Over the past decade, China has moved in the minds of many global beauty executives from “indispensable growth engine” to “strategic liability.” Slowing growth, geopolitical tensions, margin compression, regulatory uncertainty, and intense local competition led many Western brands to pause, scale back or exit altogether.
But markets do not stand still - and neither does China. Today, the external environment looks different. Domestic market headwinds in the US and Europe are forcing brands to rethink their global growth mix. Chinese consumer demand is evolving rather than collapsing. Channel dynamics continue to innovate at speed. The competitive landscape has reset. And new commercial models are reshaping how brands can enter and scale with greater capital discipline.
We will take a sober, commercial look at what has actually changed - and what has not. For brands willing to approach the market differently, 2026 may represent less a comeback story - and more a structural inflection point.
- How the China risk equation has shifted
- Dispel persistent myths around margins and regulation
- Outline a pragmatic framework for beauty leaders to reassess China’s role in their global portfolio
She began her career in beauty as one of the original executive team at Bliss, taking on the way women view beauty as the Managing Director of the Bliss Catalog. This venture fundamentally changed the way beauty products were merchandised, distributed, and marketed to consumers, leading to the acquisition of Bliss by LVMH.
As Vice President of Marketing for Dr. Dennis Gross Skincare, she was on the forefront of defining the cosmeceutical category.
Kelly also founded consultancy group Purpose-Built, providing concept-to-counter solutions and strategic advisement from startups to Fortune 100 brands.
She has also built her own brands, most recently the award-winning fragrance brand Odin, co-founded in collaboration with the men’s fashion brand.
