From Porto to Dubai, Carla Paulino’s journey through the world of luxury e-commerce is a masterclass in global ambition and regional resonance. Her story is one of bold moves, relentless innovation, and a clear-eyed vision to redefine how the world experiences luxury online.
At Farfetch in Portugal, Carla Paulino spent six pioneering years shaping Partner Services and Brand Partnerships from the ground up during a period of meteoric growth—empowering luxury boutiques and brands worldwide to bring their unique curations to life in the digital space.
At 45, she made a bold move—shifting continents. She traded her high-flying global role to lead a transformative mindset shift in the GCC, embracing a new digital frontier with Ounass, Al Tayer Group’s Middle Eastern online luxury platform.
Over the past seven years, she has transformed a nascent vision into a thriving Marketplace business unit, blending innovation with the region’s rich cultural tapestry to drive profitability and sustain scalable growth.
With a 13-year legacy in digital luxury and a proven talent for leading high-performing, multicultural teams, Carla Paulino is not just a catalyst for expansion but also a custodian of brand integrity and purpose. Today, she also shares her wisdom through mentorship and strategic consulting, continuing to shape the future of the industry.
In this exclusive interview by Florine Eppe Beauloye for Worthbury, Carla Paulino unveils her playbook for elevated digital commerce—from decoding marketplace dynamics and safeguarding brand exclusivity to meeting sky-high customer expectations in a digitally savvy Gulf market.
Worthbury: You’ve built an impressive career in luxury e-commerce, from your tenure at Farfetch to building and leading the Marketplace business unit at Ounass, Al Tayer Group’s Middle Eastern luxury platform. What are the main differences between operating within a regional luxury e-commerce platform in the Middle East versus a global one?
Carla Paulino: Farfetch was designed as a global tech platform, purpose-built to support a complex multi-vendor model across multiple markets. Its core technology enabled boutiques around the world to bring their curated selections closer to customers everywhere. With that global ambition came the challenge of evolving tech capabilities at the speed of business growth—but the foundation was always tech-first and geared toward scale.
When I moved to the Middle East to help shape the marketplace proposition at Ounass, I entered a very different context. The platform was growing fast, but was partially built on legacy systems originally designed for retail, the main channel for luxury brands at the time. These systems were strong in accelerating time-to-market, but not designed for marketplace models. That required a more creative and agile approach: building new capabilities on top of existing infrastructure and finding strategic workarounds to align tech limitations with ambitious business goals.
The customer landscape is another key difference. While the GCC is home to a rich mix of nationalities, the customer base is more cohesive compared to a global platform. This enables sharper differentiation, a more tailored customer experience, and fewer competing regional priorities. There’s also a level of market stability in the region that allows for a clearer prioritization—whereas global platforms are often navigating a mix of shifting consumer demands and region-specific economic volatility, adding layers of complexity to decision-making.
The ability to receive an order at home in under two hours—as it is possible in Dubai—creates a real competitive edge in a socially vibrant market where last-minute events and a culture of convenience are firmly embedded in everyday life.
Worthbury: Shoppers in the Gulf region are renowned for their love of mall-based retail. How does a pure-player tailor its product offerings and marketing strategies to align with luxury consumers’ unique preferences and cultural expectations in the Middle East?
Carla Paulino: Mall-based retail is indeed deeply rooted in the local culture—not just as a shopping destination but as a social and lifestyle experience often shared with family and friends. The quality and scale of malls in the region are remarkable and continue to be central to how luxury is consumed.
That said, convenience-led models have been steadily gaining traction across categories—from home services to food delivery and, increasingly, into fashion and luxury. Internet penetration in the region is among the world’s highest, with the UAE projected to reach 98% by 2025 and Saudi Arabia steadily growing to 76.8% (Statista).
In such a fast-paced, innovation-driven environment, customer expectations are sky-high and pivotal to any e-commerce player’s success. Delivering a seamless, high-touch customer experience is essential—from curated product selection and competitive pricing to fast and reliable delivery. Managing fulfillment in-house, as we’ve done with the marketplace I helped build, adds a layer of quality control that elevates the entire customer journey. The ability to receive an order at home in under two hours—as it is possible in Dubai—creates a real competitive edge in a socially vibrant market where last-minute events and a culture of convenience are firmly embedded in everyday life.
It’s an ongoing cycle of testing, learning, and adjusting to stay in tune with an evolving and demanding luxury consumer landscape—one shaped not just by regional preferences but by global exposure and expectations.
But it’s not just about speed—it’s about insight. Meeting customers where they are begins with a strong understanding of local trends—blending core assortment with exclusives, setting clear KPIs across the value chain, and developing a strong value proposition for both customers and brand partners. Data plays a key role here, not only through performance analytics but also when combined with qualitative insights from loyal, repeat customers.
It’s an ongoing cycle of testing, learning, and adjusting to stay in tune with an evolving and demanding luxury consumer landscape—one shaped not just by regional preferences but by global exposure and expectations.
Worthbury: Luxury pure-players have increasingly adopted a hybrid model—blending wholesale (curated, own-bought collections) with marketplace strategies, such as the one you launched in 2018. In your view, what inspires this dual approach, and how does it enhance the ability to serve both customers and brand partners?
Carla Paulino: I believe there was a natural convergence of interests that led to this hybrid model. Pure-players were looking to unlock more unique and differentiated inventory to meet evolving customer expectations—where individuality, connectivity, and inclusivity became defining elements of shopping preferences. At the same time, brands were eager to accelerate their digital visibility while gaining more control over their narrative, especially within selective distribution channels online.
In a luxury marketplace model, trust and respect for each brand’s equity are essential for long-term success. This requires a willingness to experiment and adapt as the business evolves in order to maintain healthy growth. In my experience, key success factors have included brands’ adoption of digital elements tailored to the online customer journey—while preserving the brand positioning and collaborating on thoughtful, localized assortment curation. Ultimately, this enables the kind of personalization, delight, and loyalty that luxury customers expect.
Worthbury: What are the biggest challenges in managing a luxury marketplace, particularly when balancing brand exclusivity with an expanding product range?
Carla Paulino: One of the biggest challenges is scaling the assortment without diluting the very things that make luxury special: brand storytelling, exclusivity, and experience.
From my perspective, the key lies in strong collaboration with brand partners. By aligning closely on assortment strategy, pacing, and presentation, it’s possible to introduce newness while still honoring each brand’s DNA.
Data plays an essential role in guiding these conversations, revealing what resonates with customers and where the boundaries are.
Ultimately, success comes from expanding with intention—ensuring each addition complements the brand ecosystem rather than overwhelming it.
Mutual success comes from treating each brand as a strategic partner—not a transactional vendor.
Worthbury: How do you approach onboarding and managing luxury brand partnerships as a pure-player to ensure mutual success for the platform and its vendors?
Carla Paulino: For me, it starts with building trust and alignment from day one—understanding the brand’s objectives, protecting its positioning, and being transparent about how the platform can support long-term growth.
Onboarding should feel like the start of a strategic relationship, not just a setup. That means tailored support, regular data-sharing, and constant dialogue to adjust as the market and customer needs evolve. Mutual success comes from treating each brand as a strategic partner—not a transactional vendor.
When brands and platforms collaborate using historical data and clear brand positioning as a foundation, discounting can be managed in a way that supports business needs without undermining equity.
Worthbury: Discounts are a divisive topic in luxury retail. Do you believe they harm or enhance brand equity—and how have you navigated this tension in your experience? Are there specific pricing strategies you’ve seen work well for brand partners?
Carla Paulino: Discounting in luxury often feels like a delicate dance. In an ideal world, brands would avoid it altogether to preserve exclusivity and protect long-term value. But the reality is that market dynamics and customer expectations do create pressure to remain competitive—especially in a hyper-connected world where visibility across pricing is instant.
Even with data to guide assortment and buying decisions, predicting demand isn’t always exact. In my view, there’s room for a healthy balance—a modest share of discounted stock, around 10–15%, can serve a strategic purpose, particularly when directed toward loyal customers.
The key lies in anticipation and joint planning. When brands and platforms collaborate using historical data and clear brand positioning as a foundation, discounting can be managed in a way that supports business needs without undermining equity.
Localization is a broad concept—and in luxury, it goes far beyond language or calendars. The Gulf region stands out for its diversity, and successful platforms understand how to blend global luxury with cultural nuances that feel truly authentic.
Worthbury: You have extensive experience working in the Gulf region’s luxury e-commerce space. From your perspective, what does it take to balance global brand appeal with local cultural relevance? Can you share examples of how regional platforms are successfully navigating this, through brand collaborations or local partnerships?
Carla Paulino: Balancing global appeal with local relevance in the Gulf is about more than seasonal moments—it’s about crafting immersive, emotionally resonant brand experiences. Regional platforms have played a key role in enabling this, curating exclusives, capsules, and brand moments tailored specifically to the GCC audience—whether tied to Ramadan or through strategic collaborations with trending or emerging names.
Localization is a broad concept—and in luxury, it goes far beyond language or calendars. The Gulf region stands out for its diversity, and successful platforms understand how to blend global luxury with cultural nuances that feel truly authentic. From partnering with community ambassadors to incorporating local art, food, and fragrance—all of which carry deep regional significance—physical activations become multi-sensory experiences reflecting the local audience’s values. This kind of cultural grounding responds to how customers in the region shop: with emotion, connection, and a strong appreciation for thoughtful detail.
By combining these elements with curated exclusivity and phygital formats, platforms are not only elevating brand positioning, but also building long-term loyalty in a market where expectations are high—and experience is everything.
The real opportunity lies in anticipating where speed matters most and where other experience levers—like packaging, personalization, or service—can create value without inflating costs.
Worthbury: Luxury e-commerce increasingly faces high customer expectations, such as rapid delivery, which drive up operational costs. What’s your advice for balancing these demands with the need to maintain profitability in a competitive market?
Carla Paulino: In my experience, balancing elevated customer expectations with profitability starts with segmenting the value you deliver. Not every order requires the same speed or handling, so tiered service models—linked to product value, customer tier, or urgency—can help in finding that balance.
In the Gulf, delivery speed is a key differentiator. Trading it off can sometimes result in higher costs elsewhere, whether through increased marketing pressure, inventory aging, or missed conversion windows. The real opportunity lies in anticipating where speed matters most and where other experience levers—like packaging, personalization, or service—can create value without inflating costs.
Sustaining profitability comes from continuous operational efficiency: automating where possible, investing in what truly differentiates the luxury experience, and closely analyzing fulfillment and returns data to fine-tune operations—all without compromising the brand promise.
[About Sustainability] The awareness and intent are growing, and while the pace may still be gradual, the direction is promising—especially as customer expectations and regulatory frameworks evolve in parallel.
Worthbury: What role does sustainability play in luxury online retail platforms in the Middle East, and how do you see ethical practices evolving in this region?
Carla Paulino: Sustainability is gaining real momentum in the region, particularly among younger luxury consumers who are increasingly vocal about conscious consumption. At a broader level, national strategies like UAE Vision 2030 signal a strong commitment to environmental responsibility, creating a ripple effect across industries and encouraging businesses to adopt best practices with clear sustainability KPIs.
When it comes to digital experiences, it’s less about checking boxes and more about embedding thoughtful choices throughout the journey—from sustainable packaging and reverse logistics to curated assortments that minimize overproduction and waste.
We’re also seeing early movement toward resale, rental, and circular economy models. The awareness and intent are growing, and while the pace may still be gradual, the direction is promising—especially as customer expectations and regulatory frameworks evolve in parallel.
Super-app thinking may also become relevant, as regional consumers increasingly seek frictionless access to luxury across categories.
Worthbury: Can you share insights into the future of luxury e-commerce in the Middle East? What trends do you foresee shaping the industry in the coming years?
Carla Paulino: Luxury e-commerce in the Middle East is evolving fast, driven by younger, value-conscious consumers seeking meaning, not just product. They expect brands to connect emotionally, reflect personal values, and deliver cultural relevance beyond aesthetics.
I see future growth coming from curated, purpose-led storytelling, enhanced service ecosystems, and more integrated, phygital experiences. Super-app thinking may also become relevant, as regional consumers increasingly seek frictionless access to luxury across categories—from fashion and beauty to multi-service offerings that create an all-in-one experience.
AI and predictive analytics will also play a key role—not just in personalization but in forecasting demand, optimizing inventory, and creating more fluid, adaptive customer journeys. The key for players will be to balance reach and exclusivity, desire and purpose—with clarity in strategy and execution and the intelligent use of digital tools to bring it to life.
Worthbury: Reflecting on your journey, what’s the most valuable lesson you’ve learned about thriving in luxury e-commerce, particularly in today’s challenging economic climate?
Carla Paulino: The most valuable lesson I’ve learned is that in a high-pressure, constantly evolving environment like luxury e-commerce, success is rooted in clarity—of purpose, communication, and strategic alignment. Strong partnerships built on trust and shared goals allow you to pivot together when the market shifts.
As a leader, you can’t always control external forces, but you can control how you show up: with consistency, curiosity, and a long-term mindset. That resilience, paired with a strong focus on core business drivers, the agility to adapt, and the ability to innovate at the edges, has helped me navigate change while building meaningful, sustainable growth—and it’s a mindset I’ll continue to carry forward as the landscape evolves.
Worth sharing
A book worth reading: A recent favorite is Table for Two by Amor Towles—a beautifully unconventional read that takes you on multiple journeys through six short stories and a novella that revisits one of the main characters from Rules of Civility. It’s thought-provoking, with a perfect balance of emotion, wisdom, and subtle humor.
A luxury leader worth knowing: I tend to look up to strong women in leadership, and while she may not come from the luxury industry, I find Indra Nooyi truly inspiring. She embodies the leadership values I believe are essential for success in any business— clarity, empathy, resilience, and vision.
Your definition of ‘worth’ in one sentence: Worth is the quiet power of relevance meeting readiness.
Three qualities that define a great luxury leader: For me, inspiring and effective leadership in luxury is grounded in three core traits: (1) Lead with values, (2) Lead with empathy, (3) Lead change with vision, curiosity, and a learning mindset.
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