-Savinel Ferret-Savinel 
1984He became the CEO, of luxury goods holding company Financiere Agache.CEO
1989Bernard takes control of LVMH as chairman and CEO. Chairman, CEO LVMH 
1999LVMH under Bernard Fails on the bid to takeover Gucci
2012Apply for Belgian citizenship in an attempt to tax avoidance
2013He withdrew his Belgian citizenship application after a sparkling tax debate and as a patriot
2013LVMH bought cashmere clothier Loro Piana for a groundbreaking price of $2.6 billion. $2.6 billion

Bernard Arnault’s net worth

In the recent 2023 Forbes list of the richest and most influential people around the globe, Bernard made the list as the world’s richest person.

As of 2023, according to trusted sources, Bernard Arnault’s net worth is about $220.4 billion. Currently. Bernard Jean Arnault is the CEO of LVMH, the world’s largest luxury goods company.

Aside from having the largest share in LVMH, Bernard Arnault and his family also own the biggest percentage stake of about 47.5 percent in Louis Vuitton Mot Hennessy. This company currently owns more than 75 luxury house brands.

Bernard Arnault’s fortune and wealth are mostly derived from LVMH, which is not only the biggest French corporation but also the largest luxury goods firm in the world.

This corporation has more than 60 subsidiaries distributed around the globe. Some of the major LVMH brands and subsidiaries include:

  • Marc Jacobs
  • Sephora
  • Tag Heuer
  • Bulgari
  • Fendi
  • Tiffany & Co.
  • Christian Dior

Bernard’s businesses are prominent producers and makers of

  • wine
  • champagne
  • spirits
  • fashion
  • leather goods
  • watches
  • jewelry
  • fragrances
  • cosmetics

Arnault and his family wealth have cut across the length and breadth of the world, and presently they own over 65,000 retail outlets worldwide.

Visionary entrepreneur or cashmere wolf?

When Arnault returned to his home country of France in 1984, he embarked on his illustrious path to the helm of the world’s largest luxury corporation.

During Arnault’s early years, he started by amassing a passionate fan base as well as a vocal circle of adversaries.

Because of his passion for fashion, his admirers saw him as a visionary entrepreneur who resurrected French enterprise.

According to detractors, Arnault was “the wolf in cashmere,” bringing “Anglo-Saxon ruthlessness to the genteel world of 1980s French business”—nothing more than a “corporate raider dismantling centuries of tradition.”

Dior Fashion House

Arnault made his first move in 1984 when the French government at that time offered subsidies to any company that could save Boussac, a famous textile company, and retail empire that encompassed many hailing and struggling businesses, including a world-famous prize that Arnault had coveted for years: the House of Dior.

Agache Financiere

Arnault founded a holding company (Agache Financiere) with $15 million of family money and $65 million in loans from investment firm Lazard Fréres and purchased the insolvent Boussac—for no other purpose than to obtain Dior.

Arnault’s extremely effective—but ruthless—methods for turning around Boussac placed him as “a force to be reckoned with in the French business community.”

For example, to focus on the two primary assets Arnault knew he might scale—his designer clothing prize and the Bon Marché department store—he auctioned off most of the other enterprises and laid off 9,000 employees.

When government authorities argued that Arnault had committed to saving employees and assets, he replied that his sole commitment was to make the firm successful.

These huge layoffs earned him the moniker “Terminator,” but supporters praised him for “leapfrogging from his family’s $15 million-a-year business to a company 20 times the size.

A luxury brand’s cache

Despite the fact that Christian Dior’s couture division was losing money when Arnault took over, he considered the fashion house “a fundamental element of the Dior brand cachet.”

Instead of divesting, he established Christian Dior S.A. as the couture division’s holding company and revived the brand with unexpectedly youthful recruits.

After selecting the brand’s first non-Frenchman, Italian brand Gianfranco Ferré, to succeed creative director, Marc Bohan, Arnault “ruffled some French feathers” again in 1996 by choosing “brash” British designer John Galliano to replace Ferré as Dior’s head. “Talent has no nationality,” Arnault told his critics.

To protect the brand’s image for “quality and exclusivity over quantity and accessibility,” Arnault collaborated with his new staff to cut the number of Dior licensees and franchised stores in half: “from 280 in 1989 to less than 150 by 1992.”

Arnault initiated a strategic acquisition drive to acquire unique companies that matched his requirements for “only the best,” such as Christian Lacroix, a French fashion designer, and Celine, a leather goods designer, as well as Dior fragrance and Givenchy fashion and fragrance.

He terminated licensing arrangements that he considered harmful to the brand, as he had done at Dior—a technique that became part of Arnault’s playbook on dozens of luxury purchases over the following 30 years.

The LVMH takeover

Using $500 million in funds from divesting Boussac companies, Arnault began investing in his next luxury target, Mot Hennessy and Louis Vuitton, two iconic French corporations that had joined LVMH that year.
What followed is largely considered Arnault’s most notorious (and successful) power maneuver.

Arnault originally invested in LVMH on the advice of Louis Vuitton CEO Henry Racamier, who required Arnault’s help to bolster his position against Alain Chevalier, CEO of the much larger Mot Hennessy.

Racamier and Chevalier had been bickering and battling since the merger, which gave Arnault the chance he needed.

By the time Racamier realized his friend had his own aims, Arnault had secured the backing of Lazard Frères, Guinness, and the Mot Chandon and Hennessy families to achieve a 45% stake in LVMH.

Following Chevalier’s departure, the two remaining contenders engaged in an 18-month legal struggle, which ended in 1989 with the courts deciding in Arnault’s favor—and he emerged victorious from “one of the fiercest battles in French fashion.”

Following Racamier’s ouster, Arnault removed all senior Vuitton executives and started organizing his disjointed LVMH company into what he branded a “luxury-goods supermarket.”

Louis “went on a shopping spree” in the 1990s, buying luxury products ranging from fashion, watches (TAG Heuer), and cosmetics (Sephora) to wine and spirits, while also extending LVMH’s presence beyond Europe and North America to Asia, and South America, and Australia.

Family enterprise

After graduating in 1971, Arnault began working at his father’s business, Ferret-Savinel (previously owned by his maternal grandparents). In 1978, he was appointed president of the company, a position he held until 1984.

He assisted in steering Ferret-Savinel away from construction and into real estate, which proved to be a beneficial business option.

The Arnault Model: achieving financial discipline while being creative

Arnault made “a series of smart business decisions” that “can only be described as masterful” during the next three decades as he combined the best luxury brands in fashion, cosmetics, and beverages under the LVMH umbrella.

Even his critics commended him for “his ability to manage creativity for the sake of profit and growth.”

Observers often credit Arnault’s extraordinary success in a highly competitive sector to the fact that, unlike other global CEOs, he understands both the creative and financial aspects of running a luxury corporation.

Star brand development

Arnault detailed his famed business method in a 2001 Harvard Business Review interview, which, unlike the conventional fashion industry, involves both financial discipline and innovation.

The whole emphasis of Arnault’s teams is the development of “star brands” that must fulfill stringent creative and commercial criteria:

LVMH brands must be “timeless, contemporary, rapidly expanding, and extremely profitable.” Actually, “profitable creativity” suggests that “star brands are only born when a company manages to make products that speak to the ages but feel “intensely current,” sell quickly, and do so while raking in profits.”

Although “radical innovation—an unpredictable, messy, highly emotional activity” is where the LVMH process starts, “chaos is banished” when it comes to getting creativity onto shelves, and the company imposes “strict discipline on manufacturing processes, meticulously planning all 1,000 tasks in the construction of one purse.

The “back end of the process in the atelier (the factory)” is a place of “amazing discipline and rigor,” which produces “high profitability behind the scenes,” despite the fact that the “front end of a star brand—innovation, creative process.

Advertising is very, very expensive. “Brands that promise “unbelievably high quality” also want “unbelievably high productivity,” so “every single motion and every step of every process is carefully planned with the most advanced and comprehensive engineering technology.”

For instance, when Arnault automated production at Vuitton, he moved the storied old brand to the top of Fashionista’s list of the world’s best-selling luxury brands in 2011, with a worth of $24.3 billion—more than quadruple the amount of its nearest competitor.

Arnault “rigorously” regulated expenses while spending “lavishly” on advertising by using every potential synergy throughout the group: Kenzo made a Christian Lacroix line, Givenchy manufactured a Kenzo scent, and Guerlain developed the first Vuitton perfume.

Management of creative talent

Arnault hired new designers for star brands that “speak to the ages” yet “feel intensely modern” as he built LVMH into the largest luxury conglomerate in the world, including Céline, Kenzo, Guerlain, and Givenchy, as well as Loewe, Thomas Pink, Fendi, and DKNY.

Because according to his worldview, “the counterbalance to creativity must be commerce,” Arnault “never hesitated to rein in, or outright terminate, creative executives who did not produce.” Since his early days at Dior.

He has often changed creative directors with unconventional talent and then moved them throughout his businesses to help him find lucrative potential, regardless of how contentious.

For instance, Hubert de Givenchy, the fashion industry icon “credited with defining simple elegance for an entire generation of women, (including)

  • Audrey Hepburn
  • Jacqueline Kennedy
  • Duchess of Windsor

,” was replaced in 1995 by British designer John Galliano, a “fashion industry darling” and “notorious wild child,” by Arnault.

To replace Gianfranco Ferré, the Italian couturier who had been in charge of Christian Dior’s design since the late 1980s, Arnault moved Galliano from Givenchy to Christian Dior within a year.

Other outlandish selections made by Arnault included hiring Givenchy’s 27-year-old British designer Alexander McQueen and Louis Vuitton’s Marc Jacobs, whom he charged with taking on LVMH competitors Prada and Gucci.

Although those avant-garde designers eventually departed LVMH, they fulfilled Arnault’s purpose: interest in his classic fashion firms had been rekindled by the early twenty-first century.

The most valuable luxury brands in the world

The value of LVMH “multiplied fifteen times over, and sales and profit soared fivefold in the decade after Arnault’s takeover as he built a portfolio of the most exclusive assets in luxury.

Five of the top ten most valuable brands in the luxury sector were owned by or involved with LVMH by 2011, according to the Millward Brown Optimor BrandZ study that year.

With a brand worth of $24.3 billion—”as much as the combined valuations of Hermes, Gucci, and Chanel, which placed second, third, and fourth, respectively—Louis Vuitton, the foundation of LVMH’s revenues, was crowned the most valuable luxury brand in the world for the sixth consecutive year.

Louis Vuitton received a score of 26 out of 100 across 13 industries, with Apple at the top of the list.

The leader of the research asserts that LVMH has brands that adhere to “very high standards in terms of craftsmanship,” which may provide an impression of “very high exclusivity, even in some cases where it may not be so exclusive.”

What made Arnault one of the richest people in the world?

Arnault is reportedly the world’s richest billionaire, with a smooth and successful career in business and the luxury industry.

The entrepreneur turned his father’s engineering firm into a real estate firm, led the successful acquisition of a textile and retail conglomerate, and then directed the establishment of the world-renowned family holding company, LVMH.

With his desire fueling him, Arnault led the business to unprecedented success, tripling sales, doubling earnings, and making it the biggest corporation in the eurozone by a whopping $382 billion in market value.

Bernard Jean Arnault wealth information

The French-born entrepreneur surpassed his competitors by purchasing a major share of fashion-related firms and effectively rebranding them as LVMH brands, including Christian Dior SE, Wilentz, Sephora, TAG Heuer, and Tiffany & Co.

Bernard Arnault amassed his fortune as CEO of LVMH. In the 1980s, Arnault bought Christian Dior out of bankruptcy.

He then used Dior’s increased worth and income to build a conglomerate of luxury brands that included

  • Louis Vuitton
  • Moet & Hennessy
  • Marc Jacobs
  • Givenchy
  • Tag Heuer
  • Bulgari
  • Tiffany & Co.

LVMH today contains over 60 brands and generates $70 billion in annual revenue. As of this writing, LVMH has a market capitalization of $384 billion.

Bernard and the extended Arnault family still control 97% of Dior directly, while Dior owns 41% of LVMH. In addition, the family owns 7% of LVMH directly. They have more than half of the voting rights.

Bernard’s holdings include two vineyards in France, Princess Yachts, 5% of Carrefour, France’s largest grocery chain, and a multimillion-dollar art collection that includes masterpieces by Picasso and Warhol.

In June of 2019, Bernard Arnault’s net worth reached $100 billion for the first time. He was the world’s third-wealthiest man at the time.

His net worth topped $108 billion in July 2019, making him the world’s second-richest person, over $400 million ahead of Bill Gates.

In December 2022, his $171 billion net worth surpassed Elon Musk’s $168 billion net worth, making him the world’s richest person.

How Bernard Arnault invested his fortunes

Bernard Arnault’s astounding $239 billion wealth may be attributed to his astute investments in a diversified range of assets, ranging from magnificent residences and fine art collections to promising businesses and lavish toys.

Let’s take a deeper look at Arnault’s multibillion-dollar enterprise.

LVMH

Bernard went on a luxury brand shopping spree, taking advantage of Dior’s increased value and revenue. In 1987, Bernard founded LVMH, an umbrella company that encompasses the merging luxury fashion brands Louis Vuitton and Mot Henessy.

In July 1988, he contributed $1.5 billion and formed a holding company with Guinness to buy 24% of LVMH’s shares.

When rumors spread that the Louis Vuitton group was preparing to buy up LVMH shares in order to form a “blocking minority,” Arnault spent an additional $600 million to stop them.

As a consequence of this purchase, he became LVMH’s largest shareholder. He wasn’t done, though, and in January 1989, he spent even more money, this time $500 million, to buy more shares.

At the time, he owned 43.5% of LVMH’s stock and 35% of its voting rights. He utilized his influence to keep the LVMH group together, and he has subsequently led the firm through a restructuring that has positioned it as one of the world’s top luxury corporations.

LVMH expanded dramatically under Arnault. Not only did sales and profit increase by a factor of 5, but the company’s market value increased by a factor of 15. Despite the fact that the company owns a vast number of brands (75 as of June 2020).

Arnault has maintained a decentralized approach to the brands, allowing them to be recognized as autonomous companies and enterprises with their own histories and stories.

Céline (bought in 1988); Berluti (in 1993); Kenzo (in 1993); Guerlain (in 1994); Loewe (in 1996); Marc Jacobs (in 1997); Sephora (in 1997); Thomas Pink (in 1999); Emilio Pucci (in 2000); and Fendi (in 2001) are some of the other brands owned by LVMH.

Property investment

The world’s richest man knows how to live in style. His $96 million real estate portfolio includes an amazing French castle, luxurious Beverly Hills homes, a big Bordeaux estate, and his very own private paradise, Indigo Island in the Bahamas.

The initial source is Bernard Arnault Capital’s private “Indigo Island” in the Bahamas.
Arnault’s real estate investments enable lavish lifestyles and symbolize his long-term wealth-building plan in the face of growing inflation and the potential long-term appreciation of property-savvy investments.

Art collector

Bernard Arnault’s wide art portfolio is worth millions of dollars and includes pieces by famous painters such as Warhol, Basquiat, Hirst, and Picasso.

His 18th- to 20th-century art collection is one of the most comprehensive and richest in the world, with over 330 items by 120 painters housed at his Paris mansion.

Bernard Arnault has 330 works by Andy Warhol, Jean-Michel Basquiat, and Pablo Picasso.
Arnault’s substantial art investments have earned him awards such as

  • Grand Officier de la Légion d’Honneur
  • David Rockefeller Prize at the New York Museum of Modern Art
  • Commandeur des Arts et Lettres
  • Louis Vuitton, startups, and stocks

Bernard Arnault has invested billions of dollars in technological firms throughout the 1990s, including $3.4 billion in 65 rounds of finance via his venture capital company, Aglaé Ventures.

Arnault is noted for investing in some of Europe’s most valuable enterprises, including France’s Back Market, which is worth $5.7 billion. Bernard Arnault’s Aglaé Ventures has invested in companies such as Netflix, TikTok (AKA ByteDance), Databricks, and Back Market.

Yachts and planes

This tycoon has amassed opulent luxury possessions, including his $150 million superyacht Symphony.
In addition, he has bought a number of other spectacular yachts, as well as his Dutch and British yacht-building enterprises.

He formerly had two Bombardier aircraft and currently owns a $40 million Dassault Falcon 7X in addition to boats.

The Symphony is a custom-built summerhouse on the sea with lavish décor and amusing facilities that can accommodate 20 guests and a 38-person staff.

Other investing

Other than LVMH, Arnault has his fingers in a number of pies. He invested in many internet enterprises, including Boo.com, Libertysurg, and Zebank, via his holding company, Europatweb, between 1998 and 2001.

He invested in Netflix via his investment firm, Groupe Arnault, in 1999. In 2007, Arnault and the California real estate firm Colony Capital bought 10.69% of Carrefour.

Carrefour is the world’s second-largest food distributor and France’s largest supermarket store. He has also worked in the yachting sector.

In 2008, he spent €253 million on Princess Yachts. Then, for about the same amount of money, he took over Royal van Lent.

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