I'm used to spending a lot of time with my team. They're not only collaborators, they're also friends. It's the biggest part of your life that you share with these people. But sometimes being on the top of this pyramid, you need to be a little bit tough. This job is becoming very tough for every company because of timing. You don't have the time to finish the collection before you have to think about the next one. But I am never loud. I don't like to scream. So we are all working hard, and sometimes you need to reassure them.

The first thing I notice about a man are his shoes. Then I look at his watch.

I don't want to be too 'classic' because it's not in the DNA of Gucci. You need to be a little bit provocative.

I am comfortable giving people direction. If something is not good enough, my job is to find a way to help them learn from their mistake, and understand that next time I expect better.

The pressure is always very high. I am the client, and when I am the client, I need to fight with the photographer or with the stylists or with all the people that are on the set, because I am the only one who has a very specific vision. I always have the pressure, either from myself or from the company. I am a control freak. It's part of my culture. I know that I am still working to build a Frida moment at Gucci.

When I joined Gucci in 2002, I immediately wanted to make a research trip into the archives because I'd heard about how incredible they were, but I never had the opportunity to visit them.

With men, you need to anticipate all your ideas at least one or two months before the next women's collection, so you need to create a feeling that links with what will happen a few months later. To me, a man and a woman are really a couple. They live together. They grew up in Italy together. So, not just in the stores or the campaigns, but also in real life, it's very important for me to create a connection between them.