Author: bh@worldluxurychamber.com

The definition and experience of luxury are undergoing profound transformation. Where luxury was once synonymous with exclusivity, heritage, and material excellence, it is now expanding to include innovation, sustainability, and purpose. As advocates and stewards of business communities, Chambers of Commerce are in a unique position to lead this shift—and at the World Luxury Chamber of Commerce (WLCC), we are proud to be at the forefront of this journey.

A Nexus for Innovation and Heritage

Chambers of Commerce have historically served as pillars of support, diplomacy, and collaboration across industries. In the luxury sector, which thrives on tradition as much as reinvention, this role is particularly critical. At WLCC, we work with luxury brands, designers, consultants, artisans, and entrepreneurs to preserve the cultural significance and craftsmanship that define luxury while embracing cutting-edge technology, sustainability goals, and shifting consumer values.

Through curated forums, networking events, and international partnerships, we facilitate meaningful conversations that bridge the past and the future. These initiatives ensure that luxury retains its soul while continuously pushing creative and cultural boundaries.

Driving Global Collaboration

Luxury is global, and so are the challenges it faces—from climate change and supply chain transparency to digital transformation and shifting geopolitical landscapes. Chambers of Commerce like WLCC operate across borders, creating dialogue between luxury leaders from Paris to Dubai, London to New York, Tokyo to São Paulo. This global engagement is not only about business development—it’s about shared responsibility.

By hosting cross-border conferences and industry panels, we help luxury businesses of all sizes access new markets, collaborate on best practices, and develop sustainable growth models. In doing so, we foster a truly international luxury ecosystem rooted in inclusivity, integrity, and innovation.

Supporting Emerging Talent and Brands

As luxury evolves, so must its guardians. One of the most powerful roles a Chamber of Commerce can play is that of a mentor and amplifier. At WLCC, we are deeply committed to supporting emerging brands that bring fresh perspectives to the luxury landscape. Whether through educational initiatives or media spotlights, we ensure that new voices are heard—and that they receive the tools needed to succeed.

Luxury’s future depends on diversity, creativity, and vision. By nurturing the next generation of luxury leaders, we ensure that the industry remains vibrant, relevant, and responsive to the cultural currents shaping our world.

Sustainability as Strategy

Sustainability is no longer optional—it is a strategic imperative for luxury brands. Today’s consumers demand ethical sourcing, environmental responsibility, and social transparency. At WLCC, we help our members not only meet these expectations but exceed them. Our initiatives include educational webinars on sustainable business models, partnerships with environmental organizations, and recognition programs that celebrate luxury companies leading in ESG practices.

Chambers of Commerce have the scale and neutrality to bring stakeholders together for collaborative impact. From heritage watchmakers to sustainable fashion brands, we champion those who place people and the planet at the heart of their luxury ethos.

The Future Is Now

Luxury is more than a product—it is a philosophy, an experience, and an aspiration. As the industry embraces a new era defined by digitalization, sustainability, inclusivity, and purpose, Chambers of Commerce must lead with vision and action.

At the World Luxury Chamber of Commerce, we are proud to be shaping this future. By convening the world’s most dynamic luxury leaders, fostering global collaboration, and driving forward-thinking advocacy, we are not just witnessing the transformation of luxury—we are helping to create it.

The future of luxury is collaborative, conscious, and creative. And Chambers of Commerce will be the architects of that future.

Discover more at www.worldluxurychamber.com – apply directly to become a member and start shaping the future of luxury, together.

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In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Alvaro Nuñez Alfaro—founder of Super Luxury Group, bestselling author, and high-performance adventurer. Known for merging luxury real estate with the power of influencer marketing, Alvaro has carved out a new paradigm where properties become immersive lifestyle brands. Through his bold approach, global vision, and relentless energy, Alvaro is reshaping how the world experiences high-end living.

Alexander Chetchikov: Alvaro, As the founder of Super Luxury Group, you’ve redefined how luxury real estate is marketed. What inspired you to merge real estate with influencer marketing and media, and how has that changed the game for your clients?

Alvaro Nuñez Alfaro: It started with a simple question—how do we create experiences around properties that people remember? Luxury today goes beyond marble floors and ocean views; it’s about storytelling. By merging real estate with media and influencer marketing, we turn homes into brands. That shift helps our clients reach global, targeted audiences in ways that traditional marketing never could.

AC: With an MBA background and global network, how do you approach building high-level partnerships between luxury brands, real estate professionals, and celebrities within the SLG ecosystem?

ANA: It’s all about alignment. The right partnerships are born from shared values and audience synergy. We curate connections that make sense—where everyone wins, and the experience feels organic. Whether it’s a private event at a $30M mansion or a brand collab with a celebrity, it has to elevate all parties involved.

AC: You’re also a bestselling author and keynote speaker—how do your personal philosophies on pushing limits and living intentionally show up in your writing and on stage?

ANA: Everything I speak or write about comes from lived experience. Whether it’s running 7 marathons across 7 continents in one week or building a business from the ground up, it’s all fueled by purpose. I believe in turning pain into power, and in using challenges as fuel to level up—not just personally, but to inspire others to do the same.

AC: From skydiving to ultra-endurance races, your lifestyle is far from traditional—how do these extreme experiences influence your leadership style and business decisions?

ANA: Those experiences force you to stay present, adapt fast, and lead under pressure. They teach humility, resilience, and trust in your team. Whether I’m 30 hours into a race or closing a deal, the mindset is the same: stay intentional, stay calm, and keep moving forward.

AC: Looking ahead, how do you envision the future of luxury real estate evolving, and what role will Super Luxury Group play in shaping that next chapter?

ANA: Luxury real estate is becoming experiential. It’s not just about square footage—it’s about community, content, and connection. Super Luxury Group will continue leading that shift by building bridges between high-end properties and culture. Our mission is simple: elevate real estate into a lifestyle brand.

Thank you, Alvaro!

As Alvaro Nuñez Alfaro continues to blur the lines between real estate, lifestyle, and media, one thing becomes clear—his mission is not just to sell homes, but to craft unforgettable experiences. With a fearless spirit and a purposeful mindset, he’s not only elevating the game for clients but also challenging the entire industry to think bigger. Super Luxury Group isn’t just part of the future of luxury real estate—it’s leading it.

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In an increasingly interconnected world, international collaboration is no longer a strategic option but a necessity—especially in the luxury industry. With global markets expanding and consumer expectations evolving rapidly, the ability to work across borders, cultures, and sectors has become a crucial ingredient for success. From joint ventures and co-branded collections to sustainable innovation and cultural exchange, international collaboration drives growth, resilience, and relevance in luxury trade.

A Global Audience Demands a Global Approach

Luxury consumers today are more global than ever. Whether it’s a fashionista in Seoul coveting a Paris runway look or a tech-savvy entrepreneur in Dubai investing in Swiss watches, the luxury customer is digitally connected and culturally diverse. To meet the expectations of this discerning demographic, luxury brands must think globally while acting locally. International collaboration enables brands to stay attuned to regional tastes, cultural nuances, and consumer behavior patterns. By aligning with local partners or influencers, global brands can better tailor their offerings, making them more relevant and desirable.

For example, LVMH’s expansion into Asia wasn’t just about opening boutiques—it involved partnerships with local artisans, curated experiences aligned with regional festivals, and marketing strategies tailored to each market. These collaborations not only increased brand affinity but also ensured cultural sensitivity and authenticity, which are critical in luxury.

Innovation Through Cross-Border Creativity

Creativity is the heartbeat of luxury, and international collaboration is a powerful way to fuel it. When creative minds from different backgrounds come together, they spark ideas that transcend traditional design boundaries. This fusion of perspectives often results in products that are not only beautiful but also meaningful and culturally resonant.

Consider the collaboration between Dior and African contemporary artists or the capsule collections that blend Eastern aesthetics with Western craftsmanship. These cross-cultural projects breathe fresh life into legacy brands while celebrating diversity. They also provide emerging designers and creatives from less-represented regions with a platform, enriching the global luxury narrative.

Shared Resources, Shared Success

Beyond creative synergy, collaboration allows luxury brands to share resources, reduce costs, and enter new markets more efficiently. Strategic alliances can involve everything from co-investing in technology and supply chains to creating regional distribution networks or establishing joint sustainability platforms.

A prime example is the growing number of collaborations around sustainability. Luxury groups are now working with international NGOs, local communities, and even competitors to improve ethical sourcing, circular design, and carbon reduction efforts. The Kering Group’s collaboration with startups across Europe and Asia on alternative materials, or the cross-industry pact for sustainable fashion led by the Fashion Pact, shows how shared commitment can accelerate progress.

By working together, brands can access innovations they may not have had the resources to develop alone, and they can implement them on a larger scale.

Enhancing Prestige Through Global Alliances

In luxury, perception is everything. International partnerships often enhance brand prestige and elevate storytelling. When a renowned European fashion house teams up with a Japanese ceramics master, the result isn’t just a product—it’s a dialogue between heritages, a celebration of craftsmanship, and a compelling story for consumers who value depth and meaning.

These alliances also send a signal: that the brand is open, inclusive, and forward-thinking. In a world where luxury consumers increasingly seek values alongside value, being globally collaborative becomes a mark of sophistication, not just strategy.

Building Resilience in a Volatile World

Recent global disruptions—from pandemics to geopolitical tensions—have highlighted the importance of flexibility and adaptability in luxury trade. International collaboration strengthens supply chains, diversifies markets, and mitigates risk. A diversified global presence allows brands to shift focus when one region faces challenges, maintaining stability and revenue flow.

Additionally, collaborations can act as a support system. When travel restrictions or trade barriers affect one market, shared networks and cross-border operations enable brands to pivot quickly. During COVID-19, many luxury houses partnered with international logistics providers and local distributors to ensure continuity and maintain customer service standards.

The Future is Borderless

As the luxury industry looks to the future, international collaboration will only grow in importance. From metaverse partnerships with global tech firms to immersive brand experiences in emerging luxury hubs, cross-border synergy will shape the next era of luxury.

Luxury has always been about more than products—it’s about stories, emotions, and connections. International collaboration expands this emotional terrain, bringing in new voices, visions, and values. For a sector rooted in exclusivity yet striving for global relevance, collaboration isn’t just about access—it’s about evolution.

Ultimately, international collaboration isn’t a trend—it’s a transformation. It amplifies creativity, deepens cultural relevance, drives sustainability, and enhances resilience. In luxury trade, where heritage meets innovation and global meets local, collaboration across borders is not just important—it’s indispensable.

In this exclusive conversation, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with luxury strategist and industry insider Alexandre Ferragu to dissect the evolving landscape of high-end business. With 2024 rattling the foundations of once-untouchable brands, Ferragu pulls no punches, offering bold takes on the rise of Hermès, the faltering strategy at Kering, and what diversification really means in luxury. This interview isn’t just about where luxury is headed—it’s about what it must do to survive.

Alexander Chetchikov: Alexandre, in your opinion, what is the state of the luxury sector today?

Alexandre Ferragu: We have seen hesitations in 2024 and ongoing in early 2025. It seems that at the moment, only Hermès is seeing tremendous results. The post-COVID growth was extremely strong and probably too strong. Brands might have overlooked many aspects, such as brand value, product quality, and customer intimacy. Studies show that over the last few years, sales revenue growth was mostly due to price increases and not higher volume sales.

Studies show that consumers are now discussing the real value of luxury brands and the fact that they might be overpriced.

Many questions arise on value for money, logo visibility, and brand extensions.

AC: How would you assess Kering’s current position in the luxury market?

AF: Have you ever heard of “don’t put all your eggs in one basket”? Quite frankly, this is concerning, it seems that the group is stuck on repeating the same strategy for their brands. Balenciaga was pumped up for a few years using debatable strong pieces attracting GenZ, but their despicable 2022 communication did cost them a lot of customers… They should have taken a stand and fired all the people responsible! Now they placed Demna Gvasalia at the helm of Gucci, destroying around €3 billion in company valuation in the process. It shows that investors are really concerned about the group’s strategy.

Bottega Veneta and Saint Laurent are amazing brands that have great growth potential. They need to find their loyal customer base and not consumers who hop on brands looking for the hype, which is what Gucci and Balenciaga’s customers do.

AC: What makes Hermes unique compared to the rest of the industry? Why do you think the brand so successful?

AF: I think steady growth, craftsmanship, and customer intimacy are the keys for Hermès. Any brand needs to rely on bedrock customers to maintain steady growth, and Hermès is the best at it. Its customer base is strong, reliable, and loyal. They have increased their prices reflecting inflation, not taking advantage of the hype, and still providing the best quality possible. Looking at their Cost of Goods Sold, they comparatively spend more than any other large competitor on production. Customers are getting their money’s worth, it brings real value to customers.

AC: Luxury brands are diversifying. What are your thoughts on that?

AF: Some will argue that diversification leads to a loss of the core value of the brands. But would Louis Vuitton or Hermès still be around if they had stuck to their original products? Diversification is a great tool to enhance customer relationships, bringing customers to the brand. Hospitality is where it is all happening today, Bulgari is doing a great job, and Louis Vuitton will do amazing. Diversification needs to be done well, in line with the brand’s values. It’s also a way to grow for brands as they are increasing the share of wallet of their customers. We see that people are looking for brands over products, and this is a great way to respond to this.

AC: Do you believe the luxury sector has overextended itself?

AF: It depends on people’s vision of life: Consumerism, love for well-made products, love for exclusivity, love for emotions… Brands are extremely big today, but there is room for growth, for a larger customer base if needed. Around 2% of the customers represent 45% of the revenues of the sector. Relying on a very tiny customer base is dangerous. Should luxury be made more affordable? Well, it is less luxurious if it becomes too affordable, so brands must tune in to find the sweet spot. I believe they will have no choice but to introduce new entry-level products. The best-performing categories for 2024 are entry-level prices.

AC: Where do you see the luxury industry heading next?

AF: I think going back to its roots will help the sector. Too many customers felt that brands took advantage of them and started to buy less as prices became too high compared to what they were a few years ago. Bringing better value for money is key.

Be the best at manufacturing, and spend perhaps less on very costly retail.

Become more classy, less streetwear.

It might be the right time for groups such as LVMH to acquire other brands/groups at a discount. Kering would be a great target, they own amazing brands that they mismanaged.

Thank you, Alexandre!

As Alexandre Ferragu concludes this incisive interview, one thing becomes clear—luxury can no longer afford to coast on its name. With customer expectations evolving and authenticity under the spotlight, the industry must recalibrate. Whether through a return to craftsmanship, smarter diversification, or bold mergers, the future belongs to the brands that remember what made them desirable in the first place. With Alexander Chetchikov steering the conversation, this exclusive insight lays bare the truth: it’s time for luxury to grow up.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

In this exclusive conversation, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Sheetal Jain, the Founder and CEO of Luxe Analytics. A respected researcher, educator, and strategist, Sheetal has been at the forefront of guiding luxury brands through the rapidly evolving landscape of consumer behavior, sustainability, and digital transformation. With a keen eye on emerging markets and shifting values, she shares her deep insights into how luxury is being redefined for a new generation of global consumers.

Alexander Chetchikov: As the Founder & CEO of Luxe Analytics, you specialize in helping luxury brands navigate growth and revenue challenges. What are some of the most significant shifts you’ve observed in luxury consumer behavior over the past few years, and how should brands adapt?

Sheetal Jain: Luxury spending is increasingly shifting from goods to experiences. This shift reflects a desire for memories and unique experiences over material possessions. Hence, brands should focus on creating memories for their customers during their purchase journey.

Alexander Chetchikov: Your expertise spans research, strategic advisory, and education in luxury, retail, and sustainability. How do you see the role of sustainability evolving in the luxury sector, and what strategies should brands adopt to balance exclusivity with environmental responsibility?

SJ: Sustainability will play an ever-increasing role in the luxury industry due to increased awareness and preference among consumers to indulge in sustainable consumption. Brands should embed sustainability as a core element across their functional areas and supply chain to ensure the transition to a sustainable brand.

Alexander Chetchikov: With your experience as an adjunct faculty member teaching luxury marketing and consumer behavior, what are the key insights or skills that aspiring luxury professionals need to succeed in today’s market?

SJ: Luxury professionals need to understand the unique attributes, needs, and preferences of today’s luxury consumer that not only greatly vary across countries, cultures, and demographic characteristics (age, gender, etc.), but are also evolving as per changing global trends. Hence, luxury professionals need to continuously upskill and continuously learn about the latest trends in the luxury industry in order to be successful.

Alexander Chetchikov: As an internationally published author and researcher, you have a deep understanding of luxury market intelligence. Can you share a particularly surprising or counterintuitive insight from your research that challenges conventional wisdom in the luxury industry?

SJ: One particularly surprising finding is the significant role of digital platforms in influencing luxury purchase decisions among young Indian consumers. The study highlights that online luxury shopping is gaining momentum, challenging the traditional reliance on physical retail channels. This shift towards digital platforms not only provides convenience but also extends the reach of luxury brands to a broader audience, including those in tier 2 and tier 3 cities.

Traditionally, luxury brands have been associated with exclusivity and a strong emphasis on physical retail experiences. However, my study reveals that hedonic value, which relates to the pleasure derived from consumption, is a key predictor of young consumers’ attitudes toward purchasing luxury fashion goods. This suggests that the emotional and experiential aspects of luxury consumption are increasingly important, potentially more so than the traditional emphasis on exclusivity.

Additionally, my research on the sharing economy reveals that social projection value, which pertains to the desire to project one’s identity and status, is a significant predictor of luxury fashion rental consumption among Indian millennials. This challenges the traditional view that luxury consumption is solely about ownership and suggests that access-based consumption models, such as rentals, are gaining traction among younger consumers. ​

These insights collectively challenge the conventional wisdom that luxury consumption is primarily driven by exclusivity, ownership, and traditional retail experiences. Instead, they highlight the growing importance of emotional engagement, digital accessibility, and evolving consumption models in shaping luxury purchase behaviors.

Thank you, Sheetal!

Sheetal’s insights highlight the importance of adaptability, education, and innovation in an industry rooted in tradition yet constantly evolving. With voices like hers shaping the narrative, the future of luxury looks not only promising—but purpose-driven.

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At the heart of luxury brands’ success lies the ability to deliver exceptional, personalized experiences that resonate with their clients. With increasing competition and the shifting expectations of affluent consumers, luxury brands across sectors such as hospitality, real estate, food and beverage, and more must adapt to deliver distinctive, personalized services. The key to achieving this lies in harnessing the power of data insights.

Data is no longer just a byproduct of operations; it is a strategic asset that, when properly analyzed and utilized, can revolutionize the luxury client experience. By leveraging data in innovative ways, luxury brands can enhance personalization, anticipate client needs, and deliver a seamless, elevated experience at every touchpoint. Here’s how you can integrate data insights to transform the client experience:

Personalized Experiences at Scale

In the luxury industry, exclusivity and personalization are paramount. Using data from various client touchpoints—such as transaction history, past interactions, and digital behavior—brands can create tailored experiences that exceed expectations.

Example: A luxury hotel chain can analyze past guest stays to personalize future visits. This could include preferences for room type, dining options, or even temperature settings. By anticipating these needs in advance, the hotel ensures a seamless and personalized experience every time a client checks in.

Predictive Analytics for Client Needs

Predictive analytics allows luxury brands to anticipate future client behavior based on historical data. By recognizing patterns and trends, brands can proactively offer services or products before a client even requests them.

Example: In real estate, agents can track a client’s preferences for location, property features, and even design aesthetics. Using this data, they can provide pre-market listings or early access to properties that match the client’s specific desires, giving them a competitive edge and increasing the likelihood of a sale.

Real-Time Data to Enhance Engagement

Real-time data insights enable brands to adapt quickly to client needs, offering a dynamic and highly personalized experience. By tracking client behavior in real-time, brands can respond to shifts in preferences and adjust services accordingly.

Example: In luxury spas, real-time data can track a guest’s preferences during their visit, such as preferred massage techniques or fragrance choices. If a client requests a change mid-treatment, staff can adjust the services in real-time, ensuring the experience is tailored to their needs on the spot, leading to heightened satisfaction and a memorable visit.

Seamless Omnichannel Client Journeys

Luxury clients frequently engage with brands across multiple channels, including online, in-store, and through mobile apps. Integrating data from these various touchpoints allows brands to create a cohesive and fluid client journey, offering tailored services at every stage of the interaction.

Example: A high-end fashion retailer can track a customer’s online browsing habits—such as the types of clothing or accessories they view. When the customer visits the store, staff can be alerted to the client’s preferences, offering them a curated selection of items that reflect their tastes. This ensures a seamless experience whether the client is shopping online or in-store.

Data-Driven Loyalty and Marketing

Using data insights, luxury brands can create more effective loyalty programs and marketing campaigns that resonate with their clients’ unique preferences. By analyzing client behavior, brands can offer exclusive rewards and personalized messaging that deepens relationships and drives engagement.

Example: A luxury brand could segment its customer base based on purchasing behavior and preferences. For high-spending clients, the brand might offer early access to new collections or exclusive invitations to private events. This data-driven loyalty program not only makes clients feel valued but also incentivizes repeat business, fostering long-term brand loyalty.

Data is Key to the Future of Luxury

As the luxury sector continues to grow and evolve, the role of data becomes even more critical. By embracing data-driven insights, luxury brands can deliver highly personalized experiences that anticipate client needs, optimize every touchpoint, and build deeper emotional connections. Those who successfully harness the power of data will not only enhance the client experience but also gain a competitive edge in an increasingly data-driven world.

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In this exclusive conversation, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Nick Gibbens, the visionary Editor-in-Chief of Luxury Lifestyle Magazine. Known for his editorial precision and digital-first approach, Gibbens has redefined how luxury is portrayed in modern media—balancing innovation with tradition and storytelling with sustainability. Together, they explore the evolving nature of luxury, the role of responsible content creation, and what it truly means to connect with the world’s most discerning readers.

Alexander Chetchikov: Nick, as the Editor In Chief of Luxury Lifestyle Magazine, you’ve built a reputation for focusing on quality over quantity. How do you ensure that the magazine consistently delivers the refined, high-end content that your affluent audience craves?

Nick Gibbens: This is certainly a constant challenge and something that we are always striving to improve on. We try and use the best possible writers available and only accept freelance pitches that really have that ‘wow’ factor. Working with the top PR companies gives us access to the very best brands and talent, and we can work with them directly to develop unique and interesting angles.

We also like to work with our readership to keep on top of what they like to read as well as the topics they are not so keen on. Our extensive email database is a great tool for conducting this type of research. We also work very closely with the website data that is available to us via Google Analytics.

SEO tools such as Ahrefs allow us to analyse search trends and the keywords people are searching for, and we have started to use AI to research the competition and generate ideas for compelling content.

Finally, staying on top of industry trends and networking with professionals in our luxury sphere is something that we value greatly and is often undervalued.

AC: Luxury Lifestyle Magazine champions a forward-thinking and progressive approach to the luxury industry. Can you share some examples of how this mindset influences your editorial choices?

NG: We like to highlight the world’s best emerging luxury brands, ideally those that are yet to really be discovered and have a unique story to tell. We certainly favour those that take sustainability seriously as we strongly believe the luxury sector has a big role to play in the protection of the environment.

Championing the best British brands is also something we love doing here at LLM as we feel our readership should be buying as locally as possible and, in the process, reducing the amount of air miles and supporting local economies. We also take great pride in promoting brands that take social issues seriously and help to give back to their local communities.

AC: The luxury industry is often associated with exclusivity and tradition, but at LLM, there’s a strong emphasis on emerging brands and experimental approaches. What do you see as the future of luxury, and how do you balance tradition with innovation in your coverage?

NG: The luxury sector is undoubtedly at a crossroads. Consumer preferences are shifting quickly, and traditional notions of exclusivity are certainly being challenged. Luxury is no longer just about premium products with hefty price tags; it is now more about creating meaningful, immersive experiences that integrate cleverly into every aspect of consumers’ lives. It’s no longer just about what you wear or even drive; it’s about how every facet of life can reflect a luxury ethos, from the car you admire to a bathroom vanity inspired by its design.

As a digital brand ourselves, we have had to overcome the snobbery that only print ‘should be covering luxury.’ Our overall objective has been to create that high-quality coffee table magazine feel but using digital technology to deliver the experience. It’s where the future is, and we have spent our resources into making sure our product provides the best digital experience.

Traditional luxury brands have had to transition and cater to an online audience and, in the process, have had to improve their digital marketing and PR. We have helped them tell their story to an affluent digital audience seeking the finest products and experiences money can buy.

AC: Sustainability and responsible luxury have become increasingly important. How does LLM evaluate and feature brands that prioritize eco-friendly and socially responsible practices without compromising on the luxury experience?

NG: This is a very important question as ‘greenwashing’ is becoming increasingly common and something we take very seriously. The simple answer is lots of research into the brand (website, social media channels, and online reviews are a good starting point) and asking the right questions.

AC: With luxury brands becoming more experimental, how do you curate content that still resonates with the high-net-worth individuals who value refinement and heritage?

NG: Yes, creating content that resonates well with high-net-worth individuals requires a deep understanding of their unique desires, motivations, and behaviors. These affluent readers are demanding more than just high-end products in slick packaging – they now seek personalised experiences, exclusivity, and brands that resonate with their personal values and lifestyles. They are drawn to experiences, storytelling, and products that represent craftsmanship, heritage, and, increasingly, social impact. Our challenge is to offer them unique content that they have not consumed previously and demonstrate how experimentation can run alongside refinement and heritage. It’s a tricky balance to get right and is constantly evolving. The key is keeping on top of trends, communicating directly with HNWIs through social media, email, and focus groups.

AC: As an editor, you play a significant role in shaping the magazine’s voice. What has been the most rewarding aspect of curating the editorial direction for LLM, especially as it relates to connecting your readers with new and exciting luxury brands?

NG: I think this would be shining the spotlight on previously undiscovered luxury brands and businesses. These are usually artisan and family-run, so they have a real heart and soul. It just means more.

AC: Finally, what advice would you give to up-and-coming writers or editors who aspire to work within the luxury publishing industry and make an impact, as you have at Luxury Lifestyle Magazine?

NG: You don’t need an NCTJ qualification to become a journalist, but it can be very helpful, and I would certainly recommend it if possible. I can’t stress enough how important work experience is, and I would strongly advise anyone looking to get into journalism to approach media companies to see what opportunities they offer on this front. We have helped 50-plus aspiring writers since our launch in 2015. I would also suggest the following: create your own website, build your portfolio, read as much as possible, network and attend events, and develop and nurture PR contacts. It’s a very competitive industry, and getting that big break is difficult but not impossible if you put the time and effort in.

As luxury continues to evolve beyond material possessions into experiences, values, and storytelling, Nick Gibbens remains at the forefront—bridging heritage with innovation and championing authenticity above all else. His passion for quality journalism and dedication to spotlighting meaningful luxury narratives make him a true curator of the refined lifestyle.

We thank Nick for his time and insights and look forward to watching Luxury Lifestyle Magazine continue to shape the future of luxury media.

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In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Neen James, a globally recognized leadership strategist and luxury expert. Renowned for her work with some of the world’s most influential executives, Neen has redefined leadership by applying the principles of luxury—attention, personalization, and deep human connection. With her upcoming book, Exceptional Experiences: Five Luxury Levers to Elevate Every Aspect of Your Business, set to revolutionize how leaders approach client relationships, she shares her insights on why luxury is more than just exclusivity—it’s about creating transformational experiences.

Alexander Chetchikov: Neen, your work as a leadership strategist and luxury expert is inspiring. How do you define luxury in today’s business landscape, and how does it intersect with leadership and executive success?

Neen James: Luxury is about experiences—it’s fundamentally about attention and human connection. It’s how you make people feel seen, heard, and valued in every interaction.

The most successful leaders adopt what I call a “concierge mindset” rather than a “bellhop mindset.” A bellhop prioritizes efficiency, while a concierge focuses on deepening relationships. This distinction transforms transactional client relationships into transformational ones.

Our proprietary research study into the luxury mindset revealed that luxury transcends industry. By applying principles of personalization, exclusivity, and exceptional attention, leaders elevate their impact and create meaningful connections that drive business success.

Alexander Chetchikov: Your upcoming book, Exceptional Experiences: Five Luxury Levers to Elevate Every Aspect of Your Business, explores strategies to enhance leadership and sales through luxury principles. Can you share a sneak peek into these luxury levers and how they can transform executive performance?

Neen James: My Experience Elevation Model™ features five luxury levers that systematically transform client relationships. These levers increase mind share and market share for brands by staying top of mind and driving revenue.

Entice—captivating attention through compelling storytelling, answering the question: “Why should I pay attention to you?”

Invite—demonstrating your experience through sophisticated communication that creates a sense of belonging, addressing: “How do I get access to that special level?”

Excite—creating share-worthy experiences engaging all five senses, prompting clients to wonder: “What else will they do?”

Delight—anticipating needs clients didn’t even know they had, making them ask: “How did they know what I needed?”

Ignite—transforming satisfied clients into passionate advocates who naturally ask: “Who else can I tell about my experience?”

Alexander Chetchikov: In a rapidly evolving market, what key strategies must executives adopt to lead with impact while maintaining the exclusivity and prestige associated with luxury brands?

Neen James: Today’s luxury leadership requires balancing seeming contradictions—embracing innovation while honoring heritage, leveraging technology while preserving human connection.

Leaders must implement systematized thoughtfulness—intentionally build processes ensuring consistent, personalized attention at scale.

Leaders need to “listen with your eyes”—pay full attention, notice what isn’t being said, and understand our clients on a deeper level. In luxury, anticipating what clients don’t even know they need, separates good from exceptional.

Becoming fluent in speaking the “luxury language” clients need to hear to attract different luxury mindsets. In our proprietary research study, we found there are four luxury mindsets: reluctant and removed, pro-prioritizer, confident and content and luxury lover. Whether connecting with a “luxury lover” who believes everyone deserves luxury or a “pro prioritizer” who uses luxury to enhance their career, speaking their luxury language creates instant rapport, helps accelerate the sales process, and builds brand advocates.

Mastering creating “champagne moments”—transforming everyday interactions into extraordinary memories through thoughtful details and personalized touches.

Exclusivity today doesn’t mean being unavailable—it means creating personalized experiences that couldn’t be replicated for everyone.

Alexander Chetchikov: You’ve worked with some of the most influential leaders in the world. What defining traits set apart exceptional executives when it comes to leading in high-stakes luxury industries?

Neen James: Working with leaders across luxury travel, hospitality, financial services, and real estate, I’ve noticed distinctive traits that set exceptional executives apart and make them remarkable.

Clear vision – they see possibilities where others see limitations. In my keynotes, I share the story and heritage of Veuve Clicquot. Madam Clicquot was an inspiring leader who revolutionized champagne by inventing the riddling process, a process still used today; great leaders transform industries through their refusal to accept the status quo.

Confidence – the most influential luxury leaders possess what I call “contagious confidence” – that magnetic quality that inspires absolute trust and elevates everyone around them. Their teams naturally mirror this confidence in client interactions.

Curiosity – leaders that approach relationships with profound curiosity, asking thoughtful questions and listening with intention.

Communication – exceptional communication skills, articulating vision with clarity across all platforms – from boardroom presentations to handwritten notes. They have a commanding presence and leverage sophisticated storytelling and authentic delivery to create memorable moments in any setting, making the complex appear effortless while maintaining their distinctive luxury voice.

Alexander Chetchikov: Leadership and luxury are both evolving at an unprecedented pace. What major shifts do you foresee in these sectors over the next 5-10 years, and how should leaders prepare to stay ahead?

Neen James: The luxury landscape is transforming dramatically, with several key shifts that savvy leaders must navigate. We’re witnessing a beautiful evolution from pure exclusivity toward thoughtful inclusivity—luxury will maintain its exceptional quality while expanding beyond price point to experiences that make more people feel valued.

Simultaneously, integrating high-tech and high-touch approaches will reach new sophistication, with AI handling routine interactions while human talent delivers deeper personalization. Sustainability has become non-negotiable as luxury clients demand environmental responsibility without compromising quality, creating opportunities in the emerging circular luxury economy.

As digital experiences become ubiquitous, we’ll see a renewed appreciation for craftsmanship, storytelling, and authenticity. The narrative behind products—their heritage and creators—will become even more vital. This connects to another significant shift: Luxury is becoming even more experiential rather than possession-focused, with products valued for the memories and feelings they create. You’ve heard me say that luxury is about experiences, not things.

The leaders who thrive will cultivate a luxury mindset—the ability to envision bold futures while implementing pragmatic steps toward them. This requires continuous learning, diverse perspectives, and carving out space for strategic thinking amidst daily operations. The future belongs to those who honor tradition while fearlessly embracing innovation.

Alexander Chetchikov: Your expertise in keynote speaking empowers executives to refine their leadership strategies through luxury, sales, and influence. What is the most impactful mindset shift leaders need to make to create exceptional experiences within their organizations?

Neen James: Exceptional leaders understand they must move from transactional to transformational experiences for their clients and team to increase mind share (be top of mind) and market share (to drive revenue).

We can’t just capture the attention of clients and demonstrate our expertise; we must anticipate needs our clients didn’t even know they had, delight them with our products and services, and then ignite them to become advocates for our brand.

Leaders must stop thinking like bellhops and start thinking like concierges.

Bellhops are essential, focusing on efficiency and transactions—moving you through the hotel quickly. In business, this translates to prioritizing metrics and short-term results.

A concierge is vital and focuses on relationships and long-term satisfaction. They don’t just solve immediate needs—they anticipate future desires. They don’t just know your name—they remember your preferences.

When leaders adopt a concierge mindset, they stop asking, “How can I close this deal quickly?” and start asking, “How can I build a relationship that creates an advocate for life?” They transform from managing transactions to curating transformations.

This shift doesn’t require massive budgets—it requires intentionality, upskilling teams to listen deeply, and creating space for personalization and customization within standardized processes.

Luxury isn’t what you sell; it’s how you make people feel. When leaders embrace this truth, they create organizations that don’t just satisfy clients—they delight them.

Alexander Chetchikov: Finally, as a board member, which World Luxury Chamber of Commerce initiatives are you most excited about?

Neen James: I’m energized by three WLCC initiatives:

The Luxury Library builds an invaluable repository of wisdom, preserving our industry’s heritage while inspiring innovation. I’m passionate about contributing research findings from my luxury mindset studies to this growing resource. I am even more excited for our members to read my new book, Exceptional Experiences: Five Luxury Levers to Elevate Every Aspect of Your Business, in October!

The Luxury Education Hub aligns perfectly with my passion for elevating luxury leadership through transformational learning. I’m excited about developing and delivering executive programs and webinars to help our members understand the psychological dimensions of exceptional experiences—creating moments that build lasting loyalty.

The Luxury People Magazine provides a beautiful showcase for the human stories behind luxury brands. I love how it facilitates cross-industry pollination—a hotelier finding inspiration from a jewelry designer’s approach to personalization, for example.

Together, these initiatives elevate our entire luxury ecosystem by fostering collaboration and the cross-pollination of ideas. That’s something worth raising a glass of champagne to—and you know how I feel about creating champagne moments!

Thank you, Neen!

As this conversation with Neen James comes to a close, one thing is clear: Luxury leadership is evolving, and those who master the art of personalized, transformational experiences will define the future of the industry. From her proprietary research on the luxury mindset to her five luxury levers, Neen offers a powerful roadmap for executives who want to elevate their leadership, deepen client relationships, and drive long-term success. With her contributions to the World Luxury Chamber of Commerce and the upcoming launch of her book, Neen continues to shape the landscape of luxury and leadership. As she so eloquently puts it, “Luxury isn’t what you sell; it’s how you make people feel”—a philosophy that will undoubtedly inspire leaders for years to come.

Follow Neen on LinkedIn here & stay up to date on the latest in luxury, here: https://worldluxurychamber.com/category/expert-articles-interviews/

Source & Copyright: https://neenjames.com/

In this exclusive interview, Laurent Delporte, a seasoned expert in luxury hospitality, shares his profound insights on refining strategic visions for high-net-worth individuals and corporations. With years of experience visiting and advising some of the world’s most prestigious hotels, Laurent delves into the essence of hospitality, the future of innovation in the sector, and the role of emotional intelligence in guest experiences. Led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, this conversation offers a deep dive into the evolving landscape of luxury hospitality, the balance between technology and human touch, and the importance of leadership in shaping exceptional service.

Alexander Chetchikov: Laurent, with your vast experience in luxury hospitality, how do you approach advising brands on refining their strategic vision to appeal to high-net-worth individuals and corporations?

Laurent Delporte: In the luxury hospitality industry, the fundamental element that makes all the difference is hospitality itself. It goes beyond flawless service; it is, above all, about human relationships. And this relationship with others begins with an authentic relationship with oneself. That’s why, when I help brands refine their strategic vision, my approach starts with introspection: understanding oneself to better welcome others.

Hospitality is a core strategy that works in two ways. On one hand, it is essential for attracting and retaining clients by offering them an experience that exceeds their expectations. Wealthy individuals and businesses are looking for more than just high-end service; they seek a privileged relationship with the brand, a sincere connection that builds trust and loyalty. Attention to detail and service personalization are key levers in this process. It is these small gestures, subtle yet sincere, that transform a simple stay into a memorable experience.

However, to deliver such high-quality hospitality to clients, a company must first ensure it welcomes its own employees well. This is a crucial challenge today: a well-integrated, valued, and fulfilled employee will naturally be more inclined to provide an outstanding customer experience. It’s not just about working conditions but also about the overall atmosphere and energy. Creating an environment where teams feel good, proud to be part of the company, and motivated to convey this passion and excellence to clients is essential. Hospitality must be lived internally before it can be genuinely extended externally.

Finally, to truly welcome others, one must first learn to welcome oneself. This involves developing leadership and setting an example. A manager or executive must embody hospitality values, live by them daily, and pass them on to their teams. A great leader is someone who inspires, gives meaning to the work, and fosters a climate of trust where each employee can express themselves and thrive. This is how brands align the client experience with their luxury positioning and create a true competitive advantage in the market.

AC: Having visited over 400 luxury hotels worldwide, how do these experiences shape your approach to innovation and marketing strategies for luxury hotel brands?

LD: Having visited more than 400 luxury hotels around the world, I have observed what truly sets an exceptional experience apart from a merely high-end stay. Each hotel, each brand, and each destination tells a unique story through its design, service, and approach to hospitality. These experiences have profoundly shaped my vision of innovation and marketing strategies in the luxury hospitality sector.

One of the key lessons I’ve learned is that innovation is not just about technology or design—it is, above all, about creating a strong emotional connection with the guest. The most memorable establishments are those that anticipate expectations, surprise their guests, and cultivate a sense of belonging. I integrate this perspective by helping brands design immersive and unforgettable experiences, where every detail contributes to a cohesive identity that strengthens the hotel’s positioning.

However, what is fundamental in luxury hospitality is, above all, generous hospitality. A hotel should not count its gestures toward guests; it should be generous—generous in attitude, in the attention to every detail, and in the intent behind every interaction. This generosity is expressed through a sincere smile, thoughtful gestures throughout the stay, and a deeply humanistic approach to guest relationships. Luxury hospitality is not just about flawless service; it is about a real human connection that transforms a simple visit into an unforgettable memory.

This approach cannot exist without proper training and awareness among teams. Every employee, at every level of the hotel, must embody this spirit of generosity. The atmosphere within a property reflects how its teams interact with one another: sometimes, there is a warm, family-like ambiance; other times, it is missing. This is not just a matter of technical expertise but of mindset. A luxury hotel is a story, a place, a region, a team, and an experience. It is not merely a price point or sophisticated decor. Hospitality must be alive and present everywhere: in the restaurant, at the reception, in the spa, and in every interaction with guests.

Generous hospitality is, therefore, everyone’s responsibility. Every employee plays a key role and must be recognized for their commitment. A hotel can have the most stunning decor in the world, but without motivated and valued teams, the experience will fall flat. Recognizing and appreciating staff members is essential to creating that unique, warm, and sincere atmosphere that is then naturally passed on to guests. By integrating this vision into innovation and marketing strategies, we go beyond selling just a stay—we offer a true moment of life, an emotion, and a story that leaves a lasting impression and builds loyalty.

AC: As a consultant and speaker, what do you see as the most important emerging trends in the luxury hospitality sector that will impact both marketing and guest experiences in the near future?

LD: As a consultant and speaker in the luxury hospitality industry, I observe several emerging trends that will significantly shape both marketing strategies and guest experiences in the coming years. These transformations are deeply rooted in human connection, emotional intelligence, discretion, and immersive luxury experiences.

1. The Rise of Generous and Emotionally Intelligent Hospitality

Luxury hospitality is evolving beyond impeccable service; it is becoming deeply personal and emotionally intelligent. The ability to create a sincere, trust-based relationship with guests will be a key differentiator. Staff members must go beyond the simple “How are you?” to truly understand how guests feel—identifying emotions and responding with tailored experiences that enhance their well-being.

This shift requires a profound transformation in team training and mindset. Employees must feel confident, empowered, and emotionally balanced themselves before they can authentically engage with guests. Training in emotional intelligence will be critical, ensuring that luxury hospitality remains a deeply human experience, even as automation and AI expand in the industry.

2. The Balance Between High-Tech and High-Touch Service

Luxury hotels are embracing cutting-edge technologies—from AI-driven personalization to dynamic digital room environments that adapt to guest preferences. These advancements enhance the guest experience, offering convenience and seamless customization. However, as technology becomes more prevalent, the human element becomes even more vital.

In an increasingly automated world, luxury hospitality must reaffirm its core value: genuine human connection. The most successful brands will be those that use technology to enhance, rather than replace, human interactions, ensuring that each touchpoint remains warm, intuitive, and emotionally engaging.

3. From Experiential Luxury to Transformational Luxury

Luxury is no longer just about exclusivity or opulence; it is about meaningful, transformative experiences. Guests seek immersive moments that align with their personal values, whether through wellness retreats, cultural discoveries, or authentic regional experiences.

Well-being will no longer be confined to the spa—it will become an integral part of the entire guest journey, from sleep optimization to mindful dining experiences. The future of luxury hospitality lies in offering holistic well-being that nurtures the body, mind, and spirit.

4. The Shift Toward Discreet and Ethical Luxury

The future of luxury is moving away from the ostentatious toward refined discretion. We are already seeing the emergence of ultra-private properties, where hotels blend seamlessly into their surroundings, offering exclusive access to a select clientele without excessive branding or visibility.

This trend aligns with the growing importance of ethics in luxury hospitality. Guests are increasingly conscious of social and environmental issues, and luxury brands must integrate these values authentically into their messaging. Rather than emphasizing extravagance, the new luxury narrative will focus on meaning, sustainability, and positive impact.

5. The Reinvention of Hospitality Careers and Employee Engagement

As automation transforms traditional roles, the human touch will become an even greater luxury. Hospitality careers will evolve, requiring new skills that emphasize personalization, empathy, and storytelling.

At the same time, attracting and retaining talent will be a significant challenge. Employees are looking for purpose-driven workplaces where they feel valued and inspired. Hotels must invest in training, career development, and workplace well-being to create environments where staff can grow and thrive. A luxury hotel is not just about its design or amenities—it is about its people. If employees feel motivated and connected, their energy will naturally enhance the guest experience.

In a world increasingly shaped by AI, automation, and digital innovation, the true essence of luxury will remain deeply human. The most successful hotels will be those that master the art of balance—leveraging technology to enhance convenience while fostering genuine emotional connections between guests and staff.

Luxury hospitality will continue to evolve, but one truth remains constant: guests do not remember what was provided—they remember how they felt. The future belongs to brands that embrace generous hospitality, emotional intelligence, and meaningful experiences that create lasting memories.

AC: With your involvement in luxury hospitality education and conferences, how do you believe continuous learning and leadership development contribute to the industry’s evolution and innovation?

LD: In an unstable world, it is crucial to inspire and guide teams to develop a distinctive and meaningful hospitality approach. Through my conferences and training programs, I emphasize emotional intelligence, employee well-being, and the importance of sincere and embodied hospitality.

Continuous training plays a key role in helping professionals better manage their emotions, refine their attention to detail, and enhance their soft skills. It fosters a leadership culture where managers inspire their teams and encourage innovation. Contrary to popular belief, even top executives must keep learning to adapt to industry shifts and evolving societal expectations.

Luxury hospitality must strike a balance between tradition and innovation, incorporating trends such as digitalization, sustainability, and workplace well-being. Training also helps retain talent by providing career growth opportunities and a motivating work environment.

Investing in leadership development and continuous training ensures a hospitality experience that is excellent, generous, and constantly evolving while strengthening team engagement and enhancing customer experience.

Thank you, Laurent! Follow his journey here: https://www.linkedin.com/in/laurentdelporte/

As our discussion comes to an end, it is clear that Laurent’s vision for luxury hospitality goes far beyond aesthetics and service—it is about human connection, generosity, and meaningful experiences. From the art of welcoming both guests and employees to the future of discreet, ethical luxury, his insights shed light on how the industry must evolve to remain truly exceptional. With continuous learning, leadership development, and a commitment to genuine hospitality, the future of luxury will be defined by those who master the balance of innovation and emotional intelligence.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

Photographer: Paul Wolfgang Webster

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Agile transformation expert Susannah Chambers to explore the evolving role of agility beyond tech teams and into luxury, education, and even personal life. With years of experience guiding organizations through Agile methodologies, Susannah shares her insights on how businesses can move beyond simply implementing frameworks and truly embed an Agile mindset. From leadership challenges to AI’s impact on the future of agility, this conversation uncovers how adaptability and innovation can redefine success across industries.

Alexander Chetchikov: Susannah, with your extensive experience in Agile approaches, what are some of the most effective ways to get teams truly engaged with Agile, rather than just following methodologies and frameworks superficially?

Susannah Chambers: At the heart of truly engaging teams on an Agile journey is embedding a culture and mindset organisationally in parallel with the day-to-day rhythm of the communication and collaboration of teams reflecting the spirit of the Agile Manifesto. The most effective way of achieving this – using Agile methodologies and frameworks as tools to optimize ways of working (rather than as an inflexible tick-list exercise) – is to empower teams to shape the way they do their work based on proactive mutual communication around what will delight customers. This, of course, is a particularly important dimension to using Agility in the luxury industry sector. It’s vital that teams are supported to demonstrate a strong connection and understanding of how the products and/or services being developed/created are going to bring value and a luxury experience to customers, as well as equipping teams with the skills to demonstrate this impact through key metrics.

Alexander Chetchikov: Change can be challenging—what is the most surprising or unexpected obstacle you’ve encountered while guiding a team through an Agile transformation?

SC: The most surprising obstacle I’ve encountered was in the first year of my career in agility and was the tendency for senior leaders to default to prescribing what agility meant to them/the organization without opening up the channels of communication with colleagues at all levels of the organization. There is such knowledge and expertise of how the work is done to create products and services by those at all levels of an organization, I have always been surprised where that doesn’t happen. It is a huge missed opportunity! There is a phrase in agility called ‘Go to the Gemba’, which originates from the Lean and Kaizen context in agility, and fundamentally is about understanding where the work happens and originates, speaking with and observing colleagues in those spaces, rather than making decisions based on assumptions. One of the aspects of my working with organizations and teams I love the most is bringing together and creating/optimizing communication and collaboration workflows between leadership and teams to enable a mutually continuous process of learning from each other.

Alexander Chetchikov: Agile principles can extend beyond the workplace—have you applied them in your personal life, and if so, what impact have they had?

SC: Yes, I most certainly have, and it’s been a very exciting and rewarding adventure doing so! There is a concept called Personal Kanban which is all about how one can apply the principles of agility to living one’s life. Through the coaching I provide (not just in agility) I often observe that what clients claim to value in life invariably does not often align with how they choose to spend their time. The insights I’ve generated through coaching clients have enabled me to reflect and be very self-aware of how I navigate my own life authentically, in a congruent fashion, and achieve what I want to in life, which has really amplified my personal brand! Applying agile principles and an agile mindset of continuous improvement, inspecting, and adapting has led me to explore opportunities I would never have opened myself up to – including my very unique career portfolio – unless I’d been prepared to prioritize around what matters to me in life.

Alexander Chetchikov: Agile is the go-to method for tech teams, but what about other industries? Have you seen Agile work its magic in unexpected places, and how can non-tech teams make the most of it?

SC: I got involved in the world of Agility through the unconventional – yet exhilarating – route of introducing, implementing, and embedding Agile frameworks and methodologies (and the corresponding required cultures and mindsets) in organizations that had absolutely no experience or knowledge of Agility and the business value and competitive edge it would bring them.

For example, my first 3 contexts for introducing Agile transformations were in education, construction, and eco-housing. None of those organizations had any prior experience working Agile and yet it absolutely proved possible for non-tech teams to work more productively and generate value for their organizations as a result of it. Non-tech teams are actually no less well-placed to adopt Agile ways of working than tech/software development teams, even though the origins of Agility are best known in that context. This is because there can be a tendency to focus on the tooling side of implementing agility, whereas at the heart of the most agile teams are behaviors focused on iterative improvement, reducing time to market, and delighting customers, all of which require a willingness to be customer-centric and collaborate well, with a relentless commitment to refining the quality of products and adapting to customer needs. That is a universal competitive edge to companies, whether they comprise tech and/or non-tech teams.

Alexander Chetchikov: What emerging trends or innovations do you believe will have the biggest impact on Agile’s future?

SC: Artificial Intelligence (AI) is already making a significant impact on Agile’s future and is almost inevitably going to do so in the future. However, not in the way that one might expect me to predict… it’s clear that with AI comes huge opportunities for automation of tasks and workflows. However, anybody who has ever worked in a high-performing team and experienced the ‘flow’ that emerges when a team is really aligned on delighting their customers that they care about having an amazing experience knows that the experience their customers get is not just from the timely delivery of a product or the quality of the product. Particularly in the luxury brand industry, it is about the customer experience of the entire journey end-to-end of a product or service being designed. My view is that whatever transformation AI brings for Agile’s future as long as we have human customers, and however realistic the attempted interactions through mimicking human behaviors might be (for example, with the introduction of AI coaches) I believe that human customers are going to want to feel valued by humans who create bespoke, luxury experiences for them in a way that no technological simulation is ever going to fully capture. In an agile context, technology absolutely has its place as part of exciting developments. However, so too does humanity and I am full of anticipation to see how humanity and technology will blend in the future to supercharge the potential of agility even further.

Thank you, Susannah!

As the conversation with Susannah comes to an end, one thing is clear—Agility is more than just a methodology; it’s a mindset that can transform teams, industries, and even personal lives. From breaking down communication barriers in leadership to embracing AI without losing the human touch, Susannah’s insights offer a fresh perspective on what it truly means to be agile. As businesses continue to evolve in an era of rapid change, this expertise serves as a powerful reminder that agility isn’t just about speed—it’s about continuous learning, adaptability, and delivering value where it matters most.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Abhay Gupta, a visionary leader in India’s luxury industry and the author of The Incredible Indian Luxury Bazaar. As the founder of Luxury Connect, Luxury Connect Business School (LCBS), and a key architect in developing India’s luxury talent ecosystem, Gupta has played a pivotal role in shaping the country’s high-end retail landscape. With decades of experience bringing global luxury brands like Versace and Corneliani to India, he shares his expert insights on luxury education, market dynamics, and the evolving consumer mindset.

Alexander Chetchikov: As a key architect of India’s luxury talent ecosystem, how do you see the evolution of luxury education and workforce development in the country?

Abhay Gupta: India’s luxury industry has matured significantly over the last decade, and with it, the demand for skilled talent has grown exponentially. Earlier, luxury brands struggled to find professionals who understood the nuances of luxury customer experience, brand storytelling, and heritage management. Today, dedicated luxury business schools like Luxury Connect Business School (LCBS) are bridging this gap, offering specialized programs that blend global best practices with localized insights.

With the rapid expansion of luxury retail, hospitality, and experiential services, the need for a highly trained workforce has never been greater. The future of luxury education in India will be driven by experiential learning, digital transformation, and cross-cultural exposure. We are also seeing increasing collaborations between brands and academic institutions to develop tailored curricula, ensuring students are industry-ready from day one.

AC: Your book The Incredible Indian Luxury Bazaar explores India’s unique luxury market dynamics. What are the biggest challenges and opportunities for global luxury brands entering India today?

AG: India presents a paradox of immense opportunity and unique complexity. On one hand, we have a fast-growing high-net-worth individual (HNWI) segment, aspirational middle-class consumers, and a rich cultural heritage that aligns naturally with luxury. On the other, brands must navigate regulatory frameworks, high import duties, and the challenge of balancing exclusivity with accessibility.

The biggest opportunity lies in India’s ‘premiumization’ trend—where consumers are trading up for better quality, craftsmanship, and personalized experiences. Digital adoption is also accelerating luxury consumption, with e-commerce and social media shaping purchase decisions. However, for global brands, success in India requires a hyper-local approach—leveraging cultural cues, strategic pricing, and innovative retail formats.

AC: With over three decades in luxury retail, how have consumer expectations in India and the BRICS nations shifted, and what trends will define the future of luxury in these markets?

AG: Consumer expectations have evolved from merely owning luxury to experiencing it holistically. In the early 2000s, luxury purchases were largely status-driven. Today, particularly among younger buyers, there is a shift towards conscious luxury—where sustainability, craftsmanship, and personalization play a crucial role.

In BRICS nations, economic growth has fuelled demand for luxury, but each market has distinct consumer behaviors. While China has embraced digital luxury retail, India remains a high-touch, experience-driven market. Brazil and Russia lean towards classic luxury, whereas South Africa’s market is still emerging.

Key trends shaping the future include:

1. Sustainable Luxury – Consumers demand ethical sourcing, eco-friendly materials, and responsible production.
2. Digital & Phygital Experiences – A seamless integration of online and offline luxury shopping.
3. Personalization & Bespoke Services – The desire for unique, one-of-a-kind pieces.
4. Experiential Luxury – Travel, wellness, and immersive brand experiences driving engagement.

Brands that align with these shifts will be the ones leading in the next decade.

AC: As a luxury thought leader, what strategies do you recommend for Indian luxury brands to compete on a global scale while maintaining their cultural authenticity?

AG: Indian luxury brands have a rich legacy of craftsmanship, heritage, and artistry, which gives them a competitive advantage globally. However, scaling internationally requires a strategic approach:

1. Brand Positioning & Storytelling: Indian brands must leverage their heritage while adapting to global tastes. The narrative should go beyond ‘Made in India’ to ‘Designed for the World.’
2. Product Excellence & Innovation: Quality should meet or exceed global luxury standards. Design innovation, material excellence, and exclusivity will define success.
3. Selective Global Expansion: Targeting key fashion capitals through pop-ups, collaborations, and digital platforms before setting up physical stores.
4. Luxury Collaborations: Partnering with international designers or brands to enhance credibility and expand reach.
5. Customer Experience & Personalization: Adopting cutting-edge digital strategies while retaining the artisanal, handcrafted essence of Indian luxury.

Several Indian brands—be it in fashion, jewelry, or spirits—are already making their mark. The key is to stay authentic while adapting to global consumer preferences.

AC: You’ve played a pivotal role in bringing international luxury brands like Versace and Corneliani to India. What key factors determine the success or failure of a luxury brand’s market entry in India?

AG: Entering India’s luxury market is both an exciting and challenging endeavor. Several factors determine a brand’s success or failure:

1. Right Market Entry Model: Whether through a joint venture, franchise, or direct investment, choosing the right structure impacts brand control, speed of expansion, and profitability.
2. Pricing Strategy: With high import duties, brands must find ways to ensure competitive pricing while maintaining exclusivity. Strategic local sourcing and ‘India-specific’ pricing models help.
3. Retail Location & Experience: Store placement is critical—luxury thrives in high-end malls, flagship boutiques, and experience-driven retail spaces.
4. Cultural Sensitivity & Localization: From marketing campaigns to product offerings, adapting to local tastes is crucial while maintaining brand DNA.
5. Omnichannel Strategy: A mix of flagship stores, online platforms, and social commerce ensures wider reach and engagement.
6. Long-term Commitment: India is a long-term play. Brands must be patient, investing in brand-building rather than expecting immediate returns.

Luxury brands that successfully integrate these factors have managed to create a loyal customer base, while others who misread the market have struggled.

Thank you, Abhay!

As India cements its position as a key player in the global luxury market, Abhay Gupta’s insights highlight the delicate balance between heritage and modernity, exclusivity and accessibility. His strategic vision underscores the importance of education, innovation, and cultural authenticity in driving the next wave of luxury growth. With a rapidly evolving consumer base and increasing global interest in Indian craftsmanship, the future looks promising for both homegrown and international luxury brands in the country. Through continued collaboration, innovation, and a keen understanding of market nuances, India is poised to become a dominant force in the luxury landscape.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/

As a newly appointed Board Member of the World Luxury Chamber of Commerce, Jacqueline Hara brings a wealth of expertise in the luxury real estate sector. In an exclusive conversation led by Alexander Chetchikov, President of WLCC, she shares her insights on the evolving demands of high-net-worth clients, the importance of cross-industry partnerships, and how boutique agencies can leverage destination marketing to thrive in a global network. As the Co-Founder & Family Business Partner of Fine & Country Costa Blanca North, Jacqueline is renowned for delivering more than just property transactions—she curates the authentic lifestyle of the location. From financial literacy in real estate to cross-industry partnerships and the role of technology in the luxury market, she offers a compelling vision for the future of high-end property.

Alexander Chetchikov: Jacqueline, with your extensive experience in luxury real estate, what do you see as the biggest challenges real estate professionals face today when working with high-net-worth clients? 

Jacqueline Hara: One of the biggest challenges is delivering an experience that genuinely goes beyond expectations. Today’s high-net-worth clients aren’t just purchasing property—they’re investing in a lifestyle, a sense of belonging, and often, a long-term vision for themselves and their families. This demands a highly personalised, discreet, and thoughtful approach rooted in deep listening and genuine understanding. 

At Fine & Country Costa Blanca North, we treat every client with the same level of care, attention, and respect—regardless of any assumptions about their status or background. Wealth today takes many forms: some clients are entrepreneurs, others are legacy investors, and many are simply people who have worked hard and want to enjoy the rewards of that effort in a meaningful way. We don’t define luxury by labels; we define it by experience, aspiration, and quality of life. 

Our focus has always been on building trust through exceptional service, bespoke marketing, and in-depth local knowledge—elements that are essential in helping clients make confident, informed decisions and feel truly valued throughout the journey. 

AC: The luxury real estate industry thrives on exclusivity and connections. What types of networking platforms or industry committees in WLCC do you think would provide the most value to brokers looking to expand their global reach? 

JH: Committees that encourage cross-sector collaboration and meaningful referrals would be especially valuable, particularly those connecting real estate with aligned luxury industries. For example, our regional office at Fine & Country Costa Blanca North is based in a marina, allowing us to collaborate with luxury yacht companies and high-end car dealerships. These partnerships often create natural client synergies, where lifestyle and property interests overlap. WLCC is well-positioned to foster similar global connections and strategic alliances across the luxury space. 

AC: Given your background in financial services and real estate, what role do you think financial literacy and investment knowledge play in a luxury broker’s success? Should there be more initiatives to educate real estate professionals in this area? 

JH: Financial understanding certainly plays a supportive role in the success of luxury real estate professionals. While we are not financial advisers, we work with high-net-worth clients who often view property as both a lifestyle purchase and a long-term investment. As a regulated estate agency, Fine & Country Costa Blanca North ensures that our clients are always informed about the broader financial aspects of a transaction—from being aware of associated costs beyond the purchase price, such as legal, notary, and registration fees, to being guided toward qualified tax and wealth management professionals who are properly licensed in Spain. 

We ourselves are proud members of APIAL (Association of Real Estate Agents and Real Estate Agents of the Province of Alicante), which requires adherence to strict standards, including formal qualifications, legal registration, professional indemnity insurance, and a strong code of ethics. This professional framework enables us to operate with transparency and integrity. 

That said, as the market becomes more sophisticated, we do believe there is room for more structured educational initiatives within the industry, particularly those that promote collaboration between real estate professionals and qualified financial advisers. Providing brokers with greater awareness of financial processes can only enhance the client experience and support well-informed decision-making across the board. 

AC: Fine & Country Costa Blanca is both a family-run estate agency and part of a global network of over 300 locations. Given this unique position, how can organizations like the World Luxury Chamber of Commerce create support systems that empower boutique agencies while leveraging the advantages of a global network? 

JH: Success in luxury real estate is as much about storytelling and lifestyle as it is about the property itself. At Fine & Country Costa Blanca North, we combine a personal, family-run approach with the scale and prestige of an international brand—offering our clients the best of both worlds. 

Organisations like WLCC can support boutique agencies by creating platforms that foster high-level networking, encourage knowledge sharing, and facilitate cross-sector partnerships. Hosting global forums, providing marketing tools that amplify a boutique agency’s unique voice, and offering access to luxury trend insights would help smaller offices grow while maintaining their individuality. 

By empowering agencies like ours to operate as lifestyle curators—not just property brokers—WLCC can elevate the client experience and strengthen the luxury real estate ecosystem globally. 

AC: Technology is reshaping the luxury real estate landscape, from virtual property tours to AI-driven market analysis. What innovations do you think brokers should embrace to stay ahead, and how can WLCC facilitate discussions around these advancements? 

JH: Innovation is essential, especially in how we present properties and engage with international buyers. Tools like high-definition virtual tours, drone videography, and immersive 3D experiences have become part of our everyday toolkit at Fine & Country. AI-driven data can also help us anticipate market shifts and better serve clients. WLCC can lead the way by hosting innovation labs or expert panels to explore how tech is redefining the luxury experience. 

AC: You’ve spent over two decades in Costa Blanca North’s real estate market. What lessons have you learned about branding and positioning a destination as a luxury real estate hotspot? Could WLCC play a role in helping brokers market their regions more effectively? 

JH: Branding a destination as a luxury real estate hotspot takes more than simply promoting properties—it requires authentic storytelling. When we launched Fine & Country Costa Blanca North in 2019, we focused on showcasing the complete lifestyle that defines our region: the Mediterranean climate, alfresco living with golf/equestrian/tennis/marinas etc., gastronomy, wellness, and both coastal and inland living. That’s why our own strapline is “We don’t just sell properties; we sell the lifestyle.” 

Crucially, we take the time to personally introduce clients to the various areas in our region to ensure the location not only suits their property needs but also aligns with their lifestyle. It’s not just about selling a home—it’s about placing someone in the right environment where they can truly thrive. 

WLCC can play a key role in supporting brokers globally by developing destination marketing toolkits, curated content, and collaborative campaigns that focus on the authentic lifestyle of the location—not the personality of the agent. In an era where social media is saturated with “real estate influencers,” there’s a growing demand for substance over show. 

At Fine & Country Costa Blanca North, we’re proud to represent the internationally recognised Fine & Country brand. But unlike in the domestic UK market, our focus here is international. That’s why we allow the properties—and the lifestyle they offer—to speak for themselves. We introduce, but let the properties be the stars of the show. 

Lifestyle marketing remains essential, but the focus should always be on the client’s aspirations and the experience of the destination—not the agent’s personal lifestyle. WLCC has a real opportunity to elevate this standard by championing meaningful, region-led storytelling that builds genuine connection and trust in the global luxury space. 

AC: Beyond real estate transactions, today’s top brokers act as lifestyle consultants, curating experiences for their clients. How do you see the intersection of real estate and other luxury sectors (hospitality, private aviation, fine art) evolving, and how can WLCC foster these connections? 

JH: Luxury real estate is now about more than bricks and mortar—it’s about delivering a complete lifestyle. Many of our clients are not just buying homes; they’re entering a community, a destination, and a way of life. That’s why at Fine & Country Costa Blanca North, we collaborate with luxury service providers—from yacht charter companies and private chefs to car dealerships and concierge services—to create a seamless lifestyle offering. 

As homes increasingly double as showcases for fine art or platforms for bespoke experiences, brokers need access to cross-industry partnerships. WLCC can support this evolution by hosting immersive lifestyle events, building alliances between real estate and other luxury sectors, and helping brokers craft compelling narratives that resonate emotionally with clients. 

By connecting these worlds, WLCC reinforces the idea that buying a home is not just a transaction—it’s an entry into a lifestyle defined by exclusivity, refinement, and experience. 

AC: If you could introduce one new global initiative for luxury real estate professionals through the WLCC, what would it be and why? 

JH: I would propose a “Luxury Lifestyle Circle”—a global initiative designed to bring together real estate professionals and partners from complementary sectors such as design, wellness, travel, finance, and hospitality. Rather than being exclusive in the traditional sense, this platform would focus on shared values: integrity, quality, collaboration, and a client-first mindset. 

The definition of luxury has evolved—especially since COVID-19. Today, it’s not just about material wealth; it’s about lifestyle, time, well-being, and personal freedom. Whether clients come from generational wealth, entrepreneurial success, or have simply prioritised quality of life, they all deserve a tailored and respectful approach. We believe luxury should be inclusive of anyone seeking an elevated way of living. 

The “Luxury Lifestyle Circle” would offer a space for professionals to share insights, collaborate across industries, and co-create experiences that truly reflect the diversity and depth of today’s luxury clients. It’s about building meaningful relationships—not just transactions—and helping clients, whatever their background, step into a lifestyle that feels uniquely theirs. 

WLCC is in a powerful position to facilitate this kind of modern, collaborative platform—one that celebrates the evolving definition of luxury while maintaining the highest standards of service and ethics worldwide. 

Thank you, Jacqueline!

Jacqueline Hara’s insights highlight the evolving luxury real estate landscape, where personalized service, strategic networking, and lifestyle-driven marketing are key. With WLCC fostering global connections and cross-sector collaborations, boutique agencies like Fine & Country Costa Blanca North continue to redefine luxury—proving that true exclusivity lies in experience, trust, and tailored expertise.

To learn more about Fine & Country Costa Blanca North, visit: https://www.fineandcountry.es/en/costa-blanca-north-estate-agents

In an exclusive conversation led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, renowned branding expert Markus Kramer delves into the evolving landscape of brand strategy across luxury, automotive, and financial services. As a thought leader, author, and consultant, Markus has helped some of the world’s most prestigious brands navigate the complexities of differentiation, consumer trust, and the role of purpose in modern business. From the power of authenticity to the impact of AI on branding, Markus shares his insights on how companies can craft meaningful connections in an era of radical transparency.

Alexander Chetchikov: Markus, with your extensive experience across various industries, including automotive, luxury, and financial services, how do you approach the unique branding challenges each sector presents, and what are the key similarities you look for when crafting a brand strategy?

Markus Kramer: Branding across industries may seem vastly different on the surface, but the core principles remain the same: clarity of purpose and identity, differentiation, and the ability to create genuine connections with audiences. Whether in automotive, FMCG, luxury, or financial services: brands that thrive are those that align their values and identity with the expectations of their audiences.

For example, in the high-end automotive sector, brand loyalty is often rooted in heritage, performance, and technological innovation – as well as status. Pure play luxury branding, on the other hand, relies heavily on exclusivity, craftsmanship, and the ability to create desire through storytelling. Financial services require a brand to establish deep trust and credibility, where reliability and security are hygiene – and differentiation has to come from anywhere else than an undifferentiated product or service.

So, despite these differences, the unifying factor is the need for a strong guiding purpose – what I call the “North Star” – that informs all strategic decisions. A brand must not only communicate but demonstrate its authenticity and value in every customer interaction, product, or service. 

Alexander Chetchikov: As an author of The Guiding Purpose Strategy, you emphasize the transformational power of purpose in branding. How can companies integrate a strong sense of purpose without it feeling like a marketing gimmick, and what impact does this have on consumer loyalty?

MK: Purpose should not be a buzzword – it must be deeply embedded in a company’s DNA and culture. Many brands fall into the trap of purpose-washing, where they use lofty mission statements but fail to live up to them. The key is authenticity.

Truly purpose-driven brands align their internal culture, operations, and customer experiences with their stated purpose. A great example is Patagonia, which integrates sustainability into every aspect of its business, from product sourcing to corporate activism. Another great case in point is Bruno Cucinellis ‘Humanistic Capitalism”. Their commitment is real, and as a result, customers trust and advocate for them. 

Consumers today are more discerning than ever. They recognize when a brand is simply using purpose as a marketing ploy. Companies that genuinely embody their purpose create stronger emotional connections, driving loyalty and long-term growth. Studies show that purpose-driven brands outperform competitors by a significant margin. In essence, profit and purpose are not opposites – they must work together to create sustainable success​.

The concept of purpose is truly powerful – luxury brands have taken, albeit I am quite sure this happened mostly because of inspiring leadership and cult-like following rather than deliberately ‘looking for meaning’. And finally, genuine purpose is good for us as humans too. A recent (23-year study!) just proved that meaning is better for our health and longevity than happiness – quite impressive. Why not use it as a corporate and business lever, too – especially when culture becomes a differentiator more than ever? And when employees feel well, and stay long (loyalty), it’s a given that this binds customers too – luxury brands do this very well.

Alexander Chetchikov: As a regular speaker and lecturer at business schools and conferences, what emerging trends in branding and marketing do you find most exciting, and how do you see these trends reshaping the future of brand strategy?

MK: We are already in an era of radical transparency, and AI is only accelerating it. Consumers demand more than just quality products – they seek brands that align with their values, that are genuine and that deliver beyond function and status. This is true especially when it comes to luxury brands.

Some key trends shaping the future of (general) branding include:

1. Hyper-Personalization: Advances in AI and data analytics allow brands to create deeply personalized experiences at scale, making customers feel truly understood.
2. Purpose-Driven Business Models: The convergence of purpose and profit is no longer optional. Companies that integrate sustainability, social impact, and ethical business practices into their strategy will lead the future.
3. Decentralization of Brand Control: With social media and increasingly AI too, customers shape brand narratives as much as companies do. Brands must embrace co-creation with their communities.
4. The Shift from Ownership to Experience: Younger generations prioritize experiences over material possessions, pushing brands to focus on creating meaningful engagement rather than just selling products.

Ultimately, I believe that the brands that will thrive are those that embrace culture as a catalyst for competitive advantage, leverage emerging technologies, and cultivate deep, meaningful relationships with their customers​.

Alexander Chetchikov: Your role in both consulting and ventures showcases a hands-on approach to brand strategy. Can you share an example of how your personal ventures have influenced your consultancy work, and how your real-world experience informs your advice to clients?

MK: Being directly involved in ventures provides an invaluable perspective on the challenges and opportunities that businesses face in real-time. One of the key lessons from my entrepreneurial experience is that strategy alone is not enough – execution is where real value is created.

For instance, in launching our Moving Mechanics venture that builds beautiful, kinetic time machines means understanding not just the theoretical aspects of branding but also the operational complexities, customer behaviors, and market dynamics that influence decision-making. How do you position such a brand, who is the customer, how do you find them, how do you target and convert people who love the intersection and fusion of art and mechanical engineering? Understanding the nuts and bolts of how this works is invaluable when working with clients who face similar challenges, such as Switzerland’s first wineBANK for example, a very new and very different proposition, creating not just a high-end space for wine connoisseurs, but shaping a community of like-minded people. So learning and optimizing brand building in what I am doing through the ventures where I have direct stakes in it also transfers to clients who look to build and scale their brands.

Thank you, Markus!

As the conversation draws to a close, Markus leaves us with a compelling perspective on the future of branding—where purpose, authenticity, and culture serve as the ultimate differentiators. In a world where consumers are more discerning than ever, brands that embrace their identity with conviction and execute with excellence will not only survive but thrive. His insights serve as a masterclass in strategic brand-building, reinforcing the idea that branding is not just about selling products—it’s about shaping experiences, trust, and legacy.

To gain more insights into the luxury industry, visit our expert articles and interviews: https://worldluxurychamber.com/category/expert-articles-interviews/