Doris Casares oversees global corporate affairs, communications and social action at Mango, and her working definition of reputation is simple: it is what people say about the company when nobody from Mango is in the room. That definition drives how she approaches the job, treating reputation less as a communications output and more as a company-wide asset that has to be earned continuously and can be lost far faster than it was built.
In her view, reputation rests on three pillars that reinforce each other. Consistency gives the organization a stable foundation for its decisions, so that choices made under pressure still line up with choices made in calmer moments. Coherence keeps day-to-day actions tied to the company's stated purpose, closing the gap between what a business says about itself and what it actually does. Transparency is the third leg, and Casares points to it as the piece that ultimately determines whether employees, customers, investors and partners extend the company real trust rather than surface-level goodwill.
She argues that reputation is not a soft metric sitting off to the side of the business. It shapes whether Mango can attract and keep strong talent in a competitive labor market, whether investors feel confident enough to back the company through difficult stretches, and whether customers stick with the brand when cheaper or newer alternatives appear. In an industry where fashion trends and price competition shift constantly, Casares frames reputation as one of the few assets that compounds over time instead of resetting each season.
Building that kind of standing, she says, cannot be delegated to a single department. It requires alignment across the entire organization, from how stores treat customers to how the company communicates supply chain and sustainability decisions. Casares describes her role less as protecting an image and more as coordinating a long-term, collective effort that depends on every part of the business acting in line with the same values.
Listening plays a central role in that approach. Casares emphasizes staying closely attuned to how stakeholder expectations shift over time, rather than assuming that what worked for the company's reputation five years ago still works today. For a company the size of Mango, operating across dozens of markets with very different cultural and regulatory expectations, that kind of ongoing recalibration is, in her telling, what keeps the gap between the company's values and the market's evolving demands from widening into a real vulnerability.