Marta Ortega Pérez acknowledges these moments are far from the era when Inditex founder Amancio Ortega stepped out of anonymity to headline the company’s public narrative. In a candid interview with the Financial Times, a publication regarded by many as the compass of business journalism, she reflects on a generational shift and a changing era in which she now plays a leading role as head of the textile conglomerate. A generation apart from her father and a different time frame, she describes herself as someone who shies away from the spotlight even as she stands at the helm of one of the world’s most influential fashion empires. Her path sits between the glamorous allure of public life and the disciplined pace of succession planning, a duality that often draws media attention and investor scrutiny alike.
Ortega Pérez has learned from her past in the saddle the value of hard work, teamwork, and enduring patience. Those lessons, she says, translate beyond the workplace into everyday life. In the interview, she emphasizes a philosophy that prioritizes feeling and intuition alongside practical strategy, even when that balance seems elusive. The scale of Inditex is undeniable, yet she maintains a focus on maintaining a practical, almost artisanal approach to the business. The leadership ethos she describes centers on staying disciplined and not getting lost in big numbers, a stance she attributes to the culture of Zara and the broader group. The Financial Times notes that she favors a product-driven mindset, believing that the true energy of the company comes from how products are developed and presented. For Ortega Pérez, success flows from everyone in the organization concentrating on the smallest details that collectively define the brand.
Ortega Pérez is outspoken about placing the Galician textile giant within a fast fashion framework, yet she rejects a narrow definition of fast fashion. She underscores a collaborative approach that involves a large team, saying the company relies on more than 40% of the total workforce to drive product development. At Zara, the brand maintains a robust design network and a hands-on process, with more than 250 designers and mold makers who still create molds and adapt real models. The aim remains clear: deliver high-quality products without sacrificing speed or affordability. The president explains that the focus is on building and sustaining quality across every facet of the business, from design to production to retail execution. The emphasis is on maintaining a balance between accessibility and craftsmanship, ensuring that price competitiveness never compromises overall value.
Reflecting on family influence, Ortega Pérez recalls her mother Flora Pérez’s role in shaping Zara’s fashion sensibilities. She describes a personal wardrobe that blends Zara pieces, Massimo Dutti items, and creations from renowned designers. She laughs that her closet is a sprawling archive of years past, remarking that her son often questions why there are so many garments, to which she replies that some of them have stood the test of time. This family perspective helps contextualize her leadership style, revealing a desire to preserve a legacy while steering the business forward with modern sensibilities that resonate with consumers in Canada and the United States as well as Europe. In public remarks and private conversations alike, she presents a vision for Inditex that honors the brand’s heritage while embracing an evolving retail landscape that demands agility, sustainability, and a continuing emphasis on quality and value for customers around the world.