Author: bh@worldluxurychamber.com

As the luxury real estate sector continues to evolve through innovation, strategic development, and global investment dynamics, industry leaders who can bridge vision, advisory, and commercial growth are becoming increasingly influential in shaping the future of the market.

Recently appointed as a Board Member of the World Luxury Chamber of Commerce (WLCC), Jason Margetts brings a multidimensional perspective to the industry – spanning luxury real estate strategy, development advisory, project positioning, mentorship, and business growth. With experience supporting developers, startups, and real estate companies from the earliest stages of opportunity assessment through commercial execution, his approach reflects a deeper understanding of how long-term value is created in today’s luxury landscape.

In this exclusive interview, Jason shares his insights on the future of luxury development, leadership, investment-oriented thinking, and the evolving expectations shaping the next generation of high-value real estate projects.

World Luxury Chamber of Commerce: Luxury real estate today is evolving far beyond property transactions. How do you define the future of luxury development, and what separates truly visionary projects from those that simply follow market trends?

Jason Margetts: The evolution of luxury real estate now encompasses more than traditional concerns such as location or product; it is increasingly focused on cultivating comprehensive environments that foster emotional engagement, lifestyle integration, and enduring relevance.

Innovative developments recognise that luxury buyers are seeking identity, experience, wellness, community, and legacy, rather than merely additional living space. Leading global projects successfully integrate hospitality, culture, retail, wellness, technology, and sustainability into cohesive, holistic solutions.

A significant trend is emerging towards branded residences and hospitality-driven housing concepts. Today’s consumers demonstrate substantial confidence in internationally renowned luxury brands due to their reputation for consistency, high service standards, and prestige. Branded residences offer an attractive proposition by combining real estate with tailored lifestyle experiences, operational expertise, and reliable investment returns.

Projects centered solely on prevailing trends often emphasise aesthetics. In contrast, forward-thinking developments are designed with consideration for human behavior, longevity, and the creation of emotional value. These ventures anticipate future living preferences over the next decade or two, rather than focusing solely on current popularity.

WLCC: You mentioned that much of your work begins long before sales – from land strategy and advisory to project positioning. What are the most critical decisions made in the earliest stages of a luxury real estate project?

JM: Early decisions are crucial because they set the foundations for the entire project.

Before initiating design or sales, developers must fully understand market positioning, the ideal customer base, product-market fit, and a sustainable commercial approach. A common pitfall in luxury real estate is attempting to redefine these factors after the design phase has already commenced.

Luxury developments demand insight into consumer psychology, aspirational lifestyles, and local cultural influences. Developers should address key questions from the outset:

• What gap does the market present?
• Which emotional needs are being met?
• How can we achieve unique differentiation that isn’t easily copied?

Operational sustainability is just as vital. Leading luxury communities worldwide are conceived as enduring ecosystems, not merely short-term sales projects. This involves placemaking, integrating amenities, enhancing mobility, forming hospitality alliances, prioritising wellness, and offering branded residences.

The most successful projects consistently align strategy, design, operations, and commercial priorities right from the beginning.

Several years ago, I had the privilege of spending time with the Kobayashi Group in Hawaii, where I experienced their Park Lane Ala Moana development as well as their ultra-high-end, hospitality-led community on the Big Island, Kukio. Both projects set new benchmarks in Hawaii for low-density, hospitality-driven, ultra-luxury residential living.

To this day, I remain deeply impressed by the extraordinary measures they took to address owners’ needs and the remarkable quality of their finishes. For example, at Kukio, residents enjoy personalised concierge services and custom-designed interiors tailored to their preferences, demonstrating an unwavering commitment to individualised service and design excellence. It was during this time that I truly understood what luxury real estate means. It is no surprise that their projects continue to sell out rapidly. They have built a brand and reputation that is meticulously focused on quality of execution and exceptional aftercare services.

WLCC: In your experience advising developers, startups, and real estate companies, what are the biggest mistakes businesses make when trying to enter or scale within the luxury market?

JM: One of the biggest misconceptions is believing luxury is simply about higher pricing or premium finishes. True luxury is built around trust, consistency, experience, and emotional resonance.

Many businesses underestimate how sophisticated today’s luxury consumer has become. Buyers are globally informed, widely travelled, and highly discerning. They compare projects internationally, not just locally.

Another common mistake is scaling too quickly without building operational depth or brand credibility. Luxury is extremely difficult to sustain without exceptional execution. A single poor customer experience can damage a reputation significantly.

I also see many businesses focusing heavily on acquisition but not enough on retention, community creation, and post-handover experience. In today’s market, long-term brand equity is often built after the sale rather than during it.

Finally, some developers pursue trends without establishing authentic differentiation. The most respected luxury brands globally have a very clear identity and philosophy. Authenticity matters enormously in this sector.

WLCC: Luxury consumers today are more globally informed, experience-driven, and value-conscious than ever before. How is this changing the way developers and brands must think about positioning and long-term value creation?

JM: Luxury consumers today expect far more than a beautiful residence. They expect service, convenience, wellness, exclusivity, privacy, and meaningful experiences integrated into daily life.

This is fundamentally changing how developers think about value creation. Long-term value is no longer defined purely by capital appreciation. It is increasingly tied to lifestyle quality, operational excellence, community management, and experiential offerings.

We are seeing strong demand globally for developments that incorporate wellness concepts, concierge-style services, hospitality partnerships, private members’ environments, and branded residential experiences.

Sustainability is also evolving from a marketing feature into a core expectation. High-net-worth buyers increasingly want developments that demonstrate environmental responsibility, smart infrastructure, and long-term resilience.

Ultimately, luxury today is becoming more personal, more curated, and more experience-led. Developers who genuinely understand human experience will outperform those focused only on physical product.

WLCC: You work across advisory, mentorship, and commercial leadership. What qualities do you believe define successful leadership in today’s real estate and investment landscape?

JM: I believe successful leadership today requires a combination of commercial intelligence, emotional intelligence, adaptability, accountability, and authenticity.

The real estate industry is evolving rapidly, and leaders must be able to balance long-term strategic thinking with agility and execution. Strong leadership is no longer purely hierarchical; it is increasingly collaborative, people-centric, and culture-driven.

The best leaders create environments where high-performing teams can thrive while maintaining clarity of vision and accountability. They are able to inspire confidence during uncertainty and make difficult decisions with integrity.

I also believe mentorship and talent development are critical responsibilities of leadership. Sustainable businesses are built by developing future leaders, not simply managing current performance.

Lastly, it’s important to remember that “great leaders stand in front when there is blame and behind when there is praise”.

WLCC: Many emerging founders and developers struggle to bridge the gap between vision and execution. What advice do you most often give entrepreneurs looking to build sustainable and globally respected luxury real estate businesses?

JM: My advice is always to focus on credibility before scale.

Luxury real estate is ultimately a reputation business. Long-term success comes from consistency, trust, operational excellence, and delivering on promises repeatedly over time.

Entrepreneurs should spend significant time defining their identity, values, and market positioning before aggressively pursuing growth. A clear philosophy is often more valuable than rapid expansion.

I also encourage founders to think globally from the outset. Today’s buyers benchmark projects against London, Dubai, Miami, Singapore, Monaco, Riyadh, Milan, Tokyo, to name just a few, and other leading global markets simultaneously. Understanding international standards is essential.

Most importantly, execution matters more than presentations. The industry rewards businesses that consistently deliver exceptional experiences and build lasting relationships with customers, investors, and partners.

Great companies sell products; great brands inspire belief.

WLCC: From your perspective, where do you see the greatest opportunities in the future of luxury real estate – whether geographically, conceptually, or through new business models and collaborations?

JM: I believe the intersection of luxury real estate, hospitality, wellness, and branded living presents the greatest opportunities globally right now. Branded residences are growing rapidly, combining trusted brands with premium properties and service-led living, which buyers appreciate for quality and lifestyle alignment.

Middle Eastern markets, especially Saudi Arabia and the UAE, stand out due to national transformation programs, infrastructure investment, and rising global investor interest.

Mixed-use communities, wellness developments, personalised living, and hospitality-driven concepts are expected to expand further. Strategic partnerships between developers, luxury brands, operators, designers, technology firms, and cultural institutions are increasingly important, making luxury development more multidisciplinary.

WLCC: As someone deeply involved in strategic growth and high-level advisory, what legacy or impact do you hope to create within the real estate industry and the broader luxury ecosystem?

JM: For me, legacy is ultimately about creating long-term value that positively impacts people, communities, and industries.

I hope to contribute toward a more thoughtful and experience-driven approach to development, one that prioritises quality, integrity, sustainability, and human connection alongside commercial success.

I am particularly passionate about helping businesses and leaders unlock their full potential through strategic thinking, mentorship, and operational transformation. Some of the most rewarding moments in my career have come from seeing people and organisations evolve beyond what they initially believed was possible.

I also hope to help elevate the global perception of emerging markets and demonstrate that world-class luxury developments can be created anywhere when vision, execution, and authenticity align.

The future of luxury real estate should not simply be about building impressive projects; it should be about creating places that genuinely improve the way people live.

Thank you, Jason! To learn more about Jason Margetts’ work in luxury real estate advisory, development strategy, and commercial growth, connect with him on LinkedIn.

WLCC regularly features conversations and insights from global luxury leaders. Join our community to receive new interviews and perspectives weekly: https://worldluxurychamber.com/wlcc-community/.

By Dr. Sheetal Jain, Founder & CEO of Luxe Analytics

India’s luxury housing market is entering a decisive decade of transformation. Valued at USD 44.11 billion in 2025, it is projected to surge to USD 275.40 billion by 2035, growing at an impressive CAGR of 20% between 2026 and 2035. This remarkable expansion is underpinned by multiple structural tailwinds, including IPO-led wealth creation, a sharp rise in ultra-high-net-worth individuals (UHNWIs), rapid urbanisation, and the acceleration of smart city initiatives.

The numbers reflect a deeper shift. According to Knight Frank’s study, ‘The Wealth Report 2024’, India’s ultra-rich population is expected to grow by nearly 50% from 13,263 individuals in 2023 to 19,908 by 2028. At the same time, aspirational momentum is strong: as per Sotheby’s International Realty’s Luxury Outlook 2024, 71% of affluent Indians intend to purchase a luxury home within the next 12 to 24 months, driven by both capital appreciation and lifestyle aspirations.

Yet, beyond the growth story lies a more profound evolution, what defines “luxury” in Indian housing has fundamentally changed.

From Opulence to Intentional Living

A decade ago, luxury homes were often defined by visible opulence, grand chandeliers, imported marble, and expansive layouts. In 2026, that narrative feels outdated. Today’s luxury is quieter, more intentional, and deeply personal.

The modern Indian luxury homeowner is no longer buying just a residence, they are investing in a holistic living experience. Homes are now expected to support physical well-being, mental health, productivity, privacy, and sustainability. This evolution has been accelerated by the post-pandemic world, where hybrid work and global exposure have redefined expectations.

Buyers are benchmarking their homes against the best global experiences: luxury hotels, wellness retreats, co-working environments, and branded residences abroad. The result is a new definition of luxury: one that blends functionality with emotional and experiential value.

Sustainability Moves from Feature to Foundation

Green living is no longer a differentiator, it is becoming a baseline expectation. The real estate sector is witnessing a growing dominance of eco-conscious developments that go beyond token sustainability.

Luxury homes in 2026 increasingly incorporate energy-efficient systems, water conservation technologies, and environmentally responsible materials. But more importantly, sustainability is being approached holistically integrating architecture, landscape, and community planning.

For affluent buyers, sustainability is not just about reducing environmental impact; it is also about long-term value, healthier living environments, and alignment with global standards of responsible luxury.

Smart Homes Become Standard

Technology is now central to the luxury living experience. Nearly 75% of luxury homebuyers expect advanced smart home features as a given.

From AI-powered security systems to app-controlled lighting, climate, and entertainment, homes are becoming intuitive ecosystems. Voice-activated systems and seamless automation are no longer futuristic, they are essential.

However, the real shift lies in how technology is being perceived. It is no longer about showcasing innovation but about enhancing convenience and eliminating friction. The best luxury homes today integrate technology so seamlessly that it becomes almost invisible yet indispensable.

Wellness as a Non-Negotiable

Perhaps the most defining shift in luxury housing is the elevation of wellness from an amenity to a core design principle.

Wellness is no longer limited to a gym or spa mentioned in marketing brochures. It is embedded into the very architecture and planning of homes and communities. Buyers are actively seeking for thoughtful design elements such as natural ventilation, abundant daylight, and acoustic insulation that reduce stress and enhance well-being. This shift reflects a deeper understanding: true luxury is not about indulgence, but about living well: physically, mentally, and emotionally.

Rise of Branded Residences

India’s branded residences segment has rapidly evolved into one of the most dynamic and influential categories within the luxury real estate landscape. With an estimated market valuation of $5 billion in 2025, India now stands as the sixth-largest branded residence market globally a remarkable rise for a category that was virtually nascent a decade ago.

Over the last ten years, the ultra-luxury housing segment has recorded an extraordinary 160% growth, propelled by affluent domestic buyers, global investors, and NRIs seeking more than just a home. What they desire is a distinctive blend of brand prestige, curated services, global aesthetics, and lifestyle elevation.

This momentum is visible across India’s latest marquee launches from Elie Saab–branded residences in Gurugram and Noida, Jacob & Co’s architectural statement in Noida, and Westin Residences in Gurugram, to Four Seasons Private Residences and the Armani/Casa-designed Lodha World Towers in Mumbai.

It is no surprise, then, that branded residences consistently command a 30–40% premium over traditional luxury properties. Beyond the architectural and service excellence, buyers place immense value on trust, legacy, and long-term asset appreciation that established global brands bring.

Design with a Longevity Lens

Buyers today are far more informed and selective. They can easily distinguish between superficial luxury and genuine quality. As a result, there is a growing emphasis on “design that lasts.” This includes the use of high-quality, durable materials, timeless aesthetics, and layouts that remain relevant over time. Luxury is no longer about trends, it is about permanence. Buyers are prioritising homes that age gracefully, both in terms of design and functionality.

The Future of Luxury Living

The Indian luxury home of 2026 is no longer defined by how much it showcases, but by how well it understands its resident. Today’s affluent buyers are looking for homes that adapt to their routines, spaces that seamlessly transition between work and leisure, technology that simplifies daily life, and communities that foster well-being and connection.

Luxury, in its truest sense, is evolving into something far more meaningful: a balance of comfort, consciousness, and customization.

As India’s wealth landscape expands and consumer expectations mature, luxury housing will continue to move beyond aesthetics toward experiences that are deeply personal, purposeful, and enduring.

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Editorial Note: This op-ed reflects the independent views and analysis of the author, based on publicly available industry research. The opinions expressed are those of the author and do not necessarily reflect the views of the World Luxury Chamber of Commerce (WLCC).

For more expert articles, visit https://worldluxurychamber.com/category/expert-articles-interviews/

Luxury has become increasingly global, yet the meaning of prestige remains deeply local. While affluent consumers around the world may share expectations around quality and service, the emotional drivers behind luxury purchasing decisions differ significantly from one region to another.

In mature markets, luxury may be associated with heritage and discretion. In developing economies, it may represent innovation, status, or access. Elsewhere, it is characterized by privacy, personalization, cultural connection, or transformative experiences.

For modern luxury brands, international relevance no longer depends on applying a universal formula. It depends on understanding how cultural values influence perceptions of refinement, exclusivity, and trust.

The brands that succeed globally are rarely the loudest. They are the ones capable of expressing excellence in ways that feel authentic within each market they enter.

Europe: The Enduring Impact of Heritage

European luxury continues to affect many of the world’s expectations around craftsmanship, elegance, and permanence. Across markets such as France, Italy, Switzerland, and the United Kingdom, prestige is often closely tied to legacy and savoir-faire.

Consumers in these regions tend to value brands that demonstrate continuity, technical mastery, and a clear sense of identity developed over decades, sometimes centuries.

Visibility alone rarely creates influence in European luxury culture. Respect is more often earned through:

• Proven craftsmanship
• Attention to detail
• Artistic and cultural credibility
• Long-term consistency

Luxury within this context is often understated. Sophistication is communicated through precision, restraint, and confidence rather than excess.

What Luxury Brands Can Learn

In heritage-driven markets, credibility matters as much as innovation. Consumers increasingly want to understand the thinking, expertise, and philosophy behind a brand, not simply the product itself.

The strongest luxury identities are often built through:

• Clear authorship and storytelling
• Preservation of standards over time
• Emotional trust developed gradually
• Consistency across every touchpoint

Long-term prestige is rarely created quickly. It is formulated through discipline and continuity.

The Middle East: Luxury as Experience and Expression

In the Middle East, luxury is often associated with scale, hospitality, and memorable experiences. Premium environments are expected to feel immersive, elevated, and highly personalized.

Across markets such as the UAE, Saudi Arabia, and Qatar, luxury brands frequently distinguish themselves through ambitious architecture, tailored service, and exceptional hosting standards.

Consumers in the region often place strong value on:

• Exclusivity and privacy
• Personalized attention
• Experiential sophistication
• Strong visual and emotional impact

Luxury here is not simply about ownership; it is about presence and experience.

What Luxury Brands Can Learn

Brands operating in the Middle East benefit from understanding the emotional dimension of service. The experience surrounding a product or destination can carry as much value as the offering itself.

The brands that resonate most successfully are often those that deliver:

• Anticipatory service
• Elevated presentation
• Strong emotional engagement
• Seamless personalization

In these markets, excellence is expected to feel effortless, confident, and memorable.

Asia: Refinement Through Precision

Asia’s luxury is diverse, sophisticated, and growing. While each market has distinct cultural dynamics, many consumers across the region share a strong appreciation for precision, discipline, and thoughtful execution.

In Japan, luxury is frequently connected to craftsmanship, subtlety, and meticulous detail. In China, prestige is often linked to rarity, service excellence, and symbolic value. South Korea continues to influence contemporary luxury through design innovation, aesthetics, and cultural relevance.

Across many Asian luxury markets, consumers consistently value:

• Precision and consistency
• Efficiency and seamlessness
• Discretion
• Elevated service standards

Small details often carry significant meaning.

What Luxury Brands Can Learn

In many Asian markets, refinement is demonstrated through execution rather than spectacle. Consumers notice nuance, and expectations around service and presentation are exceptionally high.

Brands that build lasting loyalty tend to prioritize:

• Operational excellence
• Thoughtful customer journeys
• Cultural awareness
• Consistent quality at every level

Luxury is often measured not by how much is presented, but by how carefully every element has been considered.

Africa: The Rise of Authentic Luxury

Africa’s luxury sector is increasingly recognized for experiences rooted in authenticity, individuality, and emotional connection. Across hospitality, wellness, design, and travel, many of the continent’s most compelling luxury offerings are distinguished by their relationship to place and culture.

From private safari lodges to contemporary architectural retreats, luxury in Africa is often influenced by intimacy, exclusivity, and storytelling.

Many premium experiences across the continent emphasize:

• Genuine cultural connection
• Access to unique environments
• Personalization and intimacy
• A sense of discovery

Rather than replicating international formulas, many African luxury brands create value through originality and emotional depth.

What Luxury Brands Can Learn

Global luxury audiences are increasingly drawn toward experiences that feel meaningful and difficult to replicate.

Brands that stand apart often succeed because they offer:

• Authenticity over standardization
• Emotional resonance over spectacle
• Cultural depth over generic luxury aesthetics

In a highly saturated global market, originality has become one of the most powerful forms of distinction.

North America: Luxury and Lifestyle Integration

In North America, luxury is connected to convenience, flexibility, and personal freedom. Consumers often prioritize experiences and services that incorporate seamlessly into modern lifestyles.

Wellness-focused hospitality, private memberships, concierge ecosystems, branded residences, and curated travel experiences continue to represent luxury culture across the United States and Canada.

Affluent consumers increasingly value:

• Time efficiency
• Privacy and autonomy
• Personalization
• Lifestyle flexibility

Ownership alone is no longer the primary marker of prestige. Increasingly, luxury is associated with access, ease, and quality of life.

What Luxury Brands Can Learn

Luxury brands in North America often perform strongest when they understand the broader lifestyle surrounding the consumer, not just the product category itself.

The most respected brands increasingly focus on creating experiences that feel:

• Seamless and intuitive
• Personalized and adaptable
• Convenient without sacrificing quality
• Aligned with contemporary lifestyles

Luxury today is as much about reducing friction as it is about creating aspiration.

A Global Luxury Consumer With Local Expectations

Although luxury is expressed differently around the world, certain qualities continue to define enduring prestige across markets.

The brands that maintain long-term relevance internationally are often recognized for:

• Authenticity
• Consistency
• Emotional intelligence
• Exceptional service
• Cultural awareness

Today’s affluent consumers are informed, connected, and highly selective. They expect luxury brands to understand not only quality standards, but also the social and cultural context surrounding the experience itself.

What Luxury Brands Can Learn

International expansion requires more than visibility. It requires cultural fluency.

Brands that succeed globally are often those capable of balancing:

• Strong identity with local relevance
• Consistency with adaptability
• Global standards with regional understanding

The future of luxury will belong to brands that understand a simple reality: while standards of excellence may be universal, the meaning of luxury will always remain profoundly human, impacted by culture, emotion, and context.

Stay connected with the latest news, trends, and curated networking opportunities – join the WLCC community: https://worldluxurychamber.com/wlcc-community/

For decades, Peter Greenberg has reported from the front lines of global travel, documenting not only destinations, but the systems, politics, and people behind them. In this conversation with WLCC, the Emmy Award-winning journalist discusses editorial independence, cultural understanding, and why the travel industry risks losing its human value.

World Luxury Chamber of Commerce: You’ve reported from some of the world’s most influential destinations. What does travel reveal about power and leadership that other perspectives often miss?

Peter Greenberg:  Travel is actually the great equalizer, no matter what your position of power and leadership. The travel experience represents common ground and ultimately transcends power, ego, or political persuasion. And the result of that travel experience often reveals true leadership and the understanding and ability to recognize the true power and effect of travel.

WLCC: As an investigative journalist reporting on the travel industry as news, how do you determine what warrants scrutiny, and where do you draw the line between promotion and accountability?

PG: Promotion, by definition, requires accountability. In the process of promoting travel, the industry is making a promise that is often not delivered, either in the process of travel itself or in the overall delivery of the experience. It is part of my mandate as a journalist to make sure the promise is kept.

WLCC: Through The Royal Tour, you’ve explored nations alongside their Heads of State. What have these experiences taught you about the difference between access and true cultural understanding?

PG: A Royal Tour allows me, and the audience, to see a country through the eyes of its leader. There are no political speeches or campaign rallies. Just two people on a road trip, one of whom just happens to run a country. And in that travel process of cultural immersion, what inevitably happens is that the country is not only humanized, but so is the leader.

WLCC: You’ve witnessed decades of change in global travel. What shift in how we move, or why we move, do you believe will define the next era?

PG: My concern is that economic interests are driving a diminishing of service, of cultural experience, and understanding. The leadership of innovative, smart, culturally sensitive CEOs running the travel industry has given way to a CFO mentality more concerned and obsessed with cost instead of value, more motivated by delivering shareholder value than genuine, memorable service and experience. And as a result, we are on the dangerous threshold of crossing over from travelers and authentic human and value-driven experience to just passengers and commodities.

WLCC: Luxury today is often linked to authenticity and cultural depth. From your perspective, what separates meaningful destinations from merely fashionable ones?

PG: What distinguishes destinations (and a definition of luxury) is not material goods but time, space, and conversation. True luxury is when you have meaningful options, and the time to choose and use them as a shared experience with others.

WLCC: After years of reporting across continents, what continues to surprise you about people, regardless of geography or status?

PG: It is their curiosity and insatiable appetite for learning and understanding that transcends traditional borders. It’s not about any language barriers, but the quest for embracing the human condition as a starting point for bridging what were once impossible gaps.

WLCC: In an industry increasingly driven by sponsored content and social media influence, how do you protect editorial independence and maintain investigative standards?

PG: This is the biggest challenge for me, and for my audience. I have a rule in all of my productions and news reports; no entity can sponsor a show in which they appear. We also don’t allow for any product placement. And in the writing, we work hard to make sure we avoid absolute terms, and no words can end in the letters “st.” (best, most, finest, et al). And, in a growing world embracing the promise (but not properly addressing the danger) of AI, how can you seek, and then verify facts? How can you make informed, intelligent decisions when you can’t trust the information you’ve been given? Or the visuals you see? How can you trust the current media platforms? In the end, it gets down to our taking individual responsibility for developing our own trusted sources, and not letting technology or expediency take precedence over basic common sense and getting the truth. And that gets down to my own sense of responsibility in making sure I do the strong work that allows me to be one of those trusted sources.

Thank you, Peter! Follow Peter on LinkedIn for travel insight, investigative reporting, and global perspectives from one of the industry’s most respected journalists. Explore more at his official website:
www.petergreenberg.com

Sacha Zackariya, CEO and Co-Founder of Prosegur ChangeGroup, explores the changing expectations of international luxury travellers and why service, trust, and operational precision remain central to modern travel retail. His book Leading Travel & Tourism Retail was named one of the WLCC TOP Luxury Books for 2026, bringing together insights from leaders across CHANEL, LVMH, and the global luxury sector.

World Luxury Chamber of Commerce: Your book “Leading Travel & Tourism Retail,” now included in the WLCC TOP Luxury Books for 2026, brings together insights from leaders at CHANEL, LVMH, and others. What common principles did you find among these executives when it comes to serving high-value international travellers?

Sacha Zackariya: Across all the leaders interviewed, the common principle was that luxury travel retail is never simply about selling products; it is about understanding the psychology, timing, and expectations of the international traveller. High-value travellers are often time-poor, culturally diverse, and emotionally influenced by the journey itself. The best executives understood that success comes from combining operational excellence with emotional intelligence: the right product, in the right location, presented by well-trained people who can create trust very quickly. Another shared principle was consistency. Whether the customer is in Paris, Dubai, London, or Singapore, luxury brands must deliver a recognisable brand experience while still adapting sensitively to local culture and traveller profiles.

WLCC: Drawing from your experience at Prosegur ChangeGroup and the case studies in your book, how should luxury retailers rethink the role of physical locations in airports and prime city streets to better capture traveller spending?

SZ: Physical locations remain incredibly important, but they need to be rethought as experience, service, and conversion spaces rather than traditional shops. In airports, the customer is in a unique mindset: they are travelling, often spending more freely, but also under time pressure. The best locations must therefore be highly visible, easy to understand, and operationally efficient. On prime city streets, the role is slightly different: stores can become brand ambassadors for the destination itself, combining retail with hospitality, cultural storytelling, and personal service. Luxury retailers should think carefully about traveller flows, dwell time, visibility, staff training, and the ability to convert international visitors who may only have one opportunity to buy.

WLCC: In the book, you address the complexity of the modern traveller, particularly post-pandemic. What practical steps can luxury brands take to balance exclusivity with accessibility for a global and diverse customer base?

SZ: The modern traveller does not fit into one simple category. Luxury brands need to preserve aspiration and exclusivity, but without making customers feel intimidated or excluded. Practical steps include multilingual service, culturally aware staff training, flexible payment options, tax-free and cross-border shopping support, and a more personalised approach to different traveller segments. Accessibility does not mean discounting luxury; it means removing unnecessary friction. A brand can remain exclusive while still being welcoming, understandable, and easy to engage with for customers from many different countries and backgrounds.

WLCC: ESG and responsible tourism are key themes in your work. How do you see luxury retail aligning profitability with environmental and social responsibility without compromising the customer experience?

SZ: I believe ESG and profitability can be aligned if responsible tourism is treated as part of the customer experience rather than as a separate corporate obligation. Luxury customers increasingly expect brands to behave responsibly, but they do not want the experience to feel compromised. That means using better materials, reducing waste, improving supply-chain transparency, supporting local communities, and making operations more efficient, while still delivering beauty, service, and excellence. In travel retail, there is also a responsibility to respect the destination. The most successful brands will be those that can make customers feel that their purchase is not only desirable, but also thoughtful and responsible.

WLCC: Looking ahead, what changes do you expect in travel and tourism retail over the next decade, and how should luxury brands prepare to remain competitive in that environment?

SZ: Over the next decade, travel retail will become more data-driven, more experiential, and more competitive. International travellers will expect seamless digital and physical journeys, more personalisation, faster service, and greater transparency. Airports and prime city locations will remain powerful, but only for brands that understand how to capture attention quickly and create genuine value. Luxury brands should prepare by investing in people, technology, customer data, localisation, and operational agility. The winners will be those who combine the timeless qualities of luxury — trust, craftsmanship, and service — with a much more modern understanding of global travellers and how they behave.

Thank you, Sacha! Discover more about Sacha Zackariya on LinkedIn and grab your copy of Leading Travel & Tourism Retail on Kogan Page.

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WLCC regularly features conversations and insights from global luxury leaders. Join our community to receive new interviews and perspectives weekly: https://worldluxurychamber.com/wlcc-community/.

Designer and author of Relaxed Luxury, named one of the TOP Luxury Books for 2026, Chad Dorsey, believes luxury should be experienced through comfort, permanence, and material honesty rather than display. In this conversation with WLCC, he discusses authorship in design, the future of interiors, and why the best spaces are meant to be lived in.

World Luxury Chamber of Commerce: Your concept of “relaxed luxury” emphasizes tactility, restraint, and personal comfort. How do you guide clients to embrace this mindset when they may initially associate luxury with more overt expressions?

Chad Dorsey: Clients often associate luxury with a “look” because that is what they’ve been sold through renders and glossy magazines. Guiding my client away from overt, performative luxury toward a mindset of authorship and restraint is an exercise in recalibrating their sensory expectations. I’m not asking them to settle for “less”; I’m asking them to demand “better”—to prioritize the structural soul over the decorative surface. I want the client to realize that overt luxury is a loud shout, while “relaxed luxury” is a confident, permanent resonance. When they stop asking “Does this look expensive?” and start asking “How will this live with me?”, I have succeeded.

WLCC: Having started in hospitality design and moved into high-end residential work, what lessons from designing hotels and resorts still influence how you approach private homes today?

CD: A space that is only “meant to be looked at” is a failure. It’s dead square footage. Hospitality taught me that every inch must earn its keep through utility. I design spaces where the materiality was chosen to handle the friction of a life lived. I bring this structural rigor to my residential work. I guide clients to spend on the “invisible architecture” first, because without it, everything else is just noise. I understand that for a home to feel “relaxed,” the mechanics of the house—staff, prep, maintenance—must be architecturally integrated but visually silent. This allows the owners to inhabit the residence with a sense of effortless, uncompromised luxury.

WLCC: You frequently collaborate with artisans and develop bespoke pieces, including your STRIKE mantel collection. How do these collaborations shape the identity of a project, and where do you see the role of craftsmanship in the luxury market right now?

CD: I don’t hire artisans to execute a simple drawing; I engage them to push the boundaries of what a material can do. In a market saturated with “curated” showrooms, a project’s identity is defined by what cannot be replicated. When I collaborate on a bespoke piece—like a STRIKE mantel—I am moving the project away from decoration and toward a permanent architectural signature. The piece becomes an anchor. Because it was custom-fabricated for a specific volume and light, it feels “of the house” rather than “in the house.”

WLCC: Your book, Relaxed Luxury, which was recently named one of the TOP Luxury Books for 2026 by WLCC, effectively translates your design philosophy into a broader narrative. What did the process of documenting your work teach you about your own approach, and how do you hope it influences both clients and the design community?

CD: Photographs often struggle to capture the “heft” of a room. The process of making Relaxed Luxury taught me that my best work isn’t defined by a specific color or chair, but by the structural grounding that holds those pieces together. I realized that true “Authorship” isn’t just about what is added to a room, but also in the restraint of what is left out. Seeing projects from different years side-by-side in a book format proved that my “No two spaces look alike” mantra isn’t just a catchy line—it’s a methodology.

For clients, Relaxed Luxury serves as a manual for living inside the collection. I hope that it moves them away from the anxiety of “perfection” and that a home is an evolving biography, not a static monument to their wealth.

For the design community, they often fall into the trap of “Aspirational Sameness.” My book is a manifesto against that. I hope my book encourages other designers to reclaim their role as authors rather than decorators. I want to influence the next generation of architecturally trained designers to prioritize the “bones” and the “patina” over the trend. Luxury doesn’t have to apologize for being real.

WLCC: Looking ahead, what shifts do you expect in the luxury interiors space in terms of client expectations, materials, and the balance between architecture and decoration?

CD: As the definition of “affluence” shifts away from outward display and toward internal resonance, the luxury interiors space is entering an era of radical honesty. For someone who has always championed authorship over decoration, this shift isn’t a change in direction—it’s a market catch-up to my existing philosophy. Clients will stop asking “What is in style?” and start asking “Does this reflect my history?” They will demand a space that feels entirely singular and impossible to replicate.

For materials, I see a rise in living surfaces. The era of plasticized “perfect” finishes is over. Luxury is being redefined by material integrity—surfaces that have the capacity to age, wear, and tell a story. We will see a drenching of spaces in raw, honest materials: unsealed stone, hand-applied plasters, and “living” metals. The luxury value will be placed on the patina. Clients will embrace the etch on a marble countertop as a mark of a life lived, rather than a flaw to be polished away. This aligns perfectly with my “Relaxed Luxury” ethos—materials that invite use rather than observation.

In regard to Architecture vs. Decoration:
As the market becomes more sophisticated, clients are beginning to realize that you cannot decorate your way out of poor architecture. The industry is moving away from the “Decorator” and toward the Architectural Biographer. The future of luxury isn’t about being looked at; it’s about being lived in—with every etch, patina, and custom-fabricated join serving as a testament to the authorship of the space.

Thank you, Chad! Visit Chad Dorsey’s website to explore his latest residential projects, bespoke collections, and design philosophy. Order Relaxed Luxury to discover his perspective on architecture, materiality, and living with intention.

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WLCC regularly features conversations and insights from global luxury leaders. Join our community to receive new interviews and perspectives weekly: https://worldluxurychamber.com/wlcc-community/.

Sabrina Piccinin, Founder and CEO of Haute Retreats, shares how decades of experience across hospitality, villa operations, and private aviation shaped her approach to luxury travel. In conversation with the World Luxury Chamber of Commerce, she discusses personalization, cultural understanding, and why true luxury is built on trust, discretion, and genuine care.

World Luxury Chamber of Commerce: You have worked across multiple roles in hospitality, from hotel management to villa operations and even aviation. How have these experiences influenced the way you design and deliver a luxury villa experience today?

Sabrina Piccinin: Every role I’ve held has been a masterclass in a different dimension of service. Hotel management taught me the operational backbone — the unseen choreography that makes a guest feel effortlessly cared for. Villa operations then showed me the intimacy of private travel: the way a family settles into a space, the rhythms of a household, the subtle art of being present without being intrusive. And aviation — particularly private aviation — gave me an understanding of the ultra-high-net-worth traveler’s mindset at its most distilled. These clients aren’t just buying a seat or a bed; they are buying time, privacy, and the certainty that every detail has been thought of before they even think to ask.

What ties all of these together is that luxury, at its highest level, is invisible. When something is done truly well, the client never notices the effort — they simply feel at ease. That is the philosophy I have brought to Haute Retreats. We are not in the business of impressive brochures. We are in the business of flawless experiences, and that requires a team with genuine hospitality DNA, not just a beautiful website.

WLCC: Haute Retreats emphasizes personalization over instant booking. In a market that often prioritizes speed and scale, how do you maintain that level of human connection while growing the business?

SP: This is perhaps the central tension of what we do, and I think about it constantly. The temptation in this industry is to automate, to streamline, to build systems that scale efficiently. And to a point, technology is a wonderful enabler — it frees our specialists to focus on the conversations that truly matter. But the moment you replace a human being with an algorithm at the point of discovery, when a client is telling you about their anniversary, or their child’s milestone birthday, or the fact that their elderly mother has mobility considerations, you have lost something irreplaceable.

My answer has always been: grow the team before you grow the portfolio. We will never onboard more villas than our people can genuinely know. When one of my villa specialists recommends a property in Mykonos or the Amalfi Coast, it is because they have been there, they have met the household staff, they know which bedroom catches the best morning light. That knowledge cannot be manufactured, and it is precisely what our clients are paying for. Scale, for us, means deepening our expertise — not diluting it.

WLCC: You have lived and worked in several countries and cultures. How does this global perspective shape the way you select villas and craft experiences for an international clientele?

SP: It has given me a kind of cultural empathy that I believe is fundamental to doing this work well. When you have actually lived somewhere — not visited, but lived — you understand the difference between what a destination presents to tourists and what it genuinely offers to someone who knows it from the inside. That is a distinction our clients feel immediately, even if they cannot articulate why.

For villa selection, it means I am looking beyond aesthetics. A property can be architecturally breathtaking and still be the wrong fit for a particular client because the local infrastructure cannot support their expectations, or because the household staff does not have the language or cultural fluency to serve an international family gracefully. My global background means I ask those questions instinctively, because I have experienced those friction points firsthand.

And for crafting experiences, I think it makes me a better listener. When a Brazilian family arrives in Tuscany, or a Japanese couple retreats to the Maldives, or an American family explores the South of France for the first time, they each bring their own cultural relationship with leisure, with privacy, with food, with time. Understanding those nuances allows us to create something that feels genuinely tailored rather than generically luxurious.

WLCC: Many luxury travelers today expect more than just a beautiful property. What specific elements or services do you believe truly define a five-star villa stay in today’s market?

SP: The beautiful property is table stakes. If the pool is stunning and the view is spectacular, that is simply the entry ticket. What elevates a stay from remarkable to truly unforgettable — and what brings clients back year after year — lives in the layers beneath the aesthetics.

The first is the quality of the local team. A villa is only as good as the people who run it. A chef who cooks with market-fresh ingredients and adjusts their menu the moment a child declares they do not like coriander — that is luxury. A house manager who anticipates that after a long transatlantic flight, the family will want a light meal ready and the beds turned down without being asked — that is luxury. Training and cultivating local staff is something we invest in enormously.

The second is seamless access to experiences. Our clients are not looking for what they can find on TripAdvisor. They want the private winemaker’s dinner at a Barolo estate that is not open to the public. They want the boat captain who knows every hidden cove. They want the museum director who will open the doors an hour early. That level of access requires relationships built over years, and it is one of the most meaningful differentiators we offer.

And finally — and this has become increasingly important — it is the sense of genuine wellbeing. Rest, reconnection, digital detox, privacy. The most sophisticated luxury travelers today are not chasing stimulation. They are protecting their inner lives. A villa that provides a genuine sanctuary, where they feel safe and unhurried and completely themselves, is worth more to them than any amenity list.

WLCC: Looking ahead, where do you see the luxury villa and private travel sector heading over the next five to ten years, and what will clients value most in that future?

SP: I see several converging forces that will reshape the sector in profound ways. The first is the continued migration from hotel stays to private residences for longer, more immersive travel. Post-pandemic, something shifted permanently in how people think about travel. They want depth over breadth. They want to inhabit a place, not just visit it. That shift plays directly to everything Haute Retreats has always stood for, and I believe it will only accelerate.

The second is a heightened sensitivity to authenticity and sustainability. Our clients are increasingly asking not just whether a property is beautiful, but whether it is responsibly managed. Are the staff paid fairly and treated with dignity? Is the architecture sympathetic to its landscape? Is the food sourced locally? These are no longer fringe concerns — they are becoming central to the purchasing decision of the discerning traveler. We are building frameworks to assess and communicate this across our entire portfolio.

The third, and perhaps the most fascinating to me, is the rise of truly multigenerational travel. As wealth transfers across generations and as families increasingly prize time together over material acquisitions, we are seeing bookings that bring together grandparents, parents, and grandchildren under one roof for two or three weeks at a time. Designing experiences that speak meaningfully to a six-year-old, a forty-year-old, and an eighty-year-old simultaneously — that is a wonderful creative challenge, and it is one I believe will define the next era of luxury villa travel.

What clients will value most, ultimately, is the same thing they have always valued at the deepest level: feeling truly known and genuinely cared for. That will never go out of fashion.

Discover more about Haute Retreats and its collection of luxury villa experiences at HauteRetreats.com or connect with Sabrina Piccinin on LinkedIn for insights into the future of private travel.

WLCC regularly features conversations and insights from global luxury leaders. Join our community to receive new interviews and perspectives weekly: https://worldluxurychamber.com/wlcc-community/.

Mark Satterfield, author of The Luxury Agent Playbook, named among the TOP Luxury Books for 2026 by WLCC, breaks down what truly drives affluent clients and how they assess who to trust. In this conversation, Satterfield moves beyond theory to outline the signals, behaviors, and expectations that define high-value relationships at the top end of the market.

World Luxury Chamber of Commerce: In The Luxury Agent Playbook, you highlight that affluent clients follow a different decision process. What are the key signals agents should look for to identify serious high-net-worth buyers and avoid time-wasters?

​Mark Satterfield: Affluent real estate buyers don’t browse—they pre-qualify you, then move with intent. The signals are subtle, but once you know them, they’re obvious:

1. They reference you before you’ve sold them
They’ve seen your listings, your content, or were referred—and they speak like they already understand your value.

2. They lead with specifics, not general interest
“This property fits what I’m looking for except for X…” Not: “Just curious what’s out there.”

3. They tighten the scope quickly
They don’t want 20 options. They want the right 2–3. That’s a serious buyer.

4. They introduce other decision-makers early
Spouse, advisor, attorney. If those people show up early, the deal is real.

5. They don’t fixate on price—they focus on fit
Questions are about positioning, timing, long-term value—not just “can we get it cheaper?”

Bottom line:
Time-wasters consume attention.
Serious affluent buyers create momentum—and your job is to recognize it early and lean in.

​WLCC: Many agents want to break into the luxury market but struggle to win their first high-end listing. What are the most effective ways to build credibility quickly in that space?

​MS: Most agents think they need a luxury listing to break in. Wrong. You don’t get the listing first—you signal that you already operate at that level, and the listing follows.

Here’s how you do it fast:

1. Look like the deal before you ever touch one
Your photos, videos, listings, even your Instagram—if it doesn’t feel expensive, you’re invisible to that market.

2. Get next to people who already have access
Referrals, wealth managers, attorneys, connectors. One introduction from the right person beats 100 cold attempts.

3. Speak like an insider, not a salesperson
Drop the “here’s what I do.” Start talking like you understand how wealthy clients actually think and decide.

4. Cut anything that screams entry-level
Cheap listings, sloppy marketing, inconsistent branding—one wrong signal kills the whole illusion.

5. Manufacture a moment that forces attention
A standout listing, a bold piece of content, a strategic partnership—something that makes people say, “Who is this?”

Bottom line:
You’re not waiting to be chosen.
You’re stacking signals that you already belong, and choosing you feels like the obvious move.

​WLCC: You emphasize that luxury is about experience, not just property. What are the specific touchpoints where agents either win or lose affluent clients?

MS: Luxury isn’t just about the house—it’s about how it feels to deal with you. And affluent clients are judging that from the first second.

This is what that means:

1. The first touch
If your response is slow, generic, or sounds like everyone else, you’re done. They expect precision and presence immediately.

2. The first conversation
Are you in control…or rambling? If you’re not asking sharp, intelligent questions, you’ve dropped yourself to a commodity level.

3. Access & logistics
If it’s hard to schedule, confusing, or takes too many steps, you’ve already lost them. Wealthy clients don’t tolerate friction.

4. The showing (or interaction itself)
This is your stage. If it feels flat, unprepared, or transactional—you’re forgettable.

5. Communication throughout
Too much talking equals insecurity. Too little equals a lack of control and knowledge. They’re looking for calm, clear authority.

6. The follow-up
If it feels like “just checking in,” you’re just a typical agent. If it feels like insight or direction… you’re the advisor.

Bottom line:
You’re not being judged solely on the property.
You’re being judged on whether you feel like someone they trust to operate at their level.
Every touchpoint either reinforces that…or destroys it.

​WLCC: From your work across industries, what strategies from outside real estate can luxury agents adopt to strengthen relationships and secure repeat high-value clients?

​MS: Most agents think relationships are built by staying in touch.

They’re not. They’re built on how you make someone feel every time they interact with you—and other luxury industries understand this better than real estate.

Here’s what to steal and use immediately:

1. Private banking: Anticipation over reaction
Top bankers don’t wait for the call—they reach out with ideas, opportunities, and insights. Do the same. Bring them things they didn’t ask for but instantly see the value in.

2. High-end hospitality: Frictionless experience
Luxury hotels remove every annoyance before you notice it. Your process should feel effortless—no confusion, no chasing, no dropped details.

3. Wealth management: Consistent, calm communication
Not constant updates—relevant updates. They know what’s happening, what it means, and what to do next. That’s control.

4. Luxury retail: Personalization at a deep level
They remember preferences, tastes, and patterns. You should know how your clients think, what they value, and how they make decisions.

5. Private clubs: Access and belonging
People stay because of who they meet and how they’re treated. Make introductions. Create connections. Become a gateway, not just a service.

Bottom line:
You don’t win repeat high-end clients by “checking in.”
You win by becoming the person they rely on for access, insight, and effortless execution—long after the deal is done.

​WLCC: Looking ahead, how do you see the expectations of affluent buyers and sellers changing, and what should luxury agents start doing now to stay competitive?

​MS: Affluent clients aren’t becoming more demanding—they’re becoming more selective and efficient. They expect fewer options, better judgment, and a smoother experience.

Here’s what’s changing—and what to do now:

1. Less information, more interpretation
They don’t need data—they need someone who can translate it. Start positioning yourself as the advisor who simplifies decisions, not the one who floods them with options.

2. Speed with discretion
They want things to move fast—but never feel rushed or exposed. Tighten your process so everything feels seamless, private, and controlled.

3. Personalization becomes assumed
Generic follow-up and broad messaging won’t cut it. Know their preferences, anticipate needs, and tailor every interaction.

4. Access over inventory
The real value isn’t what’s listed—it’s what’s available through you. Build relationships that give you off-market opportunities and introductions.

5. Fewer, better relationships
They’re not collecting agents—they’re choosing one or two they trust deeply. Focus on depth, not volume. Become the default.

6. Presence matters more than promotion
They’ll check you out before they ever engage. Your brand, content, and positioning need to signal instantly: “this is my level.”

Bottom line:
The agents who win won’t be the busiest.
They’ll be the ones who feel the most certain, connected, and easy to trust—before the first conversation even happens.

Thank you, Mark! Follow Mark on LinkedIn for insights on attracting high-net-worth clients, or explore his work and books at his official website to refine your positioning and client experience: https://www.getwealthyclients.com/mark-satterfield

WLCC regularly features conversations and insights from global luxury leaders. Join our community to receive new interviews and perspectives weekly: https://worldluxurychamber.com/wlcc-community/.

Neen James, author of Exceptional Experiences and one of the featured titles in the TOP Luxury Books for 2026 by WLCC, argues that growth does not come from better products alone, but from how clients feel in every interaction. In this conversation, she explains why advocacy is the most overlooked driver of market share and how leaders can build it deliberately. She also shares how to deliver personal, memorable experiences without sacrificing scale.

WLCC: In Exceptional Experiences, you introduce the five luxury levers. Which of these do you see most misunderstood or underutilized by leaders outside traditional luxury sectors, and why?

Neen James: Leaders of brands invest significant energy into the first four luxury levers of our Experience Elevation Model™ of entice and invite to attract clients, then excite and delight existing clients, and yet the most underutilized, and the most profitable to drive market share, is ignite to create advocates.

They work hard to attract attention, create a warm welcome, build excitement, and deliver delight in the moment. And then once someone becomes a client, some brands just leave the relationship exactly where it was. Ignite is about turning those exceptional experiences into something the client carries with them and shares with others, and they become an advocate for your brand, referring others to you.

It is about creating what I call Champagne Moments: unexpected, perfectly timed gestures that make someone feel truly seen, heard, and remembered. Turning the ordinary into the extraordinary… that’s creating Champagne Moments.

The research I conducted for my book, Exceptional Experiences, with Audience Audit confirmed my theory: luxury is about experiences, not things.

Across every segment of luxury consumers, regardless of income or industry, two research findings you will enjoy knowing are that luxury is viewed as a reward for hard work and experiences consistently outweigh things.

Leaders outside traditional luxury sectors often assume they need more product features, a better price point, or a flashier launch, and yet, what they need is to share a story with their clients that is worth telling. Ignite creates advocates from the experiences they have with your brand and the stories you share. And when clients carry your story into the world, that is the most powerful marketing available to any brand. This is how you grow market share by igniting your advocates.

WLCC: You emphasize that luxury is about experiences, not products. How can executives in high-growth or volume-driven industries apply this mindset without compromising scale or efficiency?

NJ: The luxury mindset is not reserved for brands with a certain price point or in the luxury industry. It is a philosophy about how you make people feel seen, heard, and valued. It requires you to be intentional with your attention. The Luxury Mindset Research I conducted for Exceptional Experiences revealed four attitudinal segments among luxury consumers: Reluctant and Removed, ProPrioritizer, Confident and Content, and the Luxury Lover. What struck me was that the desire for meaningful experiences was not confined to one group. Even the segment I call Confident and Content, those who are less conspicuous about their relationship with luxury, responded powerfully to being made to feel genuinely valued.

That insight translates directly into high-volume businesses. Scale and personalization are not opposites when you build the right systems. What I call Systemized Thoughtfulness is the practice of operationalizing the small gestures, the precise language your clients want to hear, the anticipatory service details that make every client feel like the only person in the room, and doing it consistently, across an entire team, without depending on individual heroics.

The leaders who do this well train their people to notice what others overlook. They build it into onboarding, into follow-up sequences, into the way a call is opened and closed, and into how to keep detailed records on every client. That is how you scale the luxury mindset without losing what makes it exceptional. If you are always asking, ‘How can I make my clients feel seen, heard, and valued?’ you can bring the luxury mindset into every interaction. It’s moving from transactional interactions to transformational experiences.

WLCC: Your Experience Elevation Model™ focuses on moving from transactional to transformational relationships. What are the first practical shifts a leadership team should make to start embedding this into their client strategy?

NJ: Start with orientation. Many leadership teams are designed around what they deliver, not around how the client will experience their journey with you. In Exceptional Experiences, I outline what I call B.D.A, the before, during, and after framework, because the experience does not begin when the product or service lands. It begins the moment someone decides to engage with you. Start there and map what your client feels, thinks, and notices before they are even in the room with you.

The second shift is in language. Luxury brands have always known that the words you choose shape the feelings you create. A transactional team talks about processes and deliverables. A transformational team talks about the individual person. The third shift is accountability. The organizations I have worked with that make the leap from transactional to transformational do not leave the client experience to chance. They assign ownership, measure it, and celebrate the moments where a team member created something extraordinary, a Champagne Moment. Once leaders make those shifts, orientation, language, and accountability, the culture begins to follow. And that culture is where exceptional experiences live.

WLCC: Having worked with brands like Four Seasons and Virtuoso Travel, what distinguishes organizations that consistently deliver exceptional client experiences from those that struggle to maintain that standard?

NJ: The organizations that sustain exceptional client experiences share one defining trait: their leaders experience the brand through their clients’ eyes, and they commit to this for every touchpoint in their clients’ journey.  The brands I have had the privilege of working alongside, including Four Seasons and Virtuoso Travel, have built an almost obsessive team culture of noticing and paying attention to every small detail and then capturing those details to elevate the experiences in the future. Every touchpoint is considered, every marketing piece, every word spoken in language is intentional, the complete sensory experience, and that is supported by a team that is empowered to personalize and customize client interactions to elevate their experience.

What separates them from organizations that struggle is not budget or the size of the team; it is the deep belief held by leadership and modeled consistently, that the smallest detail matters as much as the grandest gesture. The Luxury Mindset Research I conducted for my book reinforced this. Across every segment of luxury consumers, the experience of feeling genuinely cared for consistently outweighed any specific product or service feature. The organizations that understand this build systems of elevation to make that feeling reproducible. Brands that struggle tend to rely on their best people to carry it, and that can create challenges when these best people get promoted, move on, or simply have an off day. You cannot build a category-defining brand on something that is inconsistent; you need what we call Systems of Elevation (outlined in the Experience Elevation Model™) because systems create freedom.

WLCC: Looking ahead, what changes do you expect in client expectations within the luxury space, and how should leaders prepare now to remain relevant and competitive?

NJ: We can all agree that clients are now more sophisticated and more discerning. My Luxury Mindset Research surfaced something important: across every attitudinal segment, there is a growing conviction that luxury is earned, it is a reward for hard work, and that the experiences tied to it need to justify not just the financial investment but the investment of time. Time is the ultimate luxury currency right now.

What that means for brand leaders is to remain competitive, we need to value our clients’ time as the most precious resource in the relationship. Anticipate needs before they are expressed. Remove friction before it is encountered. Create moments (Champagne Moments) so thoughtful and so specific that the client feels the experience was designed just for them. In Exceptional Experiences, I describe this as building your Experience Elevation model. If you want to stay current and relevant, grow your reputation, and ignite a brand that advocates refer others to, these five luxury levers will help you.

In our digital, AI world, investing time and resources to elevate the human connection differentiates you and your brand.

Thank you, Neen!
Follow Neen James on LinkedIn for practical leadership insights on client experience and attention strategy, or visit her website to explore her work and schedule a conversation.

WLCC regularly features conversations and insights from global luxury leaders. Join our community to receive new interviews and perspectives weekly: https://worldluxurychamber.com/wlcc-community/.

Phil Keb is a leading figure in global luxury hospitality and a Board Member of the World Luxury Chamber of Commerce. Known for his strategic approach to hotel development, investment, and brand growth, he has contributed to more than 60 projects worldwide with a combined value exceeding $8 billion. In this exclusive interview, Keb shares insights on investment strategy, project execution, and the future of luxury hospitality.

World Luxury Chamber of Commerce: How has your early training in engineering influenced the way you structure deals, assess risk, and execute complex global hospitality and investment transactions today?

Phil Keb: Understanding how buildings are constructed and operate on every level allows me to allocate operating costs in mixed-use projects and keep necessary reserves in place to meet both the project and the brand standards. So many times, “value engineering” plays an essential role in establishing the initial development budget and ensuring that it’s also realistic.

WLCC: How does that stage shape or impact long-term profitability?

PK: It’s especially important to make good decisions during that initial stage so as not to compromise critical areas of operation that will impact the guest experience, but then prove too costly or disruptive to fix later. I also learned that an efficient facilities program for both hotel and residential areas – and, in turn, design – is critical for controlling project costs and delivering those sought-after returns.

WLCC: Having worked across diverse financing models, including Sharia-compliant structures, public-private partnerships, and citizenship-by-investment initiatives, what investment approaches do you believe future luxury hotel and resort developments should always consider?

PK: Regardless of the source of capital, there is – and always will be – a need for adequate risk-adjusted returns to the investors. The important thing is to structure the deal correctly to deliver those returns right from the get-go. With luxury developments today, it requires some amount of branded residential product to achieve both the immediate and long-range financing goals.  

WLCC: You have led projects ranging from boutique, technology-driven lifestyle hotels to large-scale luxury resorts. How should someone leading a project adjust their development strategy and capital planning across multiple brands, markets, and guest profiles?

PK: Each project has its unique characteristics but, in all cases, it comes down to providing what a specific market and project customer wants. That’s best done by listening to the consumer or customer and satisfying both their spoken and unspoken needs. As Horst Schulze advised me years ago, “really listen to your customer, and you will always learn something interesting.” One of the keys today is to generate meaningful, current customer-survey data, and AI is greatly improving our ability to gain those insights for enhanced real-world decision-making.  

WLCC: In your current role advising on strategic growth of the upper luxury brands at IHG, how do you balance brand standards, owner priorities, and guest expectations when evaluating new projects and partnerships?

PK: Brand standards are well-defined at this point with targeted markets for strategic growth, so the owner’s project needs to fit within those parameters. Our brand standards are based on and focused on satisfying guest expectations, but there is always a balancing act needed to meet them in the real world, while simultaneously helping the owner develop or deliver the project within budget.

WLCC: As a Board Member of the World Luxury Chamber of Commerce, how do you see your experience in global hotel development and deal structuring contributing to the Chamber’s mission and its members?

PK: Because a core part of WLCC’s mission is to unite leaders and entrepreneurs of elite luxury brands, I look forward to meeting with and collaborating with companies outside of the hospitality industry and sharing those insights and opportunities with our members. It is my hope to add value to our growing community in a genuinely comprehensive way, with an even wider range of strategic, operational, and financing solutions that can support their ongoing success.

WLCC: Thank you, Phil! Connect with Phil Keb on LinkedIn to follow his latest insights on global hospitality investment and luxury brand development: https://www.linkedin.com/in/philkeb/

WLCC regularly features conversations and insights from global luxury leaders. Join our community to receive new interviews and perspectives weekly: https://worldluxurychamber.com/wlcc-community/.

The convergence of Artificial Intelligence (AI), Web3, and the Metaverse is no longer a distant vision. It is actively influencing how luxury brands operate, engage, and create value. For members of the World Luxury Chamber of Commerce (WLCC), understanding and adopting these technologies is becoming a strategic imperative rather than a speculative exercise. Today’s most forward-thinking luxury leaders are not waiting. They are deploying practical tools that enhance exclusivity, deepen client relationships, and unlock new revenue streams.

AI: Hyper-Personalisation at Scale

Luxury has always been defined by personalization, but AI is taking it to a more advanced level. Advanced AI tools are now enabling brands to analyze client behavior, preferences, and purchase history in real time. New platforms and bespoke AI systems are helping luxury houses curate tailored experiences, from personalized product recommendations to predictive concierge services.

AI is also influencing clienteling. Sales associates are equipped with intelligent dashboards that suggest when to reach out, what to offer, and how to engage each client uniquely. In high-touch sectors such as haute couture, private aviation, and luxury hospitality, AI-driven insights are supporting, not replacing, the human touch.

Another key application is generative AI. Leading brands are using online tools to support creative processes, from campaign ideation to virtual prototyping. This allows luxury houses to maintain creative standards while reducing time-to-market.

Web3: Ownership, Authenticity, and Digital Assets

Web3 technologies are placing greater focus on ownership, an essential pillar in the luxury sector. Blockchain-based tools are being used to create digital certificates of authenticity, ensuring provenance and combating counterfeiting.

Non-Fungible Tokens (NFTs) have evolved beyond hype into practical use. Luxury brands are issuing NFTs as exclusive membership passes, granting access to private events, limited editions, and bespoke services. NFT-based loyalty programs allow brands to reward their most valuable clients with verifiable, tradable digital assets.

Smart contracts are another important Web3 tool. They enable automated, transparent transactions, particularly relevant for resale markets, where royalties can be programmed directly into the asset. This ensures that brands maintain a stake in secondary market activity, which has long been a challenge in luxury.

Web3 is also supporting new forms of storytelling. Brands are creating digital narratives tied to their heritage, craftsmanship, and values, building deeper emotional connections with a digitally native clientele.

The Metaverse: Immersive Brand Worlds

The Metaverse is becoming an important space for luxury engagement. While still evolving, virtual platforms are already being used by leading brands to create immersive experiences that extend beyond physical limitations.

Virtual flagship stores are allowing clients to explore collections in 3D environments, interact with brand ambassadors, and attend exclusive digital events. These experiences are not merely replicas of physical spaces. They are environments where creativity and storytelling can expand without the usual constraints.

Digital fashion is another area gaining traction. Luxury brands are designing virtual garments and accessories for avatars, opening up a new category of high-margin, low-production-cost products. This is particularly appealing to younger, digitally native consumers who value identity expression in virtual spaces as much as in the physical world.

The Metaverse is also becoming a strong platform for brand collaborations. Cross-industry partnerships between fashion, automotive, art, and entertainment are creating new types of luxury experiences.

Strategic Integration: The Luxury Imperative

The opportunity lies not in adopting these technologies in isolation, but in integrating them with clear intent. AI strengthens personalization, Web3 supports ownership and trust, and the Metaverse expands how brands present and engage. Together, they form a powerful combination guiding modern luxury.

For WLCC members, the question is no longer if but how to engage. The most successful leaders are those who approach these tools with clarity of brand identity and a commitment to excellence. Technology should amplify the essence of luxury, including craftsmanship, exclusivity, and emotional resonance, not dilute it.

As we move forward, the brands that will lead are those that incorporate tradition with innovation, using AI, Web3, and the Metaverse not as trends, but as core elements of a forward-looking luxury strategy.

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Anu Ruohosto brings over 25 years of experience in the beauty industry, supported by a Doctor of Professional Studies in Natural Medicine. As the founder of Scentsophy, she combines her background in botanical chemistry with a more intuitive approach to fragrance creation. Her work focuses on clean, artisanal scents designed to evoke emotion and adapt to the individual wearing them. Each fragrance reflects a clear commitment to purity, quality, and personal expression. In this exclusive interview, Ruohosto shares the thinking behind her process and her views on where fragrance is heading.

World Luxury Chamber of Commerce: You have a strong scientific background in cosmetic chemistry and natural medicine. How does that knowledge guide your decisions when creating a new fragrance?

Anu Ruohosto: My scientific understanding of cosmetic chemistry and natural medicine is the foundation of everything I do. It allows me to understand how ingredients behave—how they interact with the skin, and how they evolve over time.

When I create a fragrance, I’m not only thinking about its first impression; I’m considering its entire journey—how it unfolds, transforms, and reveals itself with each passing hour. My training enables me to select ingredients that are not only beautiful, but also safe and perfectly balanced.

And yet, science doesn’t limit my imagination—it supports it. I rely on both knowledge and instinct, and it’s this balance that shapes every formula I create.

WLCC: Scentsophy avoids trends and mass production. What does exclusivity mean to you in today’s luxury fragrance market?

AR: For me, exclusivity isn’t about how much something costs or how hard it is to find; it’s about why it was created. It’s about making something that feels special and means something to the person who uses it, not something designed to appeal to everybody.

I don’t go with the flow of trends as they are fleeting, and a perfume ought to outlast them. When a small quantity is made, with real consideration and attention to detail, it has a different worth. It’s closer to the person wearing it. And that is what I think of as real luxury: something carefully considered, not thrown together quickly or made in huge numbers.

WLCC: Your formulations focus on clean and low-allergen ingredients. How do you maintain richness and longevity without relying on conventional synthetics?

AR: The secret to creating a rich, long-lasting scent—without relying on synthetic ingredients—lies in understanding the hidden depth of natural materials. Many people assume that “natural” fragrances are faint or short-lived, but that isn’t necessarily true.

Woods, resins, and plant extracts can linger beautifully, offering remarkable depth and nuance. My approach is to layer these elements, carefully combining ingredients to build a strong, balanced foundation. It takes more time and precision, but the result is a fragrance that feels complete and evolves naturally on the skin.

Ultimately, it’s about working with the ingredients—rather than forcing them to be something they’re not.

WLCC: You often describe fragrance as something deeply personal. How do you approach creating scents that still feel individual to each person who wears them?

AR: I see perfume as something deeply personal, inseparable from the individual who wears it. So when I create a scent, I don’t design for a specific type of person—I compose for an emotion.

Rather than crafting a fragrance for “someone,” I build a mood, a sensation. When it meets the skin, it transforms—shaped by body chemistry, by memory, by the wearer’s own story.

That’s what makes it special, every single time.

I like to leave space within the composition—room for the fragrance to respond, to evolve. In that way, the scent and the person wearing it become partners in its expression.

WLCC: What changes do you expect to see in the fragrance industry over the next decade, particularly in how brands balance performance, transparency, and customer expectations?

AR: Over the next decade, I believe people will continue to ask more questions—and that’s a good thing. Transparency won’t be optional; it will be essential. People want to understand what’s in their perfume and why those ingredients have been chosen.

At the same time, I think we’ll see a shift toward valuing quality over abundance. Rather than endless choice, there will be a greater appreciation for fragrances that are thoughtfully made and truly perform.

Brands will need to strike a careful balance: creating perfumes that last, that deliver on their promise, while also acting responsibly—respecting both personal well-being and the planet.

I’m confident the future of fragrance will be more honest, more intentional, and more deeply connected to the way each of us experiences scent.

To discover Scentsophy’s collection and explore the art of clean, artisanal fragrance, visit: https://www.scentsophy.com/

WLCC regularly features conversations and insights from global luxury leaders. Join our community to receive new interviews and perspectives weekly: https://worldluxurychamber.com/wlcc-community/.