Month: July 2025

Luxury travel continues to evolve, and few people understand its variances better than Davlynne Lidbetter, Co-Publisher of Beau Monde Traveler. Known for its rich editorial, dynamic media content, and high-quality print editions, Beau Monde Traveler stands out as a leading source for sophisticated travelers seeking new destinations and meaningful experiences. With a sharp focus on storytelling and first-hand discovery, the platform showcases the finest hotels, resorts, cuisine, and cultural highlights from around the world.

As a distinguished media partner of World Luxury Chamber of Commerce, Beau Monde Traveler has expanded its global distribution of luxury content to exclusive international venues, and Gold Key Media now delivers Beau Monde Traveler digitally to over 700 premium outlets across 60 global cities. The magazine is featured within a curated digital library accessible in elite spaces such as the Burj Al Arab, Park Hyatt New York, The Peninsula Paris, Necker Island, and leading airport lounges from Swissport Aspire and Collinson’s Chase Sapphire to Oneworld and SNF.  

This interview explores the evolving expectations of affluent travelers, emerging shifts in luxury content, and what’s next for one of the industry’s most influential media platforms.

Alexander Chetchikov: Beau Monde Traveler has become a major force in luxury travel publishing. From your perspective, how have affluent travelers changed their approach to travel in recent years?

Davlynne Lidbetter: There’s been a profound shift from transactional travel to transformational travel. Today’s affluent traveler is looking for something much deeper—experiences that are personal, reflective, and emotionally engaging. Travel has become a form of self-expression. It’s not about extravagance for the sake of it—it’s about what the experience evokes, who you become through it, and how it aligns with your values.

We’re seeing a shift from excess to essence. Privacy, intentionality, and soul now drive decision-making. People want slower, richer, more connected experiences. At Beau Monde Traveler, this has deeply influenced how I curate content. We don’t just showcase luxury—We explore it with context, heart, and relevance. My stories are designed to resonate, not just impress.

AC: We’ve also noticed that younger travelers, particularly Millennials and Gen Z, have different priorities. Are younger generations seeking other types of luxury than their predecessors? What stands out in how they approach travel?

DL: Absolutely. Millennials and Gen Z are reshaping luxury by demanding more meaning per mile. For them, it’s not about prestige—it’s about purpose. They’re asking: Is this experience ethical? Is it authentic? Does it align with how I see the world?

They care deeply about the story behind the stay. Sustainability, cultural integrity, social impact—these aren’t marketing buzzwords to them; they’re deal breakers. They want to know the chef’s philosophy, the provenance of the linens, and the brand’s commitment to the planet. They want to share something with substance, not just a filtered photo.

And they’re digitally fluent, so transparency is non-negotiable. You can’t curate a luxury image without backing it with accountability. I’ve seen this shift influence everything from editorial decisions to how we craft partnerships.

This generation isn’t rejecting luxury—they’re redefining it. They want it lighter on the planet, deeper in meaning, and richer in story. And frankly, I find that incredibly energising. They’re holding us all to a higher standard—and I welcome it.

AC: From environmental concerns to cultural respect, many high-end travelers are looking for experiences that feel meaningful without sacrificing comfort. How is the luxury travel sector adapting to this growing desire to combine indulgence with purpose and responsibility?

DL: It’s no longer enough for luxury to simply “do less harm.” The new benchmark is: does this place leave something better behind?

Today’s traveler wants indulgence, yes—but they also want integrity. They’re looking for resorts that source locally and uplift communities, yacht charters that offset carbon and support marine research, and wellness retreats that are as invested in the land as they are in the guest. Luxury is becoming a driver for restoration—environmental, cultural, and personal.

At Beau Monde Traveler, we seek out destinations and brands that get this balance right. We’re intentional about showcasing those who honour the people and places that make travel extraordinary. The future of luxury isn’t just about exclusivity—it’s about empathy. The most meaningful experiences are the ones that feel both rare and responsible.

AC: What are some of the most important trends or developments you’re currently observing in both the luxury media and hospitality industries?

DL: In luxury media, there’s a clear shift toward immersive, sensory-rich storytelling. Readers don’t just want to read about a destination—they want to feel it. That means layered editorial paired with voice, video, and visuals that evoke texture, emotion, and place. At Beau Monde Traveler, we’re leaning into this with cinematic layouts, narrative pacing, and a tone that invites reflection as much as aspiration.

In hospitality, I’m seeing what I call “whispered luxury.” It’s a return to subtlety—understated opulence, deeply personalized service, and wellness woven quietly into the experience. The days of flash-for-the-sake-of-flash are fading. Today’s guest values stillness, sensory design, discretion, and rituals that feel intuitive rather than imposed.

There’s also a growing integration of technology—but in a way that supports, not disrupts. From AI-enhanced concierge services to invisible automation that creates seamless check-ins or room customization, it’s about frictionless indulgence.

My years at Forbes taught me to pay attention to patterns, not noise. These aren’t passing fads—they’re signs of an audience that’s evolving, seeking something slower, deeper, and more meaningful. And those who understand that will lead the next era of luxury.

AC: Recently, Beau Monde Traveler took a major step in broadening its international visibility through its partnership with Gold Key Media. How has this expansion influenced your publishing strategy and the way you engage with your readers?

DL: Gold Key Media has been more than a distributor—they’ve been champions of our vision from day one. They took a leap of faith when Beau Monde Traveler was still carving its space in the luxury landscape, and we’re deeply grateful for that belief.

Their partnership has significantly influenced how we shape our editorial and distribution strategies. With their support, our magazine is now placed in over 700 of the world’s most exclusive venues—from The Peninsula Paris to the Burj Al Arab, Necker Island, Soho House, and leading private aviation lounges. But beyond that, they handle our extended distribution as well, which includes luxury spas, first-class rail lounges, five-star hotels, luxury retailers, cruise ships, and select members-only clubs—as outlined in our media kit.

This isn’t passive distribution; it’s curated visibility. Our magazine reaches discerning readers at the exact moments they’re primed for discovery, aspiration, and high-value decision-making.

Importantly, our audited figures give us the transparency that luxury brands demand. In an industry where many titles overstate reach, we’re proud to back up every claim with data. It’s this combination—strategic placement and verifiable performance—that gives Beau Monde Traveler real credibility with both our audience and our partners.

As a result, we now build each issue with intention—aligning with global luxury cycles like our Cruise, Wine, and Ski editions, while staying anchored in the consistent, intelligent voice our readers trust. This partnership hasn’t just broadened our visibility—it’s elevated our ability to lead in the space.

AC: Another exciting development is your recent membership in the WLCC. As part of this global network of luxury professionals and brands, what are you hoping to accomplish within the community?

DL: The WLCC brings together an extraordinary collective of tastemakers, innovators, and luxury leaders—each with a unique perspective. From their masterfully curated presentations to their world-class speakers and insider insights, the calibre of discourse is unmatched. It’s not just a network—it’s a think tank for the future of luxury.

I see us acting as a kind of editorial concierge—connecting great brands and voices with the right audiences through refined, intelligent storytelling.

This isn’t about coverage for the sake of coverage—it’s about elevating the community, showcasing its brilliance, and curating narratives that resonate globally. WLCC offers access to fresh perspectives, and I want our editorial lens to reflect and support that energy. Ultimately, we aim to be a trusted voice within the WLCC ecosystem—one that adds value, builds bridges, and deepens the conversation around purposeful luxury.

AC: Your publishing journey started in influential media. How did your work with Forbes Africa shape your editorial philosophy today?

DL: Launching Forbes Africa, Forbes Africa Woman, and Forbes Africa Life taught me what it means to lead with vision and excellence. I wasn’t just telling stories—I was building a legacy on the continent. That experience taught me to pursue depth, relevance, and precision in every headline. I had to make each issue count, shape narratives that had real economic and social impact, and build something from the ground up in an emerging media landscape.

It was an environment that demanded resourcefulness, grit, and absolute clarity of voice—skills I bring with me every day. I’m not interested in fluff or trend-chasing; I care about stories that move people, that shift perception, that linger long after the page is turned.

AC: Many luxury publications stay surface-level. What makes Beau Monde Traveler different in how it approaches luxury?

DL: We treat travel as a form of cultural diplomacy. It’s not just about where you go—it’s who you become when you get there. Our content isn’t curated for clicks; it’s crafted for connection. Our readers don’t just want luxury—they want meaning, memory, and perspective.

What makes Beau Monde different is that we never take the obvious route. Our storytelling is grounded in real discovery, real people, and real emotion. We go beyond glossy exteriors to explore the craftsmanship, culture, and character of each destination or brand we feature. It’s about luxury that lingers, not just impresses.

We also publish with intention.

We work closely with global tastemakers, hoteliers, designers, and brands to curate stories that set the tone, not follow it. From our themed issues like Cruise, Wine, Wellness, Ski, Outdoor, and Society to the quiet elegance in our visual language, we offer a complete, considered experience. For our readers, Beau Monde isn’t just a magazine—it’s a trusted compass.

AC: What have been some defining moments in your career that helped shape your voice in luxury media?

DL: There have been a few, but the most transformative was undoubtedly the launch of Forbes Africa. To bring a globally revered brand onto African soil—amidst economic disparities, cultural complexity, and raw entrepreneurial energy—was both humbling and electrifying. It taught me that luxury isn’t always about lineage or legacy; sometimes it’s about resilience and reinvention.

Leading the creation of Forbes Woman Africa was another cornerstone. We weren’t just profiling women—we were rewriting narratives of power, potential, and purpose on a continent often misunderstood. It deepened my appreciation for storytelling as advocacy.

Later, building Beau Monde Traveler was a different kind of challenge. It meant creating something from the ground up—not just a brand, but an energy. I brought everything I’d learned about global influence, cultural nuance, and media architecture into one vision.

AC: You’ve been described as someone who blends old-world elegance with future-forward strategy. What does that mean in practice?

DL: It means recognising that a handwritten note can carry as much weight as an algorithm. I’ve always admired the grace and thoughtfulness of legacy luxury—the tactile joy of printed invitations, the charm of discreet service, and the value of craftsmanship passed down through generations. But I’m equally committed to staying at the forefront of innovation.

I love heritage brands and the art of timelessness, but I’m equally fascinated by AI, automation, and the power of personalization. When used intentionally, technology can elevate the emotional and sensory journey of the luxury consumer. The sweet spot is in knowing how to use tech to deepen human connection, not replace it.

AC: Speaking of AI, you’re leading the integration of smart tools into luxury publishing. How do you see this evolving the industry?

DL: AI isn’t the enemy of luxury—it’s its next evolution. With the right curation, it enables hyper-personalization while freeing teams to focus on creativity. At Beau Monde Traveler, we’re using AI-assisted trend forecasting, competitor analysis, and content testing—all without losing the human touch that defines our editorial integrity.

I use AI agents to conduct in-depth market research, explore niche audiences, and uncover cultural shifts that shape content relevance. AI supports my blog development and proposal pitches—helping me test headlines, generate topic ideas, and track performance. I also use AI to simulate tone and reader feedback before final production, which adds a new layer of precision to how we tell stories.

And if we look at what’s happening globally, we see AI-generated influencers entering luxury spaces—take the Wimbledon debut of an AI fashion ambassador. That may seem futuristic, but it signals where the industry is heading: into a realm where human creativity collaborates with algorithmic precision to tell stories that are personal, powerful, and predictive.

AC: You’ve mentored many emerging creatives—what legacy do you hope to leave through that work?

DL: That possibility is always bigger than position. I mentor to build creative resilience and belief. I want those I support to know they can make space at the table—or build their own. That’s what was gifted to me, and I’m committed to paying it forward.

But more than that, I believe in creating ecosystems of support, not just one-off moments of encouragement. Through my work—whether mentoring women in media, guiding young entrepreneurs, or supporting underrepresented voices—I’m trying to redefine what influence looks like. My charity initiative, Simple Love, which provides soft toys to children in war-torn regions, is an extension of this philosophy: small gestures can hold extraordinary power.

Mentorship isn’t a title—it’s an act of trust and belief. It’s how we create continuity, build confidence, and give others permission to rise. If there’s a legacy I hope to leave, it’s one where impact is measured by how many doors you helped open for others.

AC: What do your readers expect from a brand like Beau Monde Traveler that other publications aren’t delivering?

DL: They expect refinement without repetition. They trust us to filter through the noise and only present what’s truly exceptional. We offer a sense of intimacy—even in a global setting. Our voice isn’t just editorial—it’s curatorial.

What sets us apart is our ability to anticipate rather than react. We don’t chase trends; we explore the stories behind them. Our readers know that when they turn our pages, they’ll find more than just destination highlights—they’ll discover craftsmanship, cultural nuance, and intentional storytelling. We honour their intelligence and time. We create content that is experiential and timeless—stories they’ll return to, not scroll past.

Many of our readers are tastemakers themselves. They look to us not only for inspiration but for affirmation of their values: thoughtful travel, beauty with depth, and the belief that luxury should always be laced with meaning. That’s the promise we protect with every issue.

AC: What personal rituals or philosophies keep you grounded in a fast-moving industry?

DL: I start each morning with a clarity exercise—a simple but powerful check-in. I set intentions, express a few thoughts of gratitude, and get really clear on my priorities. Some days it’s five minutes over coffee, other days I go deeper. It keeps me honest with myself and aligned with the day ahead.

Luxury isn’t about excess—it’s about what matters. That belief shapes both my work and how I manage my energy. I don’t buy into the chaos culture; I work hard, but I also try to work smart. I take real breaks, and I always find time to step away from screens.

When things feel overwhelming, I reset with the basics: a walk, time with my daughter, cooking something from scratch. These aren’t grand rituals—they’re real, grounding moments that keep me connected to what’s important.

Thank you, Davlynne, for offering such thoughtful insights into the evolving landscape of luxury travel and media. Beau Monde Traveler plays a significant role in shaping how sophisticated travelers connect with the world’s most exceptional destinations and experiences.

We look forward to seeing how the publication continues to grow and innovate in the years ahead.

Discover more insights, stories, and luxury travel features at: https://www.beaumondetraveler.com

In an era where technology often feels at odds with exclusivity and craftsmanship, Trifork is pioneering a fresh approach, melding deep tech expertise with a design-driven mindset to elevate luxury beyond convention. Alexander Chetchikov, President of WLCC, sat down with Erik M. Nilsen, CEO of Trifork Spain, to explore how AI, spatial computing, and voice technology are not just streamlining operations but reshaping how luxury brands connect with their most discerning clients.

From hyper-personalized experiences to privacy-conscious innovation, this conversation offers a compelling glimpse into the future where technology enhances, rather than replaces, the human touch in luxury.

Alexander Chetchikov: To begin, could you share how Trifork helps companies leverage emerging technologies and how that approach might translate into opportunities for the luxury industry, especially with AI?

Erik M. Nilsen: At Trifork, we are all about building smart digital solutions by combining deep tech expertise with a creative, design-driven mindset. We help companies make the most of emerging technologies (like AI, IoT, and spatial computing) not just to run things more efficiently, but to rethink how they connect with people. In the luxury world, that might mean using AI to create more personalized experiences, anticipate what clients need, and make interactions feel seamless across both digital and physical spaces.

We’ve seen this work across industries. For example, with Porsche, we explored how immersive tech like Apple Vision Pro could create entirely new customer experiences. And with Swiss International Air Lines, we built an in-flight app that gives crew members real-time insights into passenger preferences, making the service feel more personal and intuitive. These kinds of projects show how tech can elevate the customer journey without losing the human touch.

AC: Turning to the luxury sector specifically, how do you see voice AI transforming customer service, and what impact could it have on the overall client experience?

EMN: Voice AI has a lot of potential to elevate luxury service. Sure, it might not capture every nuance of a human conversation, but it’s consistent, remembers every interaction, and doesn’t have off days. At this point, it can feel more like talking to a trusted advisor than a chatbot. Imagine asking for something in your own words and getting a response that is helpful and tailored to you. That’s powerful, especially in luxury, where time and discretion are everything.

That said, it’s important to get it right. We’ve all had frustrating experiences with voice systems that don’t solve our problems. That’s why it’s crucial to do the groundwork before rolling it out. For instance, in our work with Topdanmark, we helped implement a voicebot that significantly improved customer satisfaction by actually resolving issues, not just routing calls. That kind of success comes from deep domain knowledge and careful design.

AC: In your view, what are some of the most promising – or perhaps underexplored – use cases of AI that could redefine luxury, whether in retail, hospitality, real estate, or other segments?

EMN: One really exciting area is predictive personalization. Using AI not just to react to what people do, but to anticipate what they might want next. In hospitality, that could mean preparing a room based on a guest’s mood or past preferences. In real estate, it might be about showing properties that match someone’s lifestyle, not just their budget.

We’ve also seen how generative AI can play a role in co-creating custom products or experiences with clients. And when you combine that with spatial computing, the possibilities are huge. Imagine designing your dream car, home, or yacht based on who you are, and being able to walk through it virtually before it’s even built. We’ve explored similar ideas with clients in automotive and architecture, and the feedback has been incredibly positive.

AC: Luxury clients value both personalization and privacy. How can AI help brands strike the right balance between hyper-personalization and the discretion their clientele expects?

EMN: That balance is everything. In luxury, trust and discretion are non-negotiable. AI can help deliver more personalized experiences, but only if it’s done thoughtfully. It’s about making things feel effortless and respectful, not invasive. That means being intentional with how data is used and always putting the customer’s comfort first.

At Trifork, we’ve worked with clients in finance and healthcare – two of the most privacy-sensitive industries – and we’ve learned that responsible innovation starts with empathy and transparency. For example, in our work with GROOT, a digital health platform, we helped design a solution that’s both highly personalized and deeply respectful of user privacy. That same mindset applies perfectly to luxury.

AC: Can you share any standout examples – either from Trifork’s work or the broader tech landscape – where AI has meaningfully elevated a premium customer journey?

EMN: One that stands out is our work with Swiss International Air Lines. We built a smart in-flight service app that gives cabin crew real-time access to passenger preferences, like meal choices, language, and even when they prefer to be served. It makes the whole onboard experience feel more personal, especially in business class, where expectations are high.

What’s also great is how the app helps reduce waste. It uses data and AI to better predict meal demand, so there’s less food waste and fewer disappointed passengers. It’s a win-win: better service and more sustainable operations. For a brand like SWISS, which is all about quality and precision, this kind of innovation reinforces its premium feel.

AC: For luxury brands still hesitant about adopting AI, what do you see as the biggest missed opportunity?

EMN: The biggest miss is thinking of AI as just a disruptor, instead of a way to strengthen what makes a brand unique, and even speed up the sales process. When used right, AI can deepen emotional connections, streamline operations, and unlock new creative possibilities.

And let’s be honest – today’s customers are more informed than ever. They’re doing their research online before they even step into a store. If brands can connect that online journey with the in-store experience, so it feels like one continuous conversation, that’s where the magic happens. We’ve helped clients in retail and banking do just that. For example, in a recent project with a luxury retailer, we helped bridge the gap between digital browsing and in-store service, creating a seamless, high-touch experience that customers loved.

AC: Finally, looking ahead: how should luxury brands think of AI not just as a tool, but as a creative and strategic partner in crafting future-ready, high-touch experiences?

EMN: Luxury is about emotion, storytelling, and identity. AI can be a creative partner in that journey, helping brands design experiences that are not just personalized but meaningful. Whether it’s immersive digital spaces, curated collections, or smarter service design, the future of luxury will be shaped by how well we blend human creativity with intelligent technology.

At Trifork, we’ve seen this firsthand in projects where AI helped brands not only improve service but also unlock new ways to express their identity. It’s not about replacing the human touch—it’s about amplifying it in ways that feel authentic and unforgettable.

Closing Thoughts:

As luxury brands stand at the crossroads of tradition and transformation, Erik M. Nilsen’s insights make one thing clear: AI is not the enemy of exclusivity but its new creative partner. When wielded with empathy, precision, and respect for privacy, technology can amplify the emotional storytelling and impeccable service that define true luxury. The future belongs to those who embrace AI not merely as a tool but as a strategic ally, crafting experiences that are as intelligent as they are unforgettable. For brands ready to blend art with algorithms, the opportunity is limitless.

Great luxury brands don’t just train staff; they train emotional intelligence. Michaela Merk, PhD, CSP, GSF, is a leading expert in Relational Intelligence, teaching global brands how to transform everyday encounters into lasting emotional bonds. As the author of Luxury Sales Force Management: Strategies for Winning Over Your Brand Ambassadors and host of the Luxury Leadership Talks podcast, Merk is trusted by the world’s top luxury brands, including Hermès and Louis Vuitton, for her expertise in turning client interactions into lasting brand loyalty.

In this exclusive conversation with Alexander Chetchikov, President of the World Luxury Chamber of Commerce, Merk offers powerful insights from her decades-long career in luxury training and academic leadership. Her message is clear: personalization, passion, and purpose are what today’s premium clients value most.

Alexander Chetchikov: Michaela, your approach to Relational Intelligence has had a significant impact on leadership and customer engagement. How do you define relational intelligence, and why is it critical for leaders and businesses in the luxury industry today?

Michaela Merk: Relational Intelligence is our ability to connect with a wide range of people with whom we want or need to build relationships. This diversity may relate to gender, age, profession, personality, but also to tastes, desires, or cultural background.

The luxury industry is known for its pursuit of excellence. Its products and services are sought after by the most demanding clients, who expect brands to deliver impeccable service of the highest standards. Of course, product quality is essential, but what matters even more is the personal bond they can form with their sales or personal advisor. The most successful sales teams I have trained and observed over the past 20 years master Relational Intelligence brilliantly, showing an exceptional ability to adapt to these highly discerning luxury clients.

My new book, Le Pouvoir de l’Intelligence Relationnelle (The Power of Relational Intelligence), highlights 30 golden rules for successful leadership. Many examples are drawn from the luxury industry.

AC: You’ve worked with some of the most renowned luxury brands. Can you share a key lesson or strategy that these brands use to maintain customer loyalty, and how can smaller businesses or startups apply this to their customer experience?

MM: Luxury clients expect highly personalized, individual service.

They do not appreciate being treated like everyone else. That’s why the most successful luxury brands place great importance on developing tailored experiences: a sales ceremony in which the client’s personality is decoded, a gesture such as adding a personal note to a product, a handwritten thank-you card after a purchase, an invitation to exclusive and confidential events to reward client loyalty, or gifts that are not standard but adapted to individual preferences detected during the client’s visit. Every detail is carefully noted and stored in a highly refined database to maintain a personalized relationship with the customer. This enables teams to better anticipate and prepare for the client’s next visit to the store or brand environment. This approach applies not only to luxury boutiques but also to fine dining, high-end hospitality, and any setting where clients expect more than the standard.

AC: As a professor and executive coach, how do you integrate academic theory with the practical challenges business leaders face, and what is one concept from your teachings that has proven especially valuable in real-world applications?

MM: Most iconic luxury brands boast a long and remarkable history spanning one, two, or even three centuries. Legendary maisons like Hermès, Cartier, and Louis Vuitton have mastered the art of building desirability around their products and services.

In my research, I sought to identify the key elements that make luxury brands so desirable that money becomes secondary; what truly matters is the “must-have” factor. I found that six main dimensions consistently stand out:

• D for DNA – a deep and ongoing connection to the brand’s origins and its founder
• E for Emotion – the use of multi-sensory marketing to create meaningful experiences
• S for Surprising Stories – captivating narratives that spark curiosity and attachment
• I for Innovation – staying ahead of trends and continuously reinventing
• R for Rarity – cultivating exclusivity and uniqueness
• E for Excellence – a relentless pursuit of the highest standards

I have developed a conference built around these concepts to help brands and companies enhance their own desirability, even if they are not positioned as luxury brands. The title of the conference is:
“Selling Premium: Elevating Your Brand with the Secrets of Luxury.” Find out more about this conference using this link: www.michaela-merk.com

AC: In your podcast “Luxury Leadership Talks,” you’ve engaged with top CEOs. What common traits or behaviors do you believe define the most resilient and influential leaders in the luxury sector, and how can emerging leaders cultivate these traits?

MM: I developed this filmed podcast to give inspiring leaders and personalities who shape the luxury world a platform to share their vision and wisdom.

Interviewing these remarkable individuals revealed that they all share three key qualities:

1. Passion – They all spoke with a sparkle in their eyes, expressing deep love for their sector, their brands, their teams, and their clients.
2. Heritage – They were eager to share their thoughts publicly on my podcast because they are passionate about passing on their knowledge to young professionals and future leaders in the luxury industry.
3. Excellence – They all emphasized that success in the luxury world demands a relentless pursuit of excellence and hard work. Since nothing in luxury can remain average, there must always be a drive to push beyond limits.

If you want to dive into the captivating content of each episode, here is the direct access: https://merk-vision.com/podcasts/

AC: Your book “Luxury Salesforce Management” provides insights into customer-first approaches. What are the key mistakes luxury sales teams make when trying to engage high-end clients, and how can they overcome these challenges to ensure a more personalized and successful sales approach?

MM: I have observed several recurring mistakes among sales teams serving luxury brands and catering to highly demanding customers.

The most critical mistake is when sales advisors place themselves above the brand, which often comes across as arrogance. Giving clients the impression that they are special simply because they represent names like Chanel or Prada does not mean they are Gabrielle Chanel or Miuccia Prada. On the contrary, the best sales teams remain humble, serving the brand and its mission with full respect for its values and heritage.

Another common mistake, closely related, is when salespeople become so passionately identified with the brand that they lose touch with their own personality, immersing themselves entirely in the brand’s identity. This becomes problematic when they eventually leave the brand – many find themselves lost, having neglected to nurture their own unique personal identity.

Therefore, one of the greatest challenges when working for luxury brands is finding the right balance between identification with the brand and the preservation of one’s personal brand.

Thank you, Michaela!

Michaela’s sharp blend of academic rigor and industry insight has made her a sought-after voice in luxury leadership. From decoding the subtleties of high-end service to building emotional loyalty, her work champions the human side of excellence. Stay connected with her via LinkedIn and explore her latest projects at michaela-merk.com.

To discover more thought leadership from industry experts like Merk, visit https://worldluxurychamber.com/insights-news/

In this exclusive feature, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Diana Verde Nieto, co-founder of Edify Collective and a globally recognized leader in business transformation, sustainability, and purposeful innovation. A pioneer in aligning strategy with impact, Diana has spent more than two decades guiding organizations through complexity, translating global challenges into resilient, high-performance solutions with lasting value.

As the force behind Edify Collective, an AI-powered, expert-led microlearning platform, Diana is revolutionizing workforce development by blending behavioural science with cutting-edge technology to build sustainability-literate, future-ready teams. She is also the author of Reimagining Luxury: How to Build a Sustainable Future for Your Brand, a critically acclaimed book exploring the intersection of purpose, design, and innovation in the new economy.

Beyond her entrepreneurial ventures, Diana serves on the boards of Watts 1874 and the British Beauty Council, holds a certificate in Global Leadership & Public Policy from Harvard Kennedy School, has been personally trained by former U.S. Vice President Al Gore, and was honored as a Young Global Leader by the World Economic Forum.

With a rare ability to connect commercial ambition with strategic sustainability, Diana offers a bold vision for the future of luxury, one where timeless values meet adaptive leadership in a rapidly evolving world.

Alexander Chetchikov: Diana, as a pioneer at the intersection of sustainability and luxury, how do you see legacy luxury brands balancing heritage with the urgent need for innovation and environmental responsibility?

DVN: In my book Reimagining Luxury, I explore how legacy luxury brands are redefining their relevance by navigating the delicate equilibrium between heritage and modernity. This balance is increasingly reflected in their strategic expansion into adjacent sectors such as hospitality and immersive experiences, areas that offer unique opportunities to deepen customer engagement and reinforce brand equity.

The convergence of fashion and hospitality, exemplified by partnerships such as Kim Jones and Aman Resorts, demonstrates how luxury brands are evolving from product-centric offerings to holistic lifestyle propositions. These collaborations enable brands to express their identity in curated, immersive environments,  building emotional resonance while opening new revenue streams.

In parallel, sustainability has emerged as a critical lever of long-term value creation across the sector. While some luxury Maisons are embedding social and environmental principles into their operating models with measurable outcomes, others remain at an earlier stage,  responding more to external pressures than internal transformation. The challenge and the opportunity lie in transcending compliance and positioning sustainability as a strategic differentiator. When integrated authentically, it becomes a natural extension of the brand’s values,  reinforcing the innovation that defines luxury. 

AC: In Reimagining Luxury, you emphasize purposeful innovation. Could you share an example where technological advancement has meaningfully accelerated sustainability within a brand or industry you’ve worked with?

DVN: I explore how innovation, when guided by purpose, can be a catalyst for real systems change. One example that stands out from my work is with La Prairie. While best known for their timeless elegance, they’ve been leaning deeply into technological solutions to embed sustainability into the core of their operations, both in product innovation, packaging, and operations. 

How do they do this? Rather than rely solely on internal progress, they established an external advisory board composed of individuals from NGOs, startups, and global sustainability leaders. This has enabled them to anticipate cross-industry trends and integrate innovation early, particularly in areas like eco-design, traceability, and packaging transformation. Their efforts are not reactive, but proactive, often moving ahead of regulation.

Another strong example is LVMH’s DARE program, which I mentored for 3 years. It gave employees permission to challenge norms, pitch ideas, and prototype solutions, many of which have led to scalable innovations like Nona Source, which repurposes deadstock materials from within the group’s Maisons. That’s a powerful shift, using internal creativity and tech-enabled traceability to reduce waste and create entirely new revenue streams.

What links both examples is that innovation was not just for innovation’s sake. It was designed to serve people and the planet not in an altruistic way but in a commercial way, still enhancing the essence of luxury. And when that alignment happens, sustainability stops being a cost and becomes a driver of relevance, growth, and cultural leadership.

AC: Looking ahead, how do you envision the concept of luxury evolving over the next 10 to 15 years, especially as emerging generations demand greater alignment with sustainability, technology, and social impact?

DVN: Over the next 2 to 5  years, luxury is poised to evolve from a symbol of status to a reflection of values, driven by emerging generations demanding authenticity, societal care, and environmental stewardship. This shift is evident in the rise of “quiet luxury,” where consumers favor understated elegance and timeless design over conspicuous branding. Brands like The Row exemplify this trend, focusing on quality craftsmanship and subtlety rather than flashy logos. Sustainability will become integral, not just in marketing but embedded across operations, with consumers observing brands’ embodiment of sustainability rather than mere communication.

Technological advancements will facilitate personalized experiences, something that people value greatly. Companies like Edify Collective are at the forefront, offering AI-powered microlearning to equip employees with essential skills and sustainability knowledge, fostering internal advocacy, and aligning brand values with consumer expectations. Additionally, Gen Z’s embrace of resale culture underscores affordability and individuality. Approximately 80% of Gen Z consumers purchase second-hand goods, driven by economic considerations, environmental concerns, and the desire for unique fashion statements. As luxury brands embrace these changes, they will not only meet the evolving demands of their consumers but also contribute meaningfully to a more equitable future.

These trends challenge traditional luxury brands to reconsider their strategies. To remain relevant, these brands must adapt by integrating sustainability seamlessly into their operations, offering personalized experiences through technological advancements, and acknowledging the importance of resale and circular fashion models. By doing so, they can align with the values of emerging consumers who prioritize authenticity, social responsibility, and environmental stewardship over conspicuous consumption.

AC: Thank you, Diana, for such a thoughtful and illuminating conversation. It has been a privilege to explore your journey and hear your unique perspective on the intersection of sustainability, innovation, and luxury.

Your reflections offer a timely and necessary reminder that true leadership lies in the ability to adapt with purpose, bridging legacy with progress, and commerce with conscience. The insights you’ve shared, from purposeful innovation to the shifting expectations of new generations, offer a compelling blueprint for the future of our industry.

As we move into this next era shaped by intelligence, integrity, and impact, your work continues to inspire a more resilient, inclusive, and visionary path forward.

Want to read more exclusives? Check out our news and insights: https://worldluxurychamber.com/insights-news/

Sign up for our newsletter here: https://worldluxurychamber.com/wlcc-community/

In this exclusive interview led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, celebrated designer and ethical fashion pioneer Sanyukta Shrestha shares her journey of redefining luxury with conscience. Known for fusing timeless design with sustainable practices, Sanyukta delves into the delicate balance between creativity and ethics, the importance of preserving Nepalese craftsmanship, and her vision for the future of conscious haute couture.

Alexander Chetchikov: Sanyukta, your collections beautifully fuse luxury with conscience—how do you balance creative freedom as a designer with the ethical imperatives of slow fashion?

Sanyukta Shrestha: Thank you for your kind words about the collections! Balancing creative freedom with the ethical imperatives of slow fashion is definitely a delicate dance, but one that I find incredibly fulfilling.

As a designer, I believe that creativity should not be suppressed, and it’s essential to maintain an innovative spirit. But when it comes to the ethics of slow fashion, the foundation is really about long-term vision and sustainability—both environmentally and socially. So, it’s about creating pieces that are timeless, rather than trendy, and focusing on quality and craftsmanship over quantity.

When I’m designing, I consider the entire lifecycle of a garment, from the root of sourcing materials to the working conditions of the artisans. I may limit my design options based on the availability of sustainable fabrics or prioritize transparency in the supply chain. But within those parameters, there’s a lot of space for artistic exploration.

The beauty of slow fashion is that it allows creativity to thrive within a framework that’s aligned with values. So, instead of feeling restricted, I see it as an opportunity to innovate in ways that really resonate with people, not just aesthetically but ethically as well.

Alexander Chetchikov: As the founder of a UK-based brand deeply rooted in Nepalese craftsmanship, how do you maintain a strong connection with your heritage while designing for a global clientele?

SS: I believe it has been a journey with a delicate balance of authenticity and innovation. To maintain a strong connection with my heritage while designing for a global clientele I prioritize working directly with skilled artisans in Nepal, ensuring that century-old traditional techniques like hand-weaving, hand spinning, and hand embroidery remain at the heart of every product. By fostering long-term relationships with these artisans, I preserve their craftsmanship and provide fair wages, supporting the local economy and culture.

When designing for a global market, I focus on blending traditional Nepalese aesthetics with contemporary, versatile styles that resonate internationally.

I also educate my customers about the heritage behind the products through storytelling, highlighting the significance of the craftsmanship and the artisans’ stories, fostering a sense of cultural appreciation.

Ultimately, my approach is to stay true to the heart of Nepalese craftsmanship while adapting it to the tastes and needs of a diverse, global audience—ensuring both authenticity and relevance.

Alexander Chetchikov: From Victoria’s Secret models to classical sopranos, your evening wear has adorned a diverse range of celebrities—what draws them to your sustainable aesthetic, and how do these collaborations shape your creative direction?

SS: For me, the focus is always on creating pieces that are both timeless and impactful, not just in terms of beauty, but also in their environmental and ethical considerations.

Celebrities are often looking for something that stands out, that makes a statement—not just on the red carpet but on a deeper, more personal level. They’re drawn to my designs I believe because sustainability isn’t just a trend; it’s a philosophy that aligns with the values they increasingly want to reflect in their public lives.

These collaborations have a profound impact on my creative direction because they provide the opportunity to experiment, push boundaries, and learn from some of the world’s most influential figures. Working with such a wide range of people has allowed me to expand my approach, incorporating more diverse influences and seeing how different aesthetics—like classical opera’s elegance versus the sensuality of Victoria’s Secret—can be interpreted through the lens of sustainability. It challenges me to be more innovative and often leads me to rethink traditional techniques or materials, finding ways to elevate them while keeping sustainability at the forefront.

It’s really about balance: how to craft something that feels opulent and luxurious, yet is responsibly made. That’s the driving force behind each collection and collaboration.

Alexander Chetchikov: Winning the PETA Luxury Vegan Wedding Award is a significant milestone—what does this recognition mean for you as a slow fashion advocate, and how do you see the future of vegan materials in haute couture?

SS: Winning the PETA Luxury Vegan Wedding Award is truly humbling, and it serves as a testament to the growing movement toward ethical and sustainable fashion. As a slow fashion advocate, this recognition reinforces the importance of conscious choices within the fashion industry. It signifies a shift in how consumers and designers are increasingly prioritizing ethics alongside aesthetics, making it clear that luxury can exist without compromising the environment or animal welfare.

For me, this award underscores the transformative potential of vegan materials in haute couture. High fashion is often seen as resistant to change, but this recognition proves that there is a demand for innovative alternatives that do not rely on animal-derived products. The future of vegan materials in haute couture is bright—advances in plant-based leather, organic certified textiles, and innovative sustainable fabrics are already reshaping the landscape whether it’s fruit waste, vegetable waste, or recycling plastic waste.

This shift is not just about replacing one material with another; it’s about redefining luxury itself. As consumers become more conscious of the environmental and ethical impacts of their choices, we’re seeing a future where high fashion embraces sustainability, innovation, and compassion as its core values, and that’s something truly exciting to be a part of.

Alexander Chetchikov: Your role as a speaker and thought leader in ethical bridal fashion has grown over the years—what key message do you hope to deliver to the next generation of designers and consumers in the luxury space?

SS: As a speaker and thought leader in ethical bridal fashion, my key message to the next generation of designers and consumers is simple: conscious luxury is the future. In the luxury bridal space, we have the opportunity to redefine what luxury means—shifting from exclusivity at the expense of ethics, to exclusivity built on sustainability, craftsmanship, and transparency. Designers must embrace innovative, eco-friendly materials and ethical production practices, knowing that true luxury is rooted in the integrity of the process, not just the product.

For consumers, I encourage a shift towards mindful consumption. A luxury item should not only reflect personal style but also resonate with the values of care for people and the planet. By demanding transparency and supporting brands that prioritize ethical practices, we can elevate the entire industry.

The next generation has the power to lead this transformation, crafting a more sustainable, equitable, and beautiful future for bridal fashion. It’s not about compromising luxury but enhancing it with deeper meaning and lasting impact.

---

Thank you to Sanyukta Shrestha for sharing such thoughtful insights and inspiration. Her work reminds us that true luxury is not only about exquisite craftsmanship but also about making a positive impact on the world. We look forward to seeing how her vision continues to shape the future of ethical fashion.

Follow her journey on LinkedIn and view her collection here: https://sanyuktashrestha.com/

Want to read more exclusives? Check out our news and insights: https://worldluxurychamber.com/insights-news/ & sign up for our newsletter here: https://worldluxurychamber.com/wlcc-community/

Set in the heart of Saudi Arabia’s Al-Aziziyah district, the Braira Al-Hafr is already making waves in the world of upscale hospitality. Recognized by Luxury Lifestyle Awards as the Best Luxury City Hotel in Al-Hafr, this five-star gem sets a new tone for urban sophistication with its blend of contemporary elegance, immersive service, and design-driven suites.

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Mr. Faris Al Khelaiwi, the visionary General Manager of Braira Group, to explore the future of luxury, the unique DNA of the Braira brand, and his perspective on excellence in city hospitality.

Interview Questions:

Alexander Chetchikov: Mr. Khelaiwi, luxury is constantly evolving – how would you personally define “luxury” in today’s world, especially within the hospitality sector?

Faris Al Khelaiwi: Luxury today is about personalization, authenticity, and emotional connection. In the hospitality sector, true luxury means anticipating the unspoken needs of guests, offering seamless service that feels intuitive rather than imposed, and creating spaces where people feel deeply cared for. It’s about crafting meaningful experiences — from a warm welcome that feels like home, to curated moments that reflect local culture and individuality. Ultimately, luxury is about time, space, and emotional resonance — giving guests the rare privilege to feel seen, valued, and at ease.

AC: The hospitality industry is experiencing a digital transformation – from virtual concierge services to AI-driven personalization. How do you see technology elevating or challenging the essence of true luxury?

FA: It’s a bridge to make it more personal. Digital tools allow us to anticipate guest needs, customize every interaction, and deliver seamless service. But at the heart of it all is the human touch — warm, genuine hospitality that creates emotional connections. Technology enhances our ability to serve, but it’s our people who bring the soul to the experience.

AC: In your opinion, what are the biggest shifts shaping the future of luxury hospitality, particularly in emerging destinations like Al-Hafr?

FA: The future of luxury hospitality is being shaped by three major shifts: personalization, purposeful travel, and destination development. Guests today seek more than just comfort — they want meaning, stories, and a connection to place. In emerging destinations like Al-Hafr, this presents a powerful opportunity. These locations are no longer seen as secondary — they are becoming frontiers of authentic luxury experiences rooted in culture and local charm.

AC: Sustainability and authenticity have become buzzwords in the industry. How can luxury brands balance opulence with responsibility in today’s climate-conscious market?

FA: Sustainability and authenticity are no longer optional — they are essential to the future of luxury. At Braira Hotels, we believe true opulence lies in thoughtful design, not excess. Our approach is to create refined experiences that honor local culture, reduce environmental impact, and support community wellbeing. From eco-conscious architecture to locally sourced amenities, we aim to craft hospitality that is both indulgent and responsible. Today’s luxury traveler values brands that align with their values — and we see that as an opportunity to lead with integrity and purpose, without ever compromising on elegance or guest comfort.

AC: Why is cross-sector collaboration important in the luxury industry today, and how do platforms like the Luxury Lifestyle Awards facilitate meaningful partnerships?

FA: In today’s interconnected world, luxury is no longer confined to a single industry — it’s an ecosystem of excellence. Cross-sector collaboration is vital because it brings together the best in innovation, craftsmanship, and experience design. Whether it’s working with local artisans, global wellness brands, or tech innovators, partnerships help elevate every guest touchpoint. Platforms like the Luxury Lifestyle Awards play a crucial role in this — they don’t just recognize achievement, they create bridges between like-minded brands. These connections spark creativity, foster trust, and ultimately help us craft a more holistic, elevated guest journey.

AC: Braira Al-Hafr was recently honored as the Best Luxury City Hotel in Al-Hafr. Mr. Faris Al Khelaiwi, what makes this property stand out in Saudi Arabia’s competitive hotel market?

FA: We are truly honored that Braira Al-Hafr was named the Best Luxury City Hotel in Al-Hafr — a reflection of our team’s passion and our brand’s commitment to excellence. What sets this property apart is its ability to offer refined luxury while staying deeply connected to the local identity. From modern, elegant design to our signature personalized service, every detail is crafted to exceed expectations. We’ve created a sanctuary where both business and leisure guests can experience world-class comfort, authentic Saudi hospitality, and a sense of belonging. In a rapidly growing market, Braira Al-Hafr stands as a benchmark for what localized, heartfelt luxury can achieve.

AC: As General Manager of Braira Group, what values or principles do you prioritize most when creating a five-star guest experience across your properties?

FA: At Braira Hotels, our five-star guest experience is built on three core principles: heartfelt hospitality, consistency in excellence, and attention to detail. We prioritize creating a sense of belonging — where every guest feels recognized, respected, and valued. It’s not just about luxury amenities; it’s about how we make people feel. From the warmth of a greeting to the precision of service, we train our teams to deliver not only professionalism, but empathy. Across all properties, I ensure we uphold these values — because true luxury is consistent, personal, and always rooted in care.

AC: Every great hotel has a soul. What was your personal vision behind the design, services, and spirit of Braira Al-Hafr?

FA: From the very beginning, my vision for Braira Al-Hafr was to create more than just a luxury hotel — I wanted to build a place with soul. A space that reflects the elegance of our brand while honoring the cultural richness of Al-Hafr. Every design choice, every service touchpoint was guided by a desire to balance modern sophistication with warm Saudi hospitality.

AC: From weddings and corporate events to bespoke city tours – Braira Al-Hafr offers it all. How important is personalization in your approach to hospitality?

FA: Personalization is the heartbeat of our hospitality philosophy at Braira Al-Hafr. Whether it’s a once-in-a-lifetime wedding, a high-stakes corporate event, or a private city tour, we believe every guest deserves an experience that feels uniquely theirs. Today’s travelers seek more than luxury — they seek relevance and recognition. Our team is trained to listen, adapt, and curate every detail to align with the individual’s preferences and purpose. It’s this thoughtful customization that transforms a stay into a memory — and that’s what defines true hospitality for us.

With bold ambition and unapologetic flair, Mr. Faris Al Khelaiwi is steering Braira Group into a new era of luxury that dares to disrupt the norm. As a proud member of the World Luxury Chamber of Commerce, Braira Al-Hafr isn’t just raising the bar – it’s rewriting the rules of what a city hotel can be.

Photo Credentials: Sylvie Castioni

As global pressures on freshwater resources intensify, the luxury sector faces a powerful reckoning with its environmental impact — and a unique opportunity to lead. In this exclusive interview, Alexander Chetchikov, WLCC President, sits down with Malek Semar, newly appointed member of the WLCC Board, to discuss the intersection of luxury, sustainability, and global water access. Malek is the Founder of No Water No Us, an internationally recognized water advocate and speaker whose influence spans policy, innovation, and public engagement. His life’s mission? To ensure that every drop counts.
From the future of wastewater reuse to redefining water as the new luxury, Malek shares his bold, urgent vision — one that blends environmental activism, cultural diplomacy, and pragmatic business sense.

Alexander Chetchikov: The Global Water Crisis: Where Do We Stand?

You’ve dedicated your life to advocating for water conservation. What do you see as the most
urgent water-related challenges the world is facing today?

Malek Semar: When nature is suffering, people die—and nature, too, thirsts for clean water. Before talking about water as a social, environmental, and economic issue, do we know the water itself? If water could speak, a single drop could answer. There is only one Water, and it is everywhere. It hears and sees everything and knows everything. Each drop contains all the truth.

Each drop is 4.5 billion years old, meaning that the quantity is the same since the very beginning. Each drop has crossed every ocean, watered every mountain and forest. The same drop we drink was drunk by another human, animal, or plant several times. The drop that is causing controversy today has occurred many times across the globe and has been a catalyst for the birth of all civilizations. Life exists due to the tireless work of this same drop in the water cycle despite waste, pollution, speculation, lack of respect, and recognition. Water is life; it is not only a quote.

So, where do we stand?

Imagine adding a single drop of poison to a one-liter bottle of water. Just one drop—and the entire bottle is contaminated. Now, imagine that same bottle filled with 80% poison. That bottle is our planet. Right now, 80% of the world’s wastewater is dumped back into nature without any treatment. Eighty percent!

It’s too late to fix everything or save everyone, but doing nothing would be a grave mistake. We must do all we can to limit the devastating consequences ahead. This is where we stand.

AC: The Future of Clean Water: Innovation & Solutions

Technology is rapidly evolving in water purification, desalination, and conservation. What groundbreaking innovations excite you the most in the quest for sustainable water solutions?

MS: We need more affordable and sustainable solutions for the water sector, both in sanitation and drinking water treatment.

A technical solution is not enough to solve water issues. We need to understand the beliefs of each population and their link to water. The culture is the link between humans and nature, between technique and nature. One key difference between developed and developing countries lies in wastewater management. Countries that have advanced are those that treat and manage their wastewater effectively. As for the others, the gap is clear. The Glaas report from the United Nations explains that one dollar invested in water means four to seven dollars generated as a return to the economy.

Wastewater is our lifeline. No one dies because they have no water to drink. However, 4 million people die every year, and millions are sick every day, because the water they consume is unhealthy. Just one drop can be the difference between a better world and a worse one. The solution is in water reuse.

Let’s talk about a concrete solution — more data, less concrete. Decentralized and positioned closer to the sources of pollution: people and their activities. Coordination must be global, but solutions need to be tailored locally. The key is to tackle pollution as close to its source as possible — human beings and what they do. The container offers a practical answer: whether 20 feet or 40 feet, it speaks a universal language.

For example, FIA (France Industries Assainissement) developed a compact container-based wastewater treatment plant that is mobile, intelligent, and cost-effective. It integrated the notion of a circular and virtuous economy with the reuse of water and sludge output (irrigation, fertilizer, compost and more). The station is a complete treatment facility housed in a container, designed for easy transport, quick installation, high mobility, and simplified maintenance. Its flexible and modular design also allows it to be adapted for water purification, desalination, and conservation purposes.

In 2017, Irina Bokova (UNESCO, Director General 2009/2017) said: “At a time when demand is growing and limited resources are increasingly stressed by over-abstraction, pollution and climate change, we simply must not neglect the opportunities from improved wastewater management. We cannot afford to waste wastewater”. – And I believe the solution is proper water management, for everything.

AC: The Role of Governments & Corporations

From policymakers to global corporations, who should bear the greatest responsibility for ensuring access to clean water? Are governments doing enough, or does the private sector need to step up?

MS: Clean water is essential for public health, whether it is used for drinking, domestic use, food production, or recreational purposes. Improved water supply and sanitation, together with better water resources management, stimulate economic growth in countries and contribute greatly to poverty reduction.

In 2010, with UN Resolution 64/292, water became a common good and a human right, underscoring the significant responsibility it is for all of us.

In 2015, the Sustainable Development Goals (SDGs) arrived; the same year, African water ministers met in Ngor and signed the declaration of the same name to meet the 2030 Agenda. This is the action part, and this means that the state must involve companies, startups, and large groups to accelerate.

But over the past fifteen years, the situation has only worsened. In 2025, 30% of the world’s population will lack access to safe drinking water, and 60% will lack adequate sanitation. In 2050, the global population will reach 10 billion, with most people born in regions already facing severe water shortages. The emergency is no longer a future threat; it’s already here.

It’s not easy to predict anything for the next 3 years. But things are moving quickly. Today, we can achieve more in three years than we could in twenty back in 2010. Anyway, we are talking about the survival of humanity. Responsibility lies with everyone. Rights do not cancel out duties — this applies to governments, organizations, and every individual citizen.

In the world as it should be, water is free for everyone, and we find new business models to make money around it. Artificial Intelligence will play a key role. In this future, we’ve finally connected business with climate responsibility.

AC: No Water No Us: Driving Real Change

Through your organization, No Water No Us, you’ve been actively working to address water crises worldwide. Can you share some of the key initiatives and projects you’ve launched to promote water sustainability and ensure access to clean water?

MS: For Water, too much is never enough.

No Water No Us has worked for years to raise awareness and offer sustainable solutions for water issues. To date, we have operated in over 30 countries. Our efforts are amplified through partnerships and a wide network of dedicated artists and athletes. By utilizing art and sport, supported by my associates Blaise Matuidi and Yohan Benalouane, we create a positive social impact by establishing our initiatives and supporting existing water-focused projects.

Following the Sustainable Development Goals, we focus on wastewater, drinking water, and biodiversity. Unsafe water affects biodiversity, public health, and national economies, impacting society, the environment, and the economy alike.

We created a show for water awareness, “L’Eau Mais”, had the label Season Africa 2020. Touring nine African countries, the show uses dance, music, and culture to explore the relationship between water and human activities, for example, highlighting water-related conflicts in Egypt and the connection between water and population growth in Nigeria. This show is set to become a free educational platform for schools.

From November 2022 to February 2024, four of our ambassadors cycled across 20 countries, delivering school talks, humanitarian projects, and awareness campaigns to learn about water issues across diverse regions and communities.

Through our Climb for Water initiative, we use mountain climbing expeditions to raise awareness of water issues at the world’s highest summits. Alongside the climbs, we organize conferences, interviews, and international solidarity installations focused on access to water. In 2024, in Bolivia, we will transport several tons of equipment to 4,000 meters above sea level to install water supply systems in UNA, a village at the foot of Illimani, the highest peak in Bolivia’s Cordillera Royale. Expeditions to India and Tibet are planned for 2026.

In partnership with UniLaSalle High School, engineering students traveled to Algeria to study sustainable solutions related to olive oil production and water use.

In collaboration with major brands, we organize Talks to explore innovative solutions. We bring together public and private figures, water decision-makers, artists and athletes, civil society, and government. After successful events in Paris with Cadillac and in Tunis with EY and CJD, the next Talks will take place in Geneva in March 2026, before Kinshasa and Brazzaville.

Luxury hotels, resorts, and spas often rely on water-intensive experiences, private pools, golf courses, and wellness treatments. What are the best strategies for high-end hospitality brands to reduce their water footprint while maintaining an exclusive guest experience?

MS: For example, it takes 250 liters of water to produce a single cup of coffee (water footprint). So, every process uses a significant amount of water.

A shower running without turning off the tap can consume up to 200 liters. I tell myself that the real problem lies elsewhere; I would rather use 1,000 liters of water, treat it completely, and return it clean to the water cycle, than use one liter and discharge it polluted.

I keep coming back to wastewater management and reuse as a salvation plank; this is true for all individuals and all human activities, including Luxury hotels, resorts, and spas.

AC: Luxury Industry as a Force for Water Sustainability

The World Luxury Chamber of Commerce unites leading luxury brands to drive collaboration, innovation, and business growth. Given your expertise, what impactful initiatives could WLCC launch to help the luxury industry lead the way in global water sustainability efforts?

MS: In the collective mindset, luxury and sustainability are often seen as opposing forces. However, for years now, a new form of luxury has been emerging—one rooted in responsible water use. By 2030, LVMH aims to reduce its global water footprint by 30% through its Life 360 program. In 2021, Longchamp launched the Pliage Green line, creating sustainable products made from 100% recycled yarn, partly sourced from ocean plastic waste, before extending this approach to its entire Pliage range, ready-to-wear, accessories, and eyewear. Louis Vuitton established a Sustainable Department in 2018, targeting a 55% reduction in CO2 emissions by 2030. Guerlain, often hailed as a leader in sustainable beauty, has championed eco-design principles across all its production lines since 2017.

Numerous other initiatives complement these efforts. For instance, between 2019 and 2022, Hennessy and Loro Piana reduced water consumption in their distillery and manufacturing facilities by 26% and 25%, respectively.

In my view, WLCC should, first and foremost, be a worthwhile sounding board and act as a reflector and as an intermediary, sharing best practices that combat climate change and safeguard our most precious resource: water.

We can initiate by arranging a Talk No Water No Us about luxury, in collaboration with the World Luxury Chamber of Commerce, giving a voice to luxury brands genuinely committed to protecting the planet.

AC: Water as the New Luxury?

With clean water becoming an increasingly scarce resource, do you believe water itself is becoming a new form of luxury? How can we ensure it remains accessible to all while maintaining its importance in high-end experiences?

MS: Time is changing, as well as mindsets. Luxury should be a model that has a systematic view of its environmental impacts, not one that follows. According to the Boston Consulting Group (BCG) study, 64% of future luxury consumers from the ‘Z generation’ want committed companies.

We don’t have a choice. Every civilization was founded around a water source, and vanished when that source dried up. Life itself is the ultimate luxury, a truth universally recognized. Water is life. While some may see it as just a proverb, the reality is clear: water truly is life. In conclusion, water is our greatest luxury. No Water, No Luxury.

Robert Francis Kennedy, the 64th United States Attorney General (1961–1964), once said: “We are witnessing something unprecedented: water no longer flows downstream; it flows towards money.”

I hope that in the future, water will be seen more as a source of peace rather than conflict or profit. And I hope for global water governance endowed with real authority. While solutions must be tailored locally, coordination needs to be worldwide, because water knows no borders.

I remain optimistic. “We can fight, water will bring us together.”

A Closing Word
In an age where climate imperatives are no longer distant warnings but daily realities, Malek Semar’s insights offer a vital reminder: water is not only the world’s most essential resource — it is its most sacred. Through No Water No Us and his role on the WLCC Board, Malek is challenging industries, governments, and individuals alike to treat water not as a commodity, but as a common good — and, yes, a luxury to be preserved for all.

As the luxury sector evolves its vision of excellence in a climate-conscious era, Malek’s vision is clear: true luxury respects the planet. And water — ancient, universal, and irreplaceable—must be at the heart of that transformation.

Want to read more exclusives? Check out our news and insights:  https://worldluxurychamber.com/insights-news/  & sign up for our newsletter here:  https://worldluxurychamber.com/wlcc-community/