Author: bh@worldluxurychamber.com

In this exclusive interview, Chris Roebuck, a renowned leadership expert and advisor, shares his insights on what separates truly transformational leaders from the rest. With a career spanning military service, corporate leadership, and government advisory, Roebuck has developed a deep understanding of how leaders can inspire teams, drive performance, and navigate change effectively. Led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, this conversation delves into the key traits of high-impact leaders, the evolving role of AI in leadership, and the invaluable lessons businesses can learn from military leadership.

Alexander Chetchikov: Chris, you’ve worked extensively on leadership transformation across industries. What do you think are the key traits that differentiate a truly transformational leader from an average one?

Chris Roebuck: You can sum it up quite simply by saying it’s the difference between leaders who get people to do the job and leaders who inspire people with a compelling vision of the future so they do much more than the job.

Transformational leaders use emotion to build rapport and get things done just as much as rational thought and planning. In the mind of the employee, it’s the difference between implementing a plan and truly believing in what you are doing.

Alexander Chetchikov: As a key figure in the “Engage for Success” initiative, how do you believe organizations can create a culture that fosters long-term employee engagement and high performance?

CR: If we want to achieve the best employee engagement and high performance we have to create an environment where employees willingly give that. An employee’s decision to give their best is 60% rational and 40% emotional so they have to think that what they are being asked to do not only make sense but they believe in it.

But the big problem we have is that many leaders are not able to effectively create this environment because they have “too much work” and “not enough time”. As a result of this, they tend to focus purely on the task and forget to spend time inspiring the people. The people see this and assume that the leader doesn’t really care about them.

The simple reason for this happening is that around 80% of leaders are not being given the critical leadership skills they need to the depth they need to be able to be a good leader and build this environment. But this is actually a problem that can be quite simply and quickly solved using the right approach.

Alexander Chetchikov: From your experience leading leadership development at HSBC, UBS, and the NHS, what are the most critical leadership skills required to navigate crises and uncertainty in today’s business landscape?

CR: The first element that is critical is having a firm foundation in all the basic leadership skills, the ability to prioritize, delegate, communicate, give feedback, and manage resources. If these are not present, and they aren’t in the vast majority of leaders currently, then the implementation of everything else that follows will not be done optimally.

This means that a minority of employees are giving their best, that implementation could be 30% less effective than it should be, that the organization is performing 25% less effectively than it should be, and that it could be making 10% more profit than it currently is.

Once these skills are in place it gets leaders out of the “too much work” and “not enough time” problem which then allows them to focus on people so that they are able to motivate, to inspire, to get the best to deliver business as usual at the excellence level.

That then opens up space for them to start to become entrepreneurial leaders to look to seize opportunities to build the future not just deliver business as usual. Entrepreneurial leadership is without doubt a critical element for future organisational success.

Alexander Chetchikov: With rapid advancements in AI and digital transformation, how should leaders adapt their strategies to ensure they remain effective in engaging and managing their teams?

CR: Leaders need to recognize that AI is not a silver bullet to solve all their problems. It is a tool to enable them to be more effective in terms of turning data into valuable information for decision-making and streamlining other activities.

That is positive in that it will give leaders more time to then do what only leaders can do which is to interact with people as human beings to get the best from them.

The reality is that AI will not replace leaders simply because 80% of human communication is nonverbal, through tone of voice, body language, and facial expressions which AI cannot replicate, as in face-to-face interaction.

Alexander Chetchikov: Your leadership journey spans military service, government advisory, and corporate leadership. What are some of the most valuable leadership lessons from the military that business leaders can apply to their organizations?

CR: There are several really powerful lessons that business leaders can learn :

• That all leaders must have the critical basic leadership skills in place when they start their leadership roles, preferably from their first appointment.
• That the creation of a “we, not me” culture which the military uses to enable it to work as high-performing teams in the toughest environments will have a similar impact in business organizations.
• That it’s not just about having a good plan it’s about inspiring the team so that they truly believe in the plan and are committed to it.
• That the leader is there to serve and support the team to enable it to be successful and takes action to do that – servant leadership.
• That all great leadership is based on integrity and trust and leaders should be demonstrating and building this by their actions every day.

Thank you, Chris!

As the conversation with Chris Roebuck comes to a close, one key takeaway stands out—great leadership is not just about strategy and execution but about inspiring people to believe in a shared vision. From the military’s emphasis on teamwork to the corporate world’s need for agility and adaptability, Roebuck’s insights offer a compelling roadmap for leaders striving to build high-performing organizations. In a rapidly evolving business landscape, his expertise serves as a powerful reminder that leadership excellence is not about working harder but leading smarter.

If you want to get a more in-depth insight into the topics Chris covered in the interview and some ideas for action, check out his articles – https://chrisroebuck.live/articles

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, Geoffrey Riddle, a globally recognized luxury sales expert and speaker, shares his invaluable insights on the ever-evolving luxury market. With a wealth of experience, Geoffrey has witnessed firsthand the industry’s transformation—from an elite, invitation-only sphere to an aspirational, digital-driven marketplace. Known for his engaging training methods and deep understanding of high-net-worth clientele, Geoffrey emphasizes the importance of performance, storytelling, and continuous learning in luxury sales.

Leading this thought-provoking discussion is Alexander Chetchikov, President of the World Luxury Chamber of Commerce, who delves into Geoffrey’s expertise, exploring key trends, strategic approaches, and the art of making every luxury sales experience a memorable performance.

Alexander Chetchikov: Geoffrey, your career has spanned over three decades in luxury sales, and you’ve been acclaimed as one of the top luxury speakers in the world. How has the luxury market evolved over the years, and what key trends do you see influencing its future?

Geoffrey Riddle: Before social media and influencers, the luxury market was like a private club. You discovered what was going on almost exclusively through personal contacts. The level of your circle of influence, in most cases, was local.

When my father started his business in New Jersey, if we did take a vacation, it was for about a week in a motel at the Jersey shore. As his business grew, he became associated with a more successful group of people, and through their experiences, the level of our vacations went up every year, but eventually plateaued because his circle was still mostly local.

The luxury market at that time was dominated by high-net-worth individuals almost exclusively, and only big cities offered luxury goods and services. Luxury was still way out of reach for most people because of finances and logistics.

With the explosion of social media, everyone is aware of luxury, and aspirational buyers are everywhere. Luxury houses are no longer reliant on foot traffic through their stores, and ordering on the internet has increased sales exponentially. The taste for newfound profits and the excitement of widening their audience have led some brands to offer less than exclusive products and entertaining mass market strategies, which subsequently diluted the brand. Profits based on volume is a sure fire race to the bottom from which luxury cannot recover.

Several years ago, I predicted the fall of the Chinese market even though experts were still bullish. Now, India is in the crosshairs, and some brands have targeted it like storm chasers.

As a younger demographic enters the luxury world, brands are embracing artificial intelligence and changing the shopping experience. It is important, however, not to ostracize an older generation that still enjoys a store visit, champagne, and over-the-top personal attention. 

AC: Your seminars and talks are known for being both entertaining and educational, often incorporating video and role-playing. How do these interactive elements enhance the learning experience, and why do you believe they’re key to engaging luxury sales professionals?

GR: The first time I heard a recording of my voice, I was appalled and adamant it was not me. So I worked on my voice. One day, on a lark, I recorded my sales presentation. My voice was great, but my presentation was horrible. Even I wouldn’t buy from me. I continually made changes, and my sales increased.

At that time, other salespeople asked for my help, and I recorded them too and pointed out changes they could make. When a sales manager asked to video me in a live presentation for future training, I agreed.

You cannot believe how annoying and irritating some body language can be. In most cases, it’s subliminal but enough to lower your trust factor to nothing more than a pitchman. It is no longer enough to be an expert in your field, there are plenty of them. The sales process alone will not make you a superstar. Unless your presentation is worthy of an Academy Award-winning performance, you’re just another salesperson. Most people are eyesight dominant. What they see has the biggest impact on what they think, desire, and act upon.

As a golfer, I have found thousands of videos online that show you how to hit a golf ball. If all I did was watch them and go right to the golf course without practicing I would be a failure. But I have learned over the years that the time I spent practicing, especially with a camera, is in direct proportion to my level of performance. It’s no different in sales. 

AC: In your experience, what is the most critical aspect of training luxury salespeople, and how do you ensure that your approach is tailored to the unique needs of high-net-worth individuals?

GR: First, training is not a one-time thing. It needs to be an ongoing process, otherwise, salespeople will default to whatever is comfortable, and it is usually to their detriment. So I remain on-call for six months with scheduled visits to make sure what they learned becomes permanent.

Second, people are people. This is probably heretical, but the HNWI is not unique. They have the same desires, flaws, and triggers that move others, but with a bigger purse. When you understand this, you can move seamlessly and successfully within any group. “How to Win Friends and Influence People” by Dale Carnegie is a primer in this area. He is often quoted but not necessarily given the credit he deserves. 

AC: As a speaker and strategist, you often emphasize the importance of performance in the sales process. How can brands shift their mindset to view every interaction as a performance, and what role does storytelling play in creating memorable customer experiences?

GR: In training, it should be emphasized over and over that even a transactional purchase is an event worthy of a performance. I went into a store to purchase a watch. I had already decided on the luxury brand and model, so I figured this wouldn’t take much time and I would make a salesperson happy. The saleswoman made a big deal of polishing it before handling the watch. She also inspected it to make sure it was perfect. She commented on my obvious good taste and asked if she could put it on my wrist. Her hands were beautiful, and her nails were professionally manicured. I insisted on wearing it home, and she proceeded to wrap the box in a special paper and put it into an elegant bag as if the watch were in it to be unwrapped at home. She had turned a transactional sale into a performance, created an experience I talk about frequently, and earned a fistful of referrals.

Humans are hardwired to listen to stories. They’re compelling. It’s how we have learned for a thousand years. A customer will remember and repeat your story to others instead of a fact or benefit that they may or may not believe. Stories can be used in any step of the sales process to bring it to life and connect deeper with the customer. If I had to give anyone in sales a simple method to be more successful, it would be to ask questions and tell stories. 

Thank you, Geoffrey!

As our conversation with Geoffrey Riddle comes to a close, one thing is clear—luxury sales are more than just a transaction; it’s an art form. From the evolution of the market to the undeniable impact of performance and storytelling, Geoffrey’s insights offer invaluable lessons for both seasoned professionals and aspiring luxury sales experts.

With a deep understanding of human psychology and a passion for excellence, Geoffrey continues to shape the way luxury brands engage with their clientele. As the industry adapts to new technologies and shifting consumer behaviors, his message remains timeless: luxury is not just sold—it’s experienced.

Stay connected for more exclusive conversations with industry leaders driving the future of luxury: https://worldluxurychamber.com/insights-news/

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Tiago Restani, a leading entrepreneur and CEO of Fully, to discuss the art of strategic partnerships in luxury hospitality. With a career spanning over two decades, Restani has worked with some of the world’s most prestigious brands, orchestrating high-profile sponsorships and collaborations that redefine market influence. From navigating government alliances to securing top industry rankings, Restani shares his insights on what it takes to position luxury brands at the pinnacle of global recognition.

Alexander Chetchikov: Tiago, with your vast experience in luxury hospitality consultancy, how do you approach building strategic partnerships and sponsorships that drive growth for luxury brands in such a competitive market?

Tiago Restani: In the world of luxury hospitality, true partnerships transcend mere transactions—they become symbiotic alliances that elevate prestige, influence, and desirability. At Fully, we orchestrate strategic collaborations that seamlessly intertwine legacy, innovation, and exclusivity, ensuring our clients align with partners who amplify their narrative and cultural relevance. By curating bespoke sponsorships and high-touch brand synergies, we craft immersive experiences that captivate the world’s most discerning audiences. Through our unrivaled network and insider acumen, we position luxury brands at the epicenter of influence—where recognition is not just achieved, but redefined.

AC: You’ve worked with various global brands and governments. Can you share an example of how you’ve successfully navigated a complex partnership that significantly impacted the business’s brand recognition or market position?

TR: One of the most impactful partnerships I orchestrated was between a prestigious luxury hospitality brand and a government tourism authority aiming to position its destination as the next global epicenter of fine dining and cultural sophistication. This collaboration required a masterful blend of strategic diplomacy, high-profile alliances, and curated storytelling to align the brand with the destination’s narrative. By leveraging my network within The World’s 50 Best, Michelin, and elite luxury circles, we developed an immersive global campaign—including exclusive chef collaborations, high-net-worth experiential activations, and a multi-platform media strategy that captured the attention of the world’s most discerning audiences. The result was not just heightened brand recognition, but a paradigm shift in the market’s perception, solidifying both the brand and the destination as icons of global luxury and culinary excellence.

AC: With your extensive background in the gastronomy business, what do you believe are the key factors that contribute to a restaurant or hotel earning prestigious industry rankings, and how do you help your clients achieve that level of recognition?

TR: Earning a place among the world’s most prestigious industry rankings—be it Michelin, The World’s 50 Best, Best Chefs Awards, James Beard Awards, or La Liste—demands far more than just exceptional cuisine or impeccable service. It is an alchemy of excellence, where storytelling, guest experience, and strategic visibility coalesce into a compelling narrative of desirability. At Fully, we curate bespoke strategies that elevate our clients beyond competition, ensuring they not only meet but exceed the evolving criteria of elite recognition platforms. Through insider intelligence, tailored voter engagement, and the orchestration of unforgettable culinary moments, we transform restaurants and hotels into global icons of luxury—where every detail, from ambiance to artistry, resonates at the highest echelon of hospitality.

AC: How do you define success when it comes to global sponsorships in the luxury industry?

TR: Success in global luxury sponsorships is defined by the seamless fusion of exclusivity, influence, and long-term brand elevation. It’s not just about visibility—it’s about aligning with the right cultural moments, forging deep emotional connections with high-net-worth audiences, and creating experiences that transcend the transactional. True success is when a sponsorship doesn’t just sponsor—it shapes perception, redefines prestige, and cements a brand’s status as an icon of luxury.

AC: How do you stay ahead of trends in the ever-evolving luxury market?

TR: Staying ahead in the luxury market requires a rare blend of intuition, insider intelligence, and strategic foresight. I immerse myself in the world’s most exclusive hospitality and cultural circles and engage with industry visionaries, elite clientele, and global tastemakers. Through my work with The World’s 50 Best, Walpole, and luxury brand ecosystems, I stay at the pulse of emerging consumer behaviors, ensuring my clients are not just keeping up with trends—but setting them.

AC: What’s one piece of advice you’d give to entrepreneurs starting out in the hospitality industry?

TR: Master the art of experience and storytelling—luxury hospitality is no longer just about service; it’s about creating unforgettable moments that evoke emotion and exclusivity. From day one, focus on crafting a distinct identity, cultivating deep industry relationships, and understanding the psychology of your clientele.

Thank you, Tiago!

Tiago makes one thing clear—luxury is about more than just service; it’s about influence, strategy, and unforgettable experiences. His approach to partnerships and branding has reshaped the industry, proving that success comes from being ahead of the curve.

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 Kamel Ouadi, a renowned luxury marketing expert, to explore the evolving landscape of high-end branding. With an impressive career leading marketing at some of the world’s most prestigious luxury houses, Ouadi has been at the forefront of redefining how brands balance heritage and innovation, exclusivity and accessibility, craftsmanship and digital transformation. From integrating cutting-edge digital experiences while maintaining the aura of luxury’s prestige to the growing power of personalization, Ouadi shares invaluable insights on what it takes for luxury brands to remain aspirational and relevant in today’s ever-changing market.

Alexander Chetchikov: Having led marketing at some of the world’s most prestigious luxury brands, what do you see as the key to successfully positioning a brand as both aspirational and relevant in today’s competitive landscape?

Kamel Ouadi: The leading luxury brands can maintain Core Brand Values but evolve with the times. The key is to bring heritage into modernity. Relevance today lies in evolving how these values are expressed in modern culture by create a deep emotional connection through storytelling. The key to positioning a brand as both aspirational and relevant today lies in the delicate balance of staying true to the timeless elements of luxury—craftsmanship, exclusivity, and heritage—while evolving to meet the needs, desires, and values of modern consumers. A deep understanding of your audience, a strong emotional connection, and an ongoing commitment to innovation will ensure that the brand remains both a symbol of aspiration and an authentic part of contemporary culture.

AC: Digital transformation has reshaped how luxury brands engage with consumers. What strategies do you believe are most effective in integrating digital innovation while maintaining the exclusivity and prestige of a luxury brand?

KO: We live in a Digital world so Digital transformation will support how luxury brands engage relevantly with their consumers. Integrating digital innovation while maintaining the exclusivity and prestige of a luxury brand is about blending high-tech solutions with high-touch creativity and service. For instance, your print campaign can be the starting point of a new creative brief for digital storytelling expanding the core idea with new possibilities. This approach was extremely successful while bring Louis Vuitton Core Values “Journeys” into the Digital word. Besides, a luxury brand must offer a cohesive omnichannel strategy that ensures a seamless transition between the digital and physical worlds. For example, a customer who engages with a brand’s website or app should receive the same level of attention, service, and experience as they would in-store. Digital can also help to curated Digital Experiences with a Focus on Exclusivity to best clients. The possibilities are infinite. The focus should always be the relevancy of the idea and the added value for the clients.

AC: Customer expectations in the luxury sector are constantly evolving. How can brands foster deeper connections with their audiences and create highly personalized experiences without compromising brand integrity?

KO: Luxury brands should better leverage consumer data and insights to understand Individual Preferences and better serve their clients. The world is moving to an era of Advanced Personalization. Luxury consumers expect experiences tailored to their individual tastes, preferences, and needs. Brands can use data-driven insights to understand these preferences, whether it’s based on previous purchases, browsing behaviors, or personal style. For example, an AI-powered recommendation engine can suggest products that match the consumer’s aesthetic, but without being intrusive. By offering personalization, such as custom monogramming or curated collections, brands can enhance the customer experience while still maintaining exclusivity.

AC: Innovation is essential for growth, but so is heritage in the luxury industry. How do you navigate the challenge of pushing boundaries while preserving the craftsmanship, tradition, and authenticity that define a brand?

KO: Inspiring luxury brands are innovation within Brand’s Heritage. It’s about Respecting Core Values. It’s about modernizing these core values but not Replacing them. Innovation and heritage in the luxury industry is not about choosing one over the other but about finding ways to let them coexist harmoniously. By ensuring that innovation feels like an extension of the brand’s tradition—whether through craftsmanship, materials, or design—luxury brands can stay relevant, aspirational, and authentic. The key is to innovate with purpose, always staying true to the core principles that make the brand luxurious and timeless.

Quickfire questions: 

What’s the biggest misconception about marketing in the luxury industry today?

KO: One of the biggest misconceptions about marketing in the luxury industry today is the belief that luxury brands should only focus on exclusivity and avoid engaging with modern marketing tools, such as social media, digital innovation, or AI. However, this perception is increasingly outdated. The reality is that luxury brands can, and must, engage with digital innovation and modern marketing channels to stay relevant, particularly with younger consumers like Millennials and Gen Z—but they need to do so in a way that complements and enhances the brand’s exclusivity, not undermines it.

In one word, what defines a truly successful luxury brand?

KO: Timelessness.

What’s the most exciting marketing trend you see shaping the future of luxury?

KO: The most exciting marketing trend shaping the future of luxury is Personalization through Data and Technology. As luxury consumers increasingly seek experiences rather than just products, the ability to offer deeply personalized, hyper-personalized experiences, one-to-one engagement will redefine the future of luxury marketing. In the near future, brands will leverage AI, machine learning, and customer insights to offer bespoke experiences at every touchpoint—whether it’s in-store, online, or via exclusive events.

As our conversation comes to a close, Kamel Ouadi leaves us with a powerful reminder: luxury is not just about products—it’s about emotion, storytelling, and creating experiences that stand the test of time. In an industry where exclusivity and innovation must coexist, brands that can seamlessly weave tradition with modernity will continue to thrive. As digital transformation, personalization, and evolving consumer expectations reshape the future, one thing remains constant: the brands that master the art of timelessness will always lead the way.

Thank you, Kamel!

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

Luxury brands today face the challenge of staying relevant while preserving the essence that made them iconic in the first place. In this exclusive conversation, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with Anant Sharma, CEO of Matter Of Form, to explore the essence of timeless brands, the evolving luxury landscape, and the delicate balance between innovation, heritage, and sustainability. Known for his sharp insights and unconventional perspectives on luxury, Anant shares his thoughts on what makes a brand future-proof, the importance of experience design, and how the industry must evolve beyond mere status symbols.

Alexander Chetchikov: Matter Of Form focuses on working with “timeless brands” to drive innovation. How do you define a timeless brand, and what are the key elements that make a brand future-proof in today’s rapidly evolving digital landscape? 

Anant Sharma: For me, there are three attributes that define timelessness. A strong founding spirit, design as a point of competitive advantage, and (of course) long-term thinking. 

I don’t mean to state the obvious, but a strong spirit and a clear promise are key. And I use those terms over words like ‘purpose.’  

Firstly, what is your spirit? All luxury brands have been adopted as status symbols. As they have become businesses delivering at scale, in many cases, they have lost this founding spirit – their defiance of a status quo.

Often, they talk of their history and heritage, but relying on this alone will not cut it with an emerging audience. Rather, we end up seeing the world through the lens of our founding premise. Or perhaps, our founders themselves. 

Did you know that Dior had a lifelong fortune teller, Madame Delahaye, at his side? As designer Pierre Cardin noted, “He wouldn’t do anything without her. Literally nothing. Nothing, nothing, nothing.” Or that Astor was so opulent, that he gold-plated the piping in his hotels. Bugatti told a customer whose brakes failed that he made cars that go, not to stop.  

How do we re-visit this spirit and use it as a lens on the world today? 

And then, what do we promise? And how do we consistently deliver against that promise in every interaction, no matter how nuanced? Every aspect of our customer experience. Not the headline – not the metaverse, the game, or the campaign. 

The email, the scent, the turn of phrase at the point of sale. The unspoken. The unseen. The felt experience. 

AC: With customer expectations constantly shifting, how do you approach designing a seamless and meaningful customer experience for luxury brands in both digital and physical spaces? 

AS: Do less. Think about the customer experience as a choreography. A dance. How do we think of our brand not as something that lives in a brand book, but rather something that is a sequence over time and space? What are our rituals? How do we slow the customer down? What is our value exchange?  

Do we educate? Do we entertain? Do we provide escapism? Is it an aesthetic quality of a craft-led benefit we offer? Ask ourselves searching questions to help organize our creative thinking. Different priorities in different moments. 

And we need to be innovative. Too often, we confuse innovation with technology; with optimization. 

But in this age of abundance, innovation is not a quicker means to an end. Innovation (in luxury) is simply how we feel about things. 

And this is even more important as we use AI to automate not just the mundane, but parts of the creative process. 

Cohesiveness of a brand experience reinforces the promise, which in turn creates an assurance of value.

AC: You’ve been critical of the excesses in traditional luxury. How do you see the industry evolving towards more responsible, sustainable practices while maintaining exclusivity and desirability? 

AS: I think we obsess over the supply chain and forget durability. The symbolism of a thing. If something is meaningful to us, we will hold it dear. If we hold it dear, we will cherish, repair, and restore the object. 

If we invest effort in a process, through a ritual or similar, we will typically hold a level of bias toward that end. I think brands need to think about these aspects of brand experience.

A level of positive friction is important. Especially so in a world of ‘over-optimization’. 

Similarly with experiences – if we ‘slow down’ the process, an experience will become more important to us and help us connect to a culture, an environment. We will speak of it, its benefits. We will hold that experience dear. ’Luxury’ should champion this in a fast-paced world. It has a genuinely valuable role in bringing people joy and providing symbolic value.

And lastly, ‘the business of luxury’ has challenges – we have built brands on innovation then adopted by those with wealth who wish to express themselves. Brands are driven by design, by craft. Brands with effort behind them, research. New perspectives, not brazen branding. We will very quickly undermine everything if we let the business of luxury overtake the design that creates true luxury.  

The business of luxury can too often only focus on price. Things should be expensive for a reason. Not just because of their logo. There is nothing more annoying in my mind than (for example) a pair of cheap-feeling plastic sunglasses with an emblem on the side. With no sense of design, materiality – no intrinsic value.

Let’s not mention names.

AC: Your podcast What The Luxe explores unconventional perspectives on luxury. What has been the most surprising or thought-provoking insight you’ve gained from your conversations with industry leaders? 

AS: That great leaders feel a little naughty, a little like the child never left them. A little taken in by the crazy. There is an irreverent charm that is not a learnt skill.

Long may this live in a world increasingly automated.

Thank you, Anant!

As the luxury industry continues to evolve, Anant Sharma’s insights serve as a reminder that true luxury goes beyond aesthetics and branding—it’s about experience, spirit, and lasting value. His emphasis on reinterpreting heritage, creating meaningful customer interactions, and embracing innovation beyond technology offers a compelling vision for the future of luxury. As brands navigate an increasingly complex market, the challenge remains: how to remain timeless in a world that moves faster than ever?

Like this interview? Check out more expert insights here: https://worldluxurychamber.com/category/expert-articles-interviews/

Welcome to this exclusive conversation with Elizabeth Solaru, luxury entrepreneur, keynote speaker, and author of The Luxpreneur. As the founder of Diversity in Luxury, Elizabeth has been at the forefront of shaping how high-end brands evolve in an era of inclusivity, digital transformation, and shifting consumer psychology.

Leading this conversation is Alexander Chetchikov, President of the World Luxury Chamber of Commerce, who will be delving into the insights from The Luxpreneur, exploring how luxury brands can truly connect with affluent clients and uncovering the key trends shaping the future of the industry.

Alexander Chetchikov: In The Luxpreneur, you explore the psychology of luxury clients and the different archetypes of luxury entrepreneurs. What are some of the biggest misconceptions people have about selling to affluent clients?

Elizabeth Solaru: One of the biggest misconceptions about selling to affluent clients is that they’re just paying for expensive products. As I stated in my book, The Luxpreneur, luxury isn’t about price, it’s about perception, exclusivity, and emotional connection.

Wealthy clients don’t buy handbags, cars, or experiences; they buy status, ease, and a reflection of their identity. Another mistake? Thinking they’re irrational spenders. In reality, affluent buyers are some of the most discerning, strategic customers out there. They expect seamless service, deep expertise, and a brand that aligns with their lifestyle and values.

Just like there are different types of luxury entrepreneurs, there are also eight distinct luxury client archetypes, each with their own psychology. A great example of how psychographics matter more than demographics is the famous King Charles and Ozzy Osbourne meme—both were born in the same year, have been married twice, and live in castles. On paper, they look identical. In reality, they are worlds apart.

That’s the key to mastering luxury—understanding who your client really is beyond their wealth, and tailoring the experience to match their mindset, values, and desires.

AC: As the CEO of Diversity in Luxury, you work towards making the luxury industry more inclusive. What are the biggest challenges luxury brands face in embracing diversity, and how can they overcome them?

ES: One of the biggest challenges luxury brands face in embracing diversity is the fear of change. Many heritage brands worry that inclusivity will dilute their exclusivity, but in reality, true luxury evolves with culture, and today’s affluent clientele is more diverse than ever.

Another issue is surface-level representation. Too often, brands treat diversity as a marketing trend such as casting diverse models in campaigns but failing to reflect that inclusivity in leadership, hiring, or product development. Luxury clients are discerning; they see through tokenism.

But here’s the irony: heritage brands were once the disruptors of their time. The fashion houses, watchmakers, and maisons we now call “timeless” became legendary because they challenged conventions, introduced bold ideas, and set new standards of craftsmanship and exclusivity. Innovation built luxury, so why should it stop now?

The key to overcoming these challenges? Authenticity and long-term commitment. Luxury brands need to invest in diverse talent at every level, from the boardroom to the atelier. They must engage with affluent clients across different cultures—not just by adapting their messaging, but by deeply understanding their values, aesthetics, and purchasing behaviours.

Luxury isn’t just about legacy though, it’s also about aspiration. A truly inclusive luxury brand doesn’t just open its doors, it ensures that those who enter feel like they belong.

AC: Your journey from entrepreneur to keynote speaker and business coach is inspiring. What key lessons have you learned about building a successful luxury brand that many aspiring entrepreneurs overlook?

ES: One of the biggest lessons I’ve learned is that luxury isn’t just about the product, it’s about the feeling and craving for your product that you create. Too many entrepreneurs I coach are always focused on price tags and prestige, but true luxury is built on experience, storytelling, and deep emotional connection, so building those relationships is absolutely paramount.

Another overlooked factor for me is around exclusivity.  Exclusivity isn’t about keeping people out, it’s about making the right clients feel like they truly belong. If you try to appeal to everyone, you end up diluting the very essence of luxury. Just like some of the most successful brands out there, I know exactly who my brand is for and, just as importantly, who my brand is not for. That’s one of the reasons I’ve been able to articulate and break down the different types of luxury clients in my book because I built my client list from the ground up.

And finally, for me luxury is built on consistency, trust, and long-term vision. Instant success isn’t real in this space. The heritage brands we admire today spent decades mastering their craft, curating their audience, and evolving while staying true to their DNA.

I suppose the big takeaway is that luxury isn’t just sold, it’s cultivated, nurtured, and protected. If you want to build a truly successful luxury brand, don’t just chase trends, just create a world your clients never want to leave.

AC: With luxury constantly evolving, from digital innovation to sustainability, what trends do you see shaping the future of luxury businesses, and how should brands adapt to stay relevant?

ES: Funnily enough, the most fascinating shift I’m seeing in luxury has nothing to do with technology or even sustainability; it’s much, much deeper. It’s psychological.

We’re watching luxury move from being about showing off to being about showing up. What do I mean? Today’s wealthy clients aren’t as interested in “look what I can afford” as they are in “look what I stand for.”

This is playing out in three really interesting ways right now.

First, provenance is everything now. Luxury clients aren’t just asking where something was made, they want to know who made it, were they paid fairly, and what’s the environmental footprint etc. I’m seeing heritage brands scrambling to retrofit this transparency while newer brands are building it into their foundation from day one.

Second, there’s this shift from transaction to transformation. Luxury clients are increasingly asking, “How will this change me?” not “How will this impress my friends?” This completely changes how brands need to talk about benefits and design experiences.

Third, and this is what really excites me, with creation tools being democratised, true differentiation comes from having a distinctive voice and vision, not just perfect craftsmanship. The brands cutting through have a perspective on the world, not just products.

For brands trying to stay relevant, it’s time to stop thinking about exclusivity through scarcity and start creating it through meaning. The question isn’t “How do we keep people out?” but “How do we invite the right people in?”

The luxury brands that will thrive understand they’re not selling things, they’re selling ways of seeing the world.

AC: You have worked with some of the most influential luxury brands. Can you share a success story where your strategies led to a significant transformation in a brand’s positioning or growth?

ES: Absolutely! One success story that stands out is when I worked with a well-established luxury brand that was struggling to connect with a younger, more diverse audience. The brand had a solid heritage, but it had become somewhat stagnant and was perceived as old fashioned by a new generation of luxury clients, many who had never even heard of them. 

I guided them through a comprehensive brand repositioning that focused on cultural relevance, inclusivity, and storytelling. We didn’t just tweak their visuals; we reimagined their narrative, highlighting the brand’s rich history while also embracing modernity and diversity. The key was blending tradition with innovation in a way that felt authentic.

We also worked on making the brand more digitally engaging, launching exclusive online experiences, virtual showrooms, and behind-the-scenes content that gave a fresh, transparent look into the brand’s craftsmanship and values. We integrated sustainability into their messaging too, ensuring that the brand’s future aligned with the ethical standards today’s younger clients expect.

The result was a 40% increase in engagement among younger, high-net-worth individuals and a stronger presence in international markets. The brand opened its doors to a whole new demographic while keeping their loyal, traditional customer base happy.

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Elizabeth, this has been an eye-opening discussion on the psychology of luxury, the evolution of exclusivity, and the need for brands to go beyond surface-level storytelling. Your expertise in helping brands navigate both heritage and innovation is invaluable in today’s fast-changing luxury landscape.

Thank you for sharing these exclusive insights with us. It’s clear that the future of luxury isn’t just about prestige—it’s about purpose, perception, and deep emotional connection.

We look forward to seeing how your work continues to shape the industry!

Follow Elizabeth’s journey here: https://www.linkedin.com/in/elizabeth-solaru-1ba901/

Stay connected for more exclusive conversations with industry leaders driving the future of luxury: https://worldluxurychamber.com/insights-news/

The World Luxury Chamber of Commerce is honored to present an exclusive conversation between its President, Alexander Chetchikov, and António Paraíso, a distinguished luxury consultant and international speaker. With an extensive career spanning over 50 countries, António has worked with some of the world’s most prestigious brands, helping them navigate the evolving landscape of luxury marketing, branding, and customer engagement.

In this insightful discussion, António shares his expert perspective on the essence of luxury today and the factors shaping its future. He delves into the evolution of luxury consumer behavior, the growing influence of technology and sustainability, and the distinct expectations of old and new money. Additionally, he offers a preview of his “Make Them Dream” webinar, where he unveils a five-step formula for crafting unforgettable luxury experiences.

As the luxury industry continues to evolve, this conversation provides valuable insights for brands looking to connect with affluent clients in an increasingly digital and experience-driven world.

Alexander Chetchikov: Welcome, António, and thank you for joining us as a guest speaker at the World Luxury Chamber of Commerce! With your experience working with prestigious brands worldwide, how would you personally define the essence of luxury today, and what key factors do you believe will shape its evolution in the next few years?

António Paraiso: Thank you for inviting me.

Well, luxury is a timeless concept of a way of life, very much related to mindset, culture, and behavior, where extreme quality, excellence, beauty, creativity, details, and exclusivity are desired and sought after. Although this way of feeling and living is timeless, luxury as a concept has always evolved along with the evolution of society, and the key factors that are shaping its essence today are very much related to sustainability, technology, and experiences.

Due to social revolutions since the late 80s of the last century, luxury has also been very much democratised with the emergence of more powerful middle classes and new money. Personally, I see luxury evolving in the next decade into two different luxuries: one for old money and a different one for new money.

AC: In your upcoming “Make Them Dream” webinar, you introduce a 5-step formula for crafting engaging luxury experiences. Could you share a glimpse of these steps and explain why emotional engagement is so crucial in the luxury sector?

AP: Luxury is bought by desire and not by need. And money is not a problem; therefore, luxury clients value and are willing to pay high prices for pleasure, happiness, emotion, an exclusive lifestyle, and a sense of belonging to something that is not for everybody. When I studied Luxury Brand Management many years ago, one of my masters was French contemporary philosopher and sociologist Gilles Lipovetsky. Master Lipovetsky used to say in class that luxury and the superfluous have anthropological nature and are absolute necessities of humans in order to affirm their superiority to other animal species, otherwise, our existence would be confined to survival and conservation.

In my webinar, I debate and share real examples about the 5 drivers for emotional engagement. These are the ingredients used by luxury brands to make clients dream, and they are all connected to surprises, storytelling, experiences as well as other factors that trigger pleasant emotions to generate desire and buying behavior.      

AC: With your extensive experience across 50 countries, what are the most important cultural nuances you’ve encountered when tailoring luxury marketing strategies for different regions, and how can brands effectively navigate these differences?

AP: There are indeed cultural differences and nuances, but luxury as a mindset and way of life is a global phenomenon.

Even in different regions of the world, I have noticed that there are similarities in the behavior of old money individuals, and there are also similarities among the behavior of new money individuals in different regions of the Globe and from different cultures, however, they are still embossed by culture and traditions.

Luxury is very much impacted by culture and education, hence, cultural traditions in different corners of the World are used with elegance and refinement to add value and emotional engagement to client interactions.

And, there are also some differences in behavior, lifestyle, and desire between older and younger generations.

So, when designing luxury marketing strategies in different regions of the world, there is always a common ground related to quality, exclusivity, and emotion. But then the engagement triggers will have to be different according to the age, education, and cultural background of the target audiences that brands wish to seduce.

AC: As luxury continues to evolve, especially in attracting younger, affluent clients, what significant changes have you seen in their expectations, and what strategies should luxury brands adopt to stay relevant and connect with this demographic?

AP: There are indeed new generations of clients under 45 years of age entering the luxury market. According to research published by Bain&Co. and GWI, both Millennials and Gen Z represent more than 60% of luxury purchases, and this is expected to grow until the end of this decade.

They have high purchasing power, different moral values and lifestyles than those of their parents and grand-parents. 

In order to stay relevant and connect to these younger, affluent demographics, luxury brands are evolving to create “phygital” environments, blending technology and digital in their physical spaces, incorporating diversity and inclusion action plans, leveraging sustainability in everything they do and crafting engaging, unexpected experiences in their client interactions.

This is a challenge for all luxury brands, but they have clearly understood that they need to evolve and embrace Modern Luxury.

This thought-provoking exchange with António Paraíso highlights the dynamic nature of luxury and the importance of emotional engagement in shaping consumer experiences. As the industry adapts to new generations and emerging trends, the insights shared today serve as a guide for brands striving to remain relevant in an ever-changing market.

The World Luxury Chamber of Commerce extends its gratitude to António for sharing his expertise and to our audience for joining this enlightening discussion. Stay connected for more exclusive conversations with industry leaders driving the future of luxury: https://worldluxurychamber.com/insights-news/

With great pleasure, the World Luxury Chamber of Commerce announces the 2025 TOP Luxury Speakers of the World! This isn’t just any list—it’s a spotlight on the masterminds, innovators, and game-changers influencing the direction of luxury. Each person on this list has earned their place through a careful process that examined their reputation, credibility, and the admiration of peers, ensuring that the most significant individuals are highlighted.

From longtime leaders in the luxury goods sector to pioneers in aesthetics, these exceptional individuals represent the zenith of expertise across the luxury industry. Their influence spans a wide array of sectors, including fashion and luxury brand strategy, cutting-edge marketing and innovation, hospitality, wellness, sustainable luxury, and high-end real estate. With extensive experience as influential thought leaders, motivational speakers, and executives, these speakers are transforming retail and customer experiences, advancing research in luxury, and championing sustainability efforts.

This list of speakers is not only a celebration of the most influential figures in the luxury industry but also offers a unique opportunity for readers to gain insight from the best in the business. Whether you’re an entrepreneur, a brand leader, or simply passionate about luxury, these speakers bring invaluable perspectives and knowledge that can inspire growth, creativity, and invention.

“It’s a privilege to announce the 2025 TOP Luxury Speakers of the World,” said Alexander Chetchikov, President of the World Luxury Chamber of Commerce. “These are the leaders who are pushing boundaries and defining the future of luxury. They bring practical insights and real-world experience that can drive change and inspire the next wave of innovation in the industry.”

The World Luxury Chamber of Commerce continues its commitment to promoting excellence in the luxury industry, and this list serves as a guiding force of inspiration for brands, professionals, and enthusiasts looking to understand the future of luxury through the lens of the best and brightest in the business.

Explore the full list of the TOP Luxury Speakers of the World below – in alphabetical order:

Abhay Gupta LinkedIn

Abhay Gupta, a luxury retail authority and named one of India’s Top 100 Men of Luxury, is the Chairman of Luxury Connect LLP and founder of India’s first luxury business school. He has pioneered luxury brand strategy, education, and market expansion.

Alejandra Caro LinkedIn

Alejandra Caro is a global luxury industry leader with expertise in retail, finance, and culture. A former LVMH executive and Harrods Marketing Director, she advises businesses, mentors talent, and serves on multiple boards, championing growth through holistic, connected, and purpose-driven strategies. 

Alvaro Nuñez Alfaro LinkedIn

Alvaro Nuñez Alfaro is the Founder & CEO of Super Luxury Group, a Miami-based real estate powerhouse. Originally from Madrid, he’s an entrepreneur, bestselling author, and adventurer passionate about inspiring others while revolutionizing luxury real estate through global networking and innovation. 

Anant Sharma LinkedIn

Anant Sharma is the Founder & CEO of Matter Of Form, a consultancy dedicated to the impact of design and technology. He strives to foster a supportive, value-driven culture that attracts and retains top industry talent while driving innovation. 

Andrew Wu LinkedIn

Andrew Wu has been LVMH Group President of Greater China since 2005, overseeing over 60 luxury brands, including Dior, Louis Vuitton, and Givenchy. With deep industry expertise, he leads the group’s strategy in one of luxury’s most crucial markets.

Angela Ahrendts LinkedIn

Angela Ahrendts, former Apple SVP of Retail and Burberry CEO, led transformative global growth in both roles. With over 30 years in fashion, she also held leadership positions at Liz Claiborne and Donna Karan International, shaping luxury and tech retail innovation. 

Antonio Paraiso LinkedIn

Antonio Paraíso is a dynamic consultant, trainer, and speaker specializing in luxury marketing, innovation, and international business. With experience in 50 countries, he has collaborated with top brands like Jaguar, L’Oréal, and Porsche, helping businesses grow through strategic insights and cultural expertise. 

Aradhana Khowala LinkedIn

Aradhana Khowala is a globally recognized leader in luxury hospitality, tourism, and regenerative travel. As CEO of Aptamind Partners, she advises governments and organizations on sustainable tourism. A sought-after speaker and board member, she champions innovation, transformation, and meaningful industry change worldwide. 

Ashok Som LinkedIn

Ashok Som is a professor at ESSEC Business School with expertise in strategy, organization design, and management consulting. He has pioneered executive programs in luxury management and hospitality leadership, collaborates globally, and is a published author and speaker on creative industries and global strategy.

Beatrice de Quervain Blanchard LinkedIn

Beatrice de Quervain Blanchard is a Strategic Advisor for the Luxury Markets of the Americas and a Keynote Speaker. As Messika’s exclusive Representative in the Americas, she leverages deep industry expertise to elevate brand equity. She also partners with WinHouseCorp., advising top jewelry and watch brands. 

Ben Voyer LinkedIn

Ben Voyer is the Cartier Chaired Professor of Behavioural Science at ESCP and HEC Paris, a Forbes contributor, and an interdisciplinary researcher. His work explores self-perception and behaviour in various contexts, combining psychology and management. He actively collaborates with media and industry. 

Bill Walshe LinkedIn

Bill Walshe is a visionary brand curator, leader, and keynote speaker, renowned for transforming luxury hospitality and entertainment brands. A former Viceroy Hotel Group CEO, he drives business evolution through bold leadership, innovation, and a deeply embedded, results-driven ideology. TEDx Talk. 

Bruce Himelstein LinkedIn

Bruce Himelstein is a seasoned hospitality expert, speaker, and consultant at The BJH Group, LLC. With 30 years in luxury branding and marketing, he’s recognized for innovative campaigns, including his work with Ritz-Carlton and Loews Hotels. 

Cathleen Sheehan LinkedIn

Cathleen Sheehan is Chairperson & Professor of FIT’s Fashion Design MFA Program, a Harvard-educated strategy consultant, and a fashion industry veteran. With expertise in creative and analytical strategy, she has advised global brands and lectured at top institutions worldwide. 

Damien Dernoncourt LinkedIn

Damien Dernoncourt, Founder and CEO of NAGA Brands, leads a team of entrepreneurs providing expertise and financing to creative founders and designers. He emphasizes supporting creativity and adopting a long-term perspective as keys to successful brand building. 

Daniel Langer LinkedIn

Daniel Langer, Founder & CEO of Équité, is a global luxury expert named a “Top Five Global Luxury Key Opinion Leader to Watch.” A professor at Pepperdine and NYU, he advises top luxury brands, writes bestselling books, and speaks worldwide on luxury strategy. 

Demi Karanikolaou LinkedIn

Demi Karanikolaou is a luxury fashion consultant, media professional, and academic lecturer, bridging fashion and technology. Formerly at Google and Amazon, she now leads luxury partnerships at Harper’s Bazaar, teaches at HEC, and is a TEDx speaker and Web3 advocate. 

Denis Morisset LinkedIn

Denis Morisset, Director of the Luxury Career Lab at ESSEC Business School’s Global MBA, specializes in fashion and luxury brand management. He focuses on international distribution and retail strategies, luxury hospitality branding, and emerging markets like China, India, and the Middle East. 

Diana Verde Nieto LinkedIn

Diana Verde Nieto is a renowned sustainability leader, entrepreneur, and board director. As Co-Founder and former CEO of Positive Luxury, she pioneered sustainable business practices. Now leading Edify Collective, she empowers businesses with AI-driven learning solutions. Author of Reimagining Luxury. 

Elizabeth Solaru LinkedIn

Elizabeth Solaru is a luxury business strategist, keynote speaker, and multi-award-winning entrepreneur. As CEO of Diversity in Luxury and author of The Luxpreneur, she empowers diverse voices, shaping the future of luxury through strategy, innovation, and inclusive leadership. 

Emanuela Prandelli LinkedIn

Emanuela Prandelli is LVMH Associate Professor of Fashion and Luxury Management at Bocconi University and Director of MAFED at SDA Bocconi. Her expertise spans digital strategy, innovation, and marketing in fashion and luxury. She collaborates with Kellogg and MIT. 

Felicitas Morhart LinkedIn

Felicitas Morhart is a Professor of Marketing at HEC Lausanne and Founder of the Swiss Center for Luxury Research. Her work explores the evolving nature of luxury, emphasizing collaboration and innovation to redefine its future in an ever-changing world. 

Francesca Danzi LinkedIn

Francesca Danzi is a former luxury executive turned certified leadership coach, advisor, and speaker. With 20+ years at Burberry, Chanel, Tory Burch, and Deloitte, she now leads Danzi Consulting, helping brands craft human-centered experiences and drive transformational growth. 

Francis Srun LinkedIn

Francis Srun is a seasoned CEO, author, and expert in luxury retail and business development. Founder of Luxury Selling, he empowers brands through innovative training solutions. Board Director at HAYA Retail Solutions, driving growth in global luxury retail. 

Gabriel Aluisy LinkedIn

Gabriel Aluisy is the President of The Private Club Agency, a Tampa-based firm specializing in membership marketing and retention. He’s the author of two bestselling books and hosts the Private Club Radio Show, educating the industry through keynotes and media appearances. 

Gabriella Lojacono LinkedIn

Gabriella Lojacono, Ph.D., is an Associate Professor of International Management at Bocconi University and Director of the Executive Master in Luxury Management (EMiLUX) at SDA Bocconi. A published author and strategic advisor, she specializes in luxury, innovation, and global business strategy.

Geoffrey Riddle LinkedIn

Geoffrey Riddle is a luxury market speaker, strategist, and author with over 30 years of experience. He helps businesses elevate sales through innovative strategies, combining his personal experiences and performance-driven techniques to connect with high-net-worth individuals. 

Gianluigi Longinotti-Buitoni LinkedIn

Gianluigi Longinotti-Buitoni is the Founder, Designer, and CEO of L.I.F.E. Corporation. He leads the development of the 3D platform, revolutionizing wearable computers for real-time, medical-grade physiological data transmission, integrating sensors, microchips, and secure diagnostics for innovative health solutions. 

Guy Salter LinkedIn

Guy Salter is a luxury brand expert with CEO-level experience. Former Assistant Private Secretary to HRH The Prince of Wales, he led Duchy Originals and the Prince’s Business Leaders’ Forum. Currently, he serves as Deputy Chairman of Walpole. 

James Wallman LinkedIn

James Wallman is the CEO of the World Experience Organization, dedicated to improving lives through experience design. A former UK government advisor, bestselling author, and keynote speaker, he’s creating London Experience Week (April 27–May 2, 2025). 

Jo Malone CBE Website

Jo Malone CBE is the founder and creative director of Jo Loves, renowned as an ‘English scent maverick.’ She created iconic fragrances, sold Jo Malone London to Estée Lauder, overcame personal challenges, and received a CBE for her contributions to the economy. 

Kamel Ouadi LinkedIn

Kamel Ouadi is the Chief Marketing Officer and Executive Committee Member at Devialet Group. He is also the founder of KO&CO, specializing in digital transformation consulting. Previously, he held senior roles at Christie’s, Louis Vuitton, and L’Oréal, focusing on branding and innovation.

Karim Rashid LinkedIn

Karim Rashid is a renowned designer with 40 years of experience, specializing in product, interior, and graphic design. As President of Karim Rashid Inc., his expertise spans branding, fashion, lighting, furniture, art, installations, and more. He’s also an author and lecturer. 

Kate Reardon LinkedIn

Kate Reardon is the Editor-in-Chief of The Times Luxury and Times LUXX. With The Times since 2018, she has been shortlisted five times for the British Society of Magazine Editors’ Editor of the Year award, winning in 2020. 

Kirstine Fratz LinkedIn

Kirstine Fratz is a renowned author and keynote speaker, offering strategic insights into the power of the zeitgeist. With a track record advising global brands like Gucci and Facebook, she empowers organizations to navigate change, drive innovation, and shape industries. 

Laboni Saha LinkedIn

Laboni Saha is a pro-planet entrepreneur and advocate for sustainable luxury. Founder of L SAHA and True-Luxury 3.0, she promotes ethical fashion. Recognized by the British Fashion Awards, she also lectures at London-based universities, shaping future luxury industry leaders.

Laurent Delporte LinkedIn

Laurent Delporte, an HEC Paris graduate, is a hospitality expert with 20+ years of experience in luxury hotel management, marketing, and strategic development. A visionary entrepreneur, he consults on global hospitality projects and shares insights through his magazine and digital platforms.

Liz Batsche LinkedIn

Liz Batsche is a dynamic leader with expertise spanning luxury hospitality, beverages, real estate, and pet care. Passionate about mentorship, strategy, and brand execution, she empowers others through coaching and advocacy. Based in Manhattan, she’s an avid traveler, entertainer, and hospitality enthusiast.

Marie-Cécile Cervellon LinkedIn

Marie-Cécile Cervellon is a Professor at EDHEC Business School specializing in luxury marketing, influence marketing, and sustainable consumption. A published researcher and media contributor, she teaches aspirational branding, responsible luxury, and marketing management while shaping industry insights through academic and public discourse.

Markus Kramer LinkedIn

Markus Kramer is Managing Partner at Brand Affairs AG, a global brand strategist, advisor, and author specializing in positioning, marketing, and culture. A visiting professor at Bayes Business School, he shares insights through teaching, publishing, and speaking while driving impact in luxury, automotive, and financial sectors.

Martha Wikstrom Website

Martha “Marty” Wikstrom is a seasoned luxury brand and retail executive with over 30 years of experience. A founding partner of Atelier Fund, she serves on multiple prestigious boards and has held leadership roles at Harrods, Richemont, and Nordstrom.

Maud Bailly LinkedIn

Maud Bailly is a CEO and expert in luxury brand strategy, operational performance, and digital transformation. With expertise in CSR, leadership, and team building, she excels in driving sustainable luxury and mentoring diverse talents in both the private and public sectors.

Michaela Merk LinkedIn

Michaela Merk is a multi-award-winning motivational speaker, executive coach, and professor specializing in relational and emotional intelligence. A Certified Speaking Professional (CSP), she boosts sales, customer experience, and leadership excellence, partnering with top luxury brands and institutions worldwide.

Michela Ferraro LinkedIn

Michela Ferraro is a jewellery and luxury expert with over 30 years of experience. A senior lecturer and mentor, she specializes in sustainability, innovation, and precious additive manufacturing. She also contributes to industry magazines and trains professionals in ethical luxury practices.

Mickey Conlon LinkedIn

Mickey Conlon is a Licensed Associate Real Estate Broker at Compass and one of New York’s top “Superbrokers.” With nearly $3 billion in sales, he is a media-recognized industry leader, HGTV personality, and expert in luxury real estate and marketing innovation.

Milena Lazazzera LinkedIn

Milena Lazazzera is a strategy consultant, luxury editor, and speaker with over 15 years of experience in marketing and communications for top brands like Cartier and LVMH. She contributes to leading publications and advises luxury businesses on strategy and brand repositioning.

Morin Oluwole LinkedIn

Morin Oluwole is an international luxury business leader, board director, and former Meta Global Luxury Director. With 18+ years in tech and luxury, she shapes brand strategies, advises top companies, and speaks globally on luxury, digital innovation, and cultural trends.

Nader Tavassoli LinkedIn

Nader Tavassoli is a Professor at London Business School with over 30 years of experience coaching, consulting, and teaching executives from high-tech startups to over 30 Global Fortune 500 companies.

Nadja Swarovski LinkedIn

Nadja Swarovski is the Managing Partner at Pegasus Private Capital, Chairwoman of Really Wild Clothing, and a former board member of Swarovski. With expertise in luxury fashion and design, she champions sustainability, creativity, and philanthropy through global initiatives.

Nick Carvell LinkedIn

Nick Carvell is a menswear, interior design, and fragrance writer. Former Editor of The Jackal and Associate Style Editor at British GQ, he is passionate about menswear, grooming, fragrance, and interior design. He is also a journalist, speaker, and luxury brand consultant.

Nick English LinkedIn

Nick English is the Executive Chairman of Moke International, Custodian and Co-Owner of Yard O Led, Co-Founder of Bremont Watch Company, and Co-Owner of The Thames Club, with a deep commitment to luxury brands and entrepreneurial ventures.

Pamela Danziger LinkedIn

Pamela Danziger is a speaker, author, and market researcher specializing in luxury, retail, and affluent consumers. Founder of Unity Marketing, she offers actionable insights on the HENRYs (high-earners-not-rich-yet) and is a Forbes.com contributor and industry expert.

Pauline Brown LinkedIn

Pauline Brown is a seasoned leader in the luxury goods sector, having served as North American Chairman at LVMH. She authored Aesthetic Intelligence, teaches at Columbia Business School, and advises executives on leveraging aesthetics to build standout brands and businesses.

Pierre Chandon Linkedin

Pierre Chandon is the L’Oréal Chaired Professor of Marketing – Innovation and Creativity at INSEAD and Director of the INSEAD-Sorbonne University Behavioral Lab. His expertise includes food marketing, eating behaviors, nutrition, obesity, branding, and consumer behavior.

Remi Krug LinkedIn

Rémi Krug, founder of RK Conseil, has over 40 years of experience with the House of Krug, enhancing luxury values. He’s also a key figure in Comité Colbert and Hautes Etudes du Goût, sharing his expertise in luxury, gastronomy, and strategy.

Ruth Marshall Johnson LinkedIn

Ruth Marshall-Johnson is a lecturer and speaker specializing in Futures Research for Creative Business. She connects the dots between creative business strategy, future forecasting, and innovation practice, helping organizations navigate and prepare for the future of business.

Said Chaarawi LinkedIn

Said Chaarawi is an award-winning international sales trainer, luxury retail consultant, author, and public speaker with 15 years of experience. He specializes in coaching sales teams across financial services and luxury goods sectors, working with prestigious brands globally.

Sanyukta Shrestha LinkedIn

Sanyukta Shrestha, Creative Director & Founder, is an award-winning bridal and evening wear designer known for luxurious, organic fabrics. A PETA Luxury Vegan Wedding Award winner, her creations have been worn by celebrities and featured in leading international magazines.

Sarah Willersdorf LinkedIn

Sarah Willersdorf is a luxury, fashion, beauty, and wellness advisor, investor, and speaker with 20+ years of experience. Former MD & Partner at BCG, Global Head of Luxury, and CMO at MSP Global, specializing in strategic growth and brand transformation.

Schanel Bakkouche LinkedIn

Schanel Bakkouche is a French Fashion Editor, Stylist, Creative Director, and Speaker based between New York and Paris. With a distinctive fashion-forward aesthetic, she has worked with Vogue, Louis Vuitton, and Calvin Klein, and founded SFB Creative in 2018.

Serena Rovai LinkedIn

Prof. Serena Rovai is the Director and an Associate Professor at EXCELIA Business School with 20 years of expertise in Luxury Brand Management, Sustainability, and Chinese Market research. She is also a visiting professor at Stanford and an accomplished author.

Sonja Prokopec LinkedIn

Sonja Prokopec is the Associate Dean of Faculty for APAC, specializing in Luxury Branding, Brand Management, Consumer Behavior, Consumer Insights, and Market Research. She provides strategic insights and research expertise in the luxury market.

Sonu Shivdasani LinkedIn

Sonu Shivdasani, OBE, is the founder of Soneva and Six Senses Resorts. He redefines luxury hospitality with a focus on sustainability, offering holistic experiences in stunning locations like the Maldives and Thailand, prioritizing purity, solitude, and meaningful guest experiences.

Stefan Siegel LinkedIn

Stefan Siegel is the founder of NOT JUST A LABEL and IRON | Future West. With a background in finance and fashion, he created NJAL, a leading platform for emerging designers, and serves as a global consultant for creative industries.

Thomaï Serdari LinkedIn

Thomaï Serdari is a luxury retail expert, professor of marketing, and founder of BRAND(x)LUX. She advises and authors on luxury brand management, combining business, design, and cultural insights. She is also editor-in-chief of “Luxury: History Culture Consumption.”

Tiago Restani LinkedIn

Tiago Restani is the CEO at Fully, an entrepreneur, and a speaker with over 20 years of experience. He is known for executing global sponsorship campaigns in hospitality, luxury, and entertainment and excels in negotiation, marketing, and brand development.

Tom Marchant LinkedIn

Tom Marchant is the co-founder of Black Tomato, a luxury travel company known for innovative travel experiences. He serves on boards for Six Senses Hotels and Kerzner International and is a thought leader in the future of luxury travel.

To learn more about WLCC Luxury Speakers and Educational Hub, visit https://worldluxurychamber.com/development/

In this exclusive interview for the World Luxury Chamber of Commerce, President Alexander Chetchikov sits down with Sanjeev Banga, a distinguished leader with over three decades of experience in international business. As a key figure in the global luxury industry, Banga has played a pivotal role in shaping premium brands and expanding their presence worldwide. This discussion delves into his insights on the evolving luxury market, innovation, and the role of the WLCC in fostering industry growth.

Alexander Chetchikov: Mr. Banga, welcome to the World Luxury Chamber of Commerce Board! How do you see yourself contributing to the Chamber’s mission of bringing together top experts from the luxury sector to collaboratively lead, develop, and promote the global interests of the industry?

Sanjeev Banga: Thank you very much for this honor. Very excited to be part of the WLCC Board and looking forward to interacting with fellow board members.  The luxury sector is constantly evolving and consumers are always excited to experience something new and innovative.  A cross-functional team of experts with different category experience, and from multiple regions and cultures will surely enhance the collaborative efforts to develop and promote the interests of the industry.

AC: With over 3 decades of experience in international business, what trends in the luxury industry excite you the most right now?

SB: The finest quality innovative products that are sustainable and have a compelling story are the way forward for the luxury industry.  An exclusive and personalized experience is a must to succeed in this industry.

AC: How has your leadership at Radico Khaitan helped shape the global luxury market, and what lessons can be applied to other luxury brands?

SB: In the luxury category, provenance plays a very significant role.  At Radico Khaitan, our vision is to share the knowledge, heritage, craftsmanship, and expertise of India with the world.  There is mysticism about India and through our luxury brands, we are sharing this unique Indianness with global consumers.  Exclusive expressions and limited editions have further strengthened this association.

AC: What are the key challenges you’ve encountered while growing luxury brands like Rampur Indian Single Malt and Jaisalmer Indian Craft Gin, and how did you overcome them?

SB: India till a few years ago was not known for luxury brands in the Beverage Alcohol category.  It was a big challenge to convince the consumers that we are capable of producing world-class alcoholic beverages. The most important thing was the quality of the liquid showcased in luxurious packaging.  Our prime focus has been educating the consumers, sharing the story behind the brand and how the terroir makes a significant difference in the profile of the liquid. We did extensive tasting sessions and masterclasses to drive home the point.  We strongly believe in liquid to lips and from there to the heart.   All the hard work over the years has paid off as both Rampur Indian Single Malt and Jaisalmer Indian Craft Gin are loved globally and winning hearts as well as accolades from Whisky aficionados and experts. 

AC: As someone with extensive experience in the FMCG sector, how do you see the intersection of luxury goods and consumer behavior evolving over the next decade?

SB: The general trend across markets is towards premiumization and the demand for luxury brands keeps growing.  Post the pandemic, consumers are keen on experiential discovery and creating an emotional bond with the brands.  Brands that meet these aspirations will thrive in the future.

AC: What role do you think the World Luxury Chamber of Commerce can play in promoting emerging luxury markets, particularly in Asia and the Middle East?

SB: Asia and the Middle East are surely the emerging markets for luxury brands especially with the high spending power and global travel.  Consumers here are well-abreast with global trends and have the financial power to indulge in unique experiences.  WLCC can facilitate organizing exclusive private events that resonate with the target affluent audience while emphasizing the brand’s heritage, quality, and exclusivity.       

AC: How do you foresee technology and digital transformation influencing the growth and future of luxury brands in a global marketplace?

SB: AI and digital media coupled with influencer marketing will play a pivotal role in the growth of luxury brands in the future. 

AC: What advice would you give to entrepreneurs and brands looking to enter the luxury market today?

SB: Mantra for success is the finest quality, craftsmanship, innovation, a compelling story & heritage, exclusivity, and superlative consumer experience.  Once the consumer establishes an emotional connection with the brand, they tend to stay with the same for a long time.  

Thank you, Mr. Banga, for your insights into the future of luxury, and for emphasizing the importance of innovation, craftsmanship, and consumer connection.

To learn more about the World Luxury Chamber of Commerce, visit https://worldluxurychamber.com/

In this exclusive interview, Alexander Chetchikov, President of the World Luxury Chamber of Commerce, sits down with renowned branding strategist and author JP Kuehlwein to explore the shifting landscape of luxury. As premium challengers rise and legacy brands navigate the delicate balance of exclusivity and scale, JP shares his insights on what truly defines a luxury brand, how digital platforms are reshaping the high-end experience and the essential principles of Brand Elevation. From the power of storytelling to the role of personalization, this conversation reveals the secrets behind the world’s most aspirational brands.

Alexander Chetchikov: JP, the world’s top 100 luxury brands generates over $250 billion annually, yet we’re also witnessing a rise in premium challengers across industries. What do you believe is driving this shift, and how should legacy brands respond?

JP Kuehlwein: Luxury purchases are entirely discretionary. They are not about utility, material, or even price. Objects or services are acquired at premium prices because they hold meaning to the acquirer. In the case of Luxury this meaning is often associated with a perception that the good conveys social status, signals wealth, success or sophistication, a masculine or feminine ideal – or a combination thereof.

When a new brand succeeds to acquire such meaning or an established brand loses it; then the business fortunes shift and a new brand can rise or an established one fall.

The fact that large luxury brands are now multi-billion global operations actually represents a challenge to their ongoing success. If they start to be perceived as becoming omnipresent and thus, no more symbolic of exclusive access, their business fortunes are put at risk.

AC: Many high-end brands maintain exclusivity while expanding their reach. How can a brand scale without diluting its luxury appeal?

JP K: The short answer is by applying the principles of “Brand Elevation.” This approach puts the focus on the acquisition of meaning by creating a brand mission and myth that resonates with clients, by doing rather than talking at clients, and by daring to be different. We outline these principles and how to implement them in detail in our book by the same name – which you have reviewed on this site. 

The important part, here, is that being ‘meaning-filled’ as a brand allows this brand to elevate itself above the material and tie to a certain product, category, or even industry. Think about how we would not hesitate to slip on a sweater made by Brunello Cucinelli, eat at his restaurant, or stay at his village retreat. The brand has a meaning that helps us live and ‘style or life’ – far beyond any one item. That allows for significant business growth without diluting your brand. Brunello Cucinelli will remain rare and precious to those who can and want to afford it, even as the brand keeps increasing its offerings.

My co-author Wolf Schaefer and I laid out how the best Luxury brands “grow without losing the glow” in our book “Rethinking Prestige Branding” in 2015 – and they still do!

AC: In your experience, what is the biggest misconception about luxury branding that marketers continue to get wrong?

JP K: That luxury is about claiming that word or that it is connected to precious materials, products, provenance, or price. It is not. Yes, those can all be helpful ingredients in creating the aura of a luxury brand but the core lies in creating the meaning I have talked about before. 

AC: How do you see digital platforms reshaping the luxury experience, particularly when traditional high-touch service is a key differentiator?

JP K: As we all know, Luxury brands were initially skeptical and laggards in adopting social media. Today, they are leading the pack, embracing visual social media, in particular. Why is that?

As I stated above, Luxury and Lifestyle brands are about making us dream about an ideal self – one of sophistication, beauty, power, and so forth – and about promising to get us closer to such ideals by consuming them. Well, if you look at Instagram through this lens, for example, then you realize it largely is a reflection of those dreams and ideals. Things are just perfect, beautiful, inspiring. In other words, it’s an ideal stage for Luxury brands to show the socially uplifting role they can play in our lives.

But nothing is more powerful than a dream manifested and brought to life. Few things are more memorable than a personal, sensorial experience. Getting to see, maybe even touch, feel, let alone show off “the real thing” can’t be beaten.  That is when the ‘aura’ of a brand truly develops. You feel in awe. That’s why the most powerful experience is one that leverages each touchpoint – products, customer service, communications, media, stores, events… for what it can best convey about the magic of the brand and how.

AC: Your book, Brand Elevation: Lessons in Ueber-Branding, co-authored by Wolf Schaefer, explores how brands become aspirational powerhouses. If there’s one universal principle that every brand—luxury or not—should apply, what would it be?

JP K: Elevate your brand far beyond the material – above being a product or service – to becoming a dream that people who are important to you.  And manifest that dream from the inside (ie the organization) – out.

I guess I cheated by talking about the two most important dimensions of Brand Elevation [smiles]

The Luxury Library Book Review: Brand Elevation: Lessons in Ueber-Branding by JP Kuehlwein

AC: You emphasize the move from standardization to personalization. Can you share an example of a brand that has successfully made this transition and the impact it had?

JP K: Personalization or “making it mine” as we talk about it in “Rethinking Prestige Branding” is a powerful way for brands to endear themselves to customers and create a bond. There are two long-term, socio-economic developments that drive this desire for individualized products and services: One is the distance that industrialization has put between us and anything we own. Karl Marx talked about how industrialization “alienates” humans from what they create, but also from nature and each other. And that was in the middle of the 19th century when much fewer things we consumed were mass-produced by sources unknown to us. Two, the Enlightenment, successive revolutions, and the evolution of Western societies, in particular, have increasingly focused on the “individual” – i.e. ourselves – becoming the center of our world.  But creating that “individual self” is hard work! Luxury and Lifestyle brands are standing by to help us with this never-ending project.

At the highest level, Hermès is a classic example of a Luxury brand that has, in fact, defined itself as creating ‘joyful’ but also ‘personal’ objects for its most devoted (read: richest) customers. Remember: the original Birkin bag was actually created for Jean Birking, so she could more comfortably and elegantly carry and stow away the many things she liked to take on her many trips. But that is just one of the custom products that have become popular and iconic. Less famously, there is the ‘apple cup bag’ made for a customer who desired a neat way to take along her fresh apple and consume it in the park and hundreds of other such objects that Hermès will be happy to fill you in on, as you get more intimate with the brand.

On the other, the Lifestyle end of the spectrum, there are the canvas shoes by Golden Goose which you can have someone hand-scribble with a Sharpie to personalize them for you – or you can do it by yourself with customization materials sold extra. It makes the sneakers “yours” just like that apple bag. 

Even if the price points differ substantially, the percentage-premium being paid over the identical product without the personalized “touch” is substantial. Why? Because making a product personal helps us shape and display our individuality – and that is highly prized in our society.

AC: Many brands struggle with authenticity versus aspiration. How can companies strike the right balance between storytelling and genuine brand substance?

JP K: Authenticity and aspirations are two different things.  They can relate to each other but are not alternatives.

Being “authentic” means “being true to ourselves and felt to be so.”  That requires a brand to go beyond the talking and showing and to actually be and do. Saying you are a “luxury apartment” is not being one. You have to be experienced to be one through the materials used, the services provided, the breathtaking location and view, etc…

Aspiration is about the “hope or ambition of achieving something.” Luxury brands should always keep an energizing gap between them and the hopes of their customers to fully enter the dream and achieve the ideal.  That is what keeps them longing. Once you have achieved it, things can lose energy and get boring fast. That’s why it’s so hard to get your hands on a Birkin bag – even if you have the money – and there is always one even more breathtaking model Ferrari has up its sleeve after they finally let you have that first or last one. Patek Phillippe literally tells you that you never truly own the watch…

Luxury brands lose their lustre when anyone with the means can own the piece they desire immediately or – worse – if they embrace the popular idea of “democratizing Luxury.” Then they stop to play a key role many expect of them: to help a society stratify a democratic society in which a ‘divine right’ and other means to do so have been abolished.  

AC: You discuss “Ueber-Brands” as those that transcend mere products. What’s the first step for a brand aspiring to reach that level?

JP K: See my answer above: Step back and think about who you are and why you exist as a brand – beyond the product.

AC: Looking ahead, how do you see the concept of luxury evolving in the next decade, and what will brands need to do to stay relevant in this shifting landscape?

JP K: Our need to be acknowledged by others is vital and our quest for meaning is never-ending. Thus, Luxury brands have a secure future as long as they understand how to evolve their role in identity creation and their meaning to stay relevant.

The “alienation” I talked about above – of the individuals from others, from nature, from the world – is only accelerating. Yes, we can interact with more people and see more things than we ever did. But these interactions and experiences seem ever more remote, artificial, hasty, and ephemeral. I think some Luxury brands have a unique opportunity to offer not only an alternative experience – personal, sensorial, timeless – but an alternative philosophy to how to live a good life.

As Hermès artistic director Pierre-Alexis Dumas said in a recent interview on CBS News*: “Are we going to be so obsessed with speed and immediate satisfaction? Maybe not? Maybe there is another form of relation to the world, which is linked to patience, to taking the time to make things right.”

*CBS 60-Minutes interview, Dec 15, 2024

As the luxury landscape continues to evolve, one truth remains constant: the most successful brands transcend mere products, offering meaning, aspiration, and a connection to something greater. In this insightful discussion, JP Kuehlwein reminds us that true luxury isn’t just about materials or price—it’s about creating a world that people long to be part of. With the rise of digital engagement, personalization, and the quest for authenticity, brands that master the art of Brand Elevation will not only survive but thrive in the years to come.

Thank you, JP! Follow JP’s journey on LinkedIn, and you can buy his inspiring books on Amazon.

Stay up to date on the latest industry insights: https://worldluxurychamber.com/insights-news/

The World Luxury Chamber of Commerce presents an exclusive interview with Francis Srun, a distinguished expert in luxury retail. Led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, this conversation delves into the key strategies molding the future of luxury retail. With over 20 years of experience working with renowned brands such as Piaget, Boucheron, Ralph Lauren, and Aquascutum, Francis Srun brings a wealth of knowledge on enhancing luxury sales, navigating cultural influences, and fostering long-term client relationships.

In this insightful discussion, he shares valuable perspectives on what truly separates a good luxury retail team from an exceptional one. Join us as we explore the art and strategy behind luxury retail excellence.

Alexander Chetchikov: Francis, welcome as a guest speaker for the World Luxury Chamber of Commerce webinars! What key insights will you share with industry professionals on enhancing luxury retail performance?

Francis Srun: Thank you for inviting me to share my over 20 years of experience in Luxury Retail with your community. I believe that giving everyone my real experience with all the brands I had the chance to serve could be interesting and, I hope, useful. The brands I served are Piaget, Boucheron, Ralph Lauren, and Aquascutum, but also many more brands with my consultancy Agendy Luxury Selling.

AC: With your extensive experience in Asian luxury markets, how do cultural differences influence luxury customers’ purchasing decisions?

FS: There are certainly differences but more important to see is what is common across cultures. It’s by understanding what is fundamental. What is key is the beautiful idea of self-affirmation. This self-affirmation is simply expressed differently individually, taking into account personal stories and of course cultural background.

AC: Your concept of “daily commercial creativity” emphasizes innovation in luxury sales—can you share an example of how this approach has transformed a brand’s retail strategy?

FS: Absolutely! One very example. Your retail team is struggling with your top clients. What is the right strategy? Focus on these clients offering more loyalty benefits or getting new clients offering an attractive welcome benefit? How to capture new clients at all brand levels: brand message, creations, retail actions, sales advisor actions… A huge and key strategic challenge has to be turned into smaller, commercial creativity at all levels every day.

AC: Having worked with some of the most prestigious brands in the world, what do you think separates a good luxury retail team from a truly exceptional one?

FS: The truly exceptional brand is never only based on storytelling or brand strategy. It’s always real. The know-how and real commitment. The state of the art in terms of technology. The no-compromising state of mind. Storytelling is the expression of reality, and without the real things, storytelling is only the packaging without the real gift inside.

AC: With your expertise in luxury customer relations, what is the key to maintaining long-term client relationships in an era where customer expectations constantly evolve?

FS: I tend to hear about the importance of personal relationships, such as treating customers like a friend or even as family… I develop the notion of an advisor partner in my consultancy projects. How do you take on the role of a Partner with your client? A Partner is not only a sales. It’s not a friend. It’s based on shared interests, objectives, and resource sharing.

AC: Looking ahead, how do you see the future of luxury retail evolving, and what should brands do today to stay ahead of the curve?

FS: Retail is more and more costly, especially relatively compared to e-commerce – a model able to gain productivity. The only reason for Retail is to allow what I call a Victory Encounter between 4 Personas: Brand, Creations, Advisor, and Creations.

The World Luxury Chamber of Commerce extends its gratitude to Francis Srun for sharing his expertise in this exclusive interview. His insights on self-affirmation in luxury purchasing, daily commercial creativity, and the evolving role of retail in an increasingly digital world provide a compelling roadmap for industry professionals. As luxury brands strive to remain competitive, his approach to client partnerships and strategic retail transformation offers invaluable guidance. This conversation has been an enriching addition to the WLCC Luxury Educational Hub, and we look forward to further discussions shaping the future of luxury business. Thank you for joining us.

To learn more about WLCC Luxury Education Hub, visit https://worldluxurychamber.com/development/

Check out Francis Srun’s personal message and an exclusive invitation to his upcoming webinars for the WLCC community!

Take a look at the webinar calendar for more details and secure your spot: https://worldluxurychamber.com/development/

Luxury has always been a world of contrasts—timeless craftsmanship meets cutting-edge innovation, exclusivity meets digital accessibility, and tradition meets transformation. Navigating these tensions is no easy feat, but few understand this challenge better than Gabriella Lojacono.

In this exclusive conversation, conducted by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, Gabriella shares insights from her book Resilience of Luxury Companies in Times of Change and her extensive experience at SDA Bocconi. From balancing heritage with reinvention to the impact of AI, sustainability, and the metaverse, this interview takes a deep dive into what luxury brands must do to thrive in an era of rapid change.

Alexander Chetchikov: Gabriella, your book Resilience of Luxury Companies in Times of Change explores the importance of ambidexterity in luxury brands. What are the key strategies luxury companies must adopt today to balance innovation and heritage?

Gabriella Lojacono: The challenge for luxury brands today is not about choosing between exploiting their core competencies—such as heritage, craftsmanship, and archives—or exploring new trajectories. Instead, they must master both. The latter, however, is far more difficult.

A key enabler for balancing innovation and heritage is having a clear and well-defined purpose and values, which act as a strategic compass for decision-making. When both internal teams and external stakeholders are aligned with these foundational elements, brands can innovate while remaining authentic to their legacy.

However, innovation within a large, established luxury house is complex. Giants in the industry often struggle with agility due to their scale and deeply rooted structures. The most effective strategies to foster innovation include:

1. Creating internal incubators → Establishing dedicated units separate from daily operations allows for experimentation and risk-taking, without disrupting the brand’s core business.
2. Acquiring small, high-potential brands → Investing in emerging players helps inject fresh creativity, new consumer engagement models, and digital-first mindsets into the company while expanding into new market segments.

Ultimately, ambidexterity in luxury is about embracing structured duality—safeguarding the past while proactively shaping the future

AC: Luxury brands have traditionally relied on exclusivity and craftsmanship, but digitalization has reshaped the landscape. How can luxury houses maintain their aura of exclusivity while embracing e-commerce and social media?

GL: Digital transformation in luxury is not just about e-commerce and social media—it is about leveraging technology to enhance, rather than dilute, the core values of exclusivity and craftsmanship. The most significant shift today is the integration of AI and advanced data analytics, which can reinforce traditional luxury principles rather than replace them.

Luxury is fundamentally about personalization, storytelling, and rarity. AI-driven tools can augment these elements by:

1. Crafting hyper-personalized experiences → Beyond product recommendations, AI enables luxury brands to create tailored services, bespoke designs, and customized client interactions, reinforcing the idea of exclusivity, moving from Clienteling one to many, to one to one
2. Enhancing craftsmanship through innovation → Digital tools like virtual ateliers, augmented reality fittings, and blockchain for provenance tracking help preserve heritage while adding layers of transparency and engagement.

Ultimately, digitalization should be seen as a strategic enabler, not a threat. By integrating AI and other technologies in a way that aligns with luxury’s essence, brands can offer next-level personalization while maintaining their aura of rarity and desirability.

AC: Sustainability is a pressing issue in luxury, with growing consumer demand for ethical production. From your research, how can luxury companies integrate sustainability into their business models without compromising their core identity?

GL: Sustainability is no longer a choice but a fundamental expectation in the luxury industry. Today, it is taken for granted that luxury brands must address key issues such as carbon footprint reduction, supply chain preservation, and diversity, equity, and inclusion (DEI)—all of which are now top priorities on the strategic agendas of luxury CEOs.

One of the most significant industry-wide efforts is Aura Blockchain, a consortium involving major luxury houses to ensure transparency and traceability across the supply chain. This technology guarantees ethical sourcing, authenticity, and sustainability credentials, reinforcing trust without compromising exclusivity.

Beyond traceability, brands like Loro Piana have integrated sustainability into consumer engagement by linking blockchain insights with CRM platforms and dedicated apps. This allows clients to access detailed information about the provenance of materials and ethical production processes, further enhancing brand storytelling and perceived value.

Ultimately, integrating sustainability into luxury is not about compromise—it is about reinforcing craftsmanship, authenticity, and long-term brand equity while meeting the evolving expectations of discerning consumers

AC: Many luxury brands have faced challenges with inventory management and overproduction. What creative business models have you seen emerge to address these challenges, and which brands are leading the way?

GL: Inventory management and overproduction have long been challenges for luxury brands, often leading to markdowns or unsold stock that risks diluting exclusivity. One of the most effective emerging business models to address this issue is the pre-order model, which enhances both sustainability and operational efficiency.

By producing only the quantity requested—often with a minimum batch threshold—brands can reduce waste, optimize resources, and maintain the scarcity that defines luxury. This approach also strengthens customer engagement, as clients become active participants in the production process, fostering a sense of exclusivity and anticipation.

However, the pre-order model requires significant flexibility in the supply chain, particularly in terms of agile production, supplier coordination, and real-time demand forecasting.

Additionally, made-to-order and capsule collection strategies are being used to further refine inventory planning, ensuring that production aligns closely with actual demand.

AC: You direct the Executive Master in Luxury Management (EMiLUX) at SDA Bocconi. What unique elements does the program offer to professionals looking to thrive in the luxury sector?

GL: The Executive Master in Luxury Management (EMiLUX) at SDA Bocconi is a truly international and immersive program, designed for professionals looking to thrive in the luxury sector. What sets EMiLUX apart is its global approach, as our participants—who come from all over the world—travel across key luxury hubs to experience firsthand the business dynamics and cultural nuances of different geographies.

A defining feature of the program is our strong industry partnerships, particularly with Cartier, which has been on board since the very first module in Paris. Participants engage with leading luxury brands through real-world challenges, gaining direct exposure to strategic decision-making and brand innovation.

Additionally, we ensure a hands-on experience—our candidates spend an entire day in luxury retail stores or five-star hotels, observing and analyzing key operational and customer experience processes.

And when it comes to understanding digital transformation in luxury, what better place to learn than Silicon Valley? Our program takes participants to the heart of technological innovation, helping them grasp how AI, e-commerce, and data-driven strategies are reshaping the luxury industry.

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AC: Made in Italy is a globally recognized mark of excellence. In your experience, what are the biggest challenges and opportunities for Italian luxury brands competing on the international stage?

GL: Made in Italy is synonymous with excellence, craftsmanship, and creativity, giving Italian luxury brands a strong competitive edge globally. However, despite these strengths, the industry faces both challenges and opportunities in today’s evolving landscape. The current geopolitical and economic instability has created significant disruptions, impacting raw material availability, production timelines, and costs. This is particularly critical for luxury, where craftsmanship and quality control are non-negotiable.

Many Italian brands are experiencing stagnation in mature markets, forcing them to rethink their expansion strategies and customer engagement models.

While Italian brands excel in creativity and craftsmanship, they often lag behind global competitors in brand storytelling, digital engagement, and long-term brand management strategies—key elements for building lasting consumer relationships.

AC: The metaverse is becoming a new frontier for luxury. Given your work on the course Competing in the Metaverse, how do you see luxury brands leveraging virtual spaces to enhance their brand presence and engage consumers?

GL: The metaverse represents a powerful new frontier for luxury brands, but its true potential lies in being seamlessly integrated into a holistic retail experience—one that connects online and offline touchpoints rather than existing in isolation.

Luxury has always been about exclusivity, storytelling, and deep emotional engagement, elements that can sometimes be lost in traditional e-commerce. The metaverse augments the digital experience by introducing new layers of immersion, personalization, and interactivity, helping to bridge the gap between high-touch physical retail and the convenience of digital channels.

AC: With your extensive research and experience at SDA Bocconi, what advice would you give to aspiring professionals who want to build successful careers in the luxury industry?

GL: The luxury industry is evolving rapidly, and for aspiring professionals, success is not just about passion for the sector—it requires a combination of strong expertise, adaptability, and strategic thinking. Based on my experience at SDA Bocconi, my key advice would be:

1. Stay True to Your Competencies and Leverage Them Strategically

• The luxury industry values specialized skills and deep expertise, whether in digitization, CRM, operations, trade marketing, merchandising, or retail.
• Don’t simply try to fit into the industry; instead, find a way to add value through your unique capabilities.

2. Be Prepared for Change Management

• Luxury is facing unprecedented transformation, with new executive appointments and new consumer expectations.
• Those who succeed are not just creative or strategic thinkers, but also change agents—professionals who can navigate uncertainty, adapt to new trends, and drive transformation within established brands.

As the conversation with Gabriella Lojacono wraps up, one thing is clear—luxury isn’t just about what’s been, but what’s next. In an industry where legacy and innovation must go hand in hand, the brands that will succeed are the ones that embrace change without losing their soul.

From digital transformation to sustainability, from new business models to the power of storytelling, Gabriella’s insights illuminate the path forward for both established houses and the next generation of luxury leaders.

A special thank you to Gabriella for sharing her expertise, and to Alexander Chetchikov for leading this fascinating discussion. Luxury is evolving, and with voices like these guiding the way, its future has never looked brighter.

To read more inspiring interviews, visit https://worldluxurychamber.com/insights-news/

Visit SDA Bocconi to learn about their courses, and get Garbiella’s book on Amazon.

Luxury dining is more than just exquisite cuisine—it’s an art form, a carefully curated experience that engages all the senses. Few understand this better than Ahmed Alajmi, the driving force behind Takara Hospitality Group. In this exclusive conversation, Alexander Chetchikov, president of the World Luxury Chamber of Commerce, sits down with Alajmi to explore his journey from a passionate food enthusiast to a leader in Saudi Arabia’s thriving fine dining scene.

From overcoming industry challenges to shaping the future of luxury hospitality, Alajmi shares his insights, inspirations, and what’s next for Takara Hospitality Group.

Alexander Chetchikov: Can you share the story of how you first entered the luxury hospitality industry and what inspired you to create Takara Hospitality Group?

Ahmed Alajmi: My primary interest lies in food. As Saudi nationals, we can be quite particular about our culinary preferences. I grew increasingly frustrated with the lack of dining options beyond Arabic cuisine in the Eastern Region of the Kingdom of Saudi Arabia. It was puzzling to see that every restaurant that ventured beyond Arabic cuisine seemed to open and then quickly fail.

Interestingly, Bahrain, just a 30-minute drive away, embraced diverse food options and welcomed various types of cuisine without prejudice.   This contrast led me to discover the concept of “terroir” — the idea that food tastes different depending on its origin. I realized that there is no such thing as “educating the palate” to make someone appreciate flavors that are unfamiliar to them.

In 2019, we launched TAKARA with a clear mission: to provide our clients with authentic Japanese cuisine while incorporating Arabic ingredients they enjoy. The response was overwhelmingly positive from day one; we were packed immediately. Following that success, we introduced Sold Out and Ziba, and the return on investment was almost from the third month of opening in both scenarios.

AC: Your journey from launching Takara to expanding with Sold Out and Ziba has been remarkable. What key challenges did you face, and how did you overcome them?

AA: Let us not refer to them as “challenges”; instead, let us consider them “part of the learning curve.”

Sold Out opened as a marketing initiative aimed at catering to the young Saudi generation, who tend to prioritize fashion and sensory experiences over the food itself. However, as a restaurant, we needed to align the food with their expectations. Sold Out is not a budget-friendly option; if we were to be placed on a pricing chart, we would rank among the top burger chains in the Kingdom. The difference with Sold Out is that we deliver on our promise – providing a quality experience.

Ziba was a significant risk, being the first Persian cuisine restaurant in the Kingdom of Saudi Arabia. Our focus is on what Persia represents for the region – culture. We created a museum and placed the restaurant among it. Did you know that at Ziba, you could find pieces that are over 300 years old? Ziba is about enjoying authentic Persian cuisine in one of the most exclusive developments in the Eastern Region – Shorofat Park. Imagine savoring traditional 72 hours of slow-cooked Lamb with Persian Pulao and Sumac while overlooking a stunning fountain illuminated with colorful LED lights, with a gentle breeze on your face. That is the essence of Ziba.

AC: You’ve been recognized with multiple prestigious awards in the hospitality industry. What do these honors mean to you, and how do they reflect your vision for luxury dining?

AA: Accolades reflect well-done work, but they provide opportunities for even greater accomplishments. However, they also bring significant responsibilities, as one must outperform the previous year to demonstrate that the recognition was deserved.

What brings me the most joy is the increasing global recognition of the Saudi hospitality industry. In the past, the focus was primarily on Europe, and it seemed that Dubai was the only significant destination in the Middle East.

Luxury hospitality in the Kingdom of Saudi Arabia has become a reality. Three years ago, we had only 5 venues on the 50 Best Discovery List; this year, we already have 26.

Companies such as THG, Leylaty, MFC, MJS, Al Khozama, and Cool Inc. are leading the way in luxury dining within the Kingdom.

AC: As a newly appointed board member of the World Luxury Chamber of Commerce, what are your main goals, and how do you see yourself contributing to the global luxury sector?

AA: In establishing luxury as an experience, it is important to first define what constitutes “luxury” and understand how to fully appreciate it.

Luxury is a privilege and should engage all of our senses. When I pay a premium for a product, it must be worth the price.

For example, in the restaurant industry 10 to 12 years ago, customers tended to focus only on the left side of the menu, where the names of the dishes and ingredients were listed.  The price was often accepted based on the restaurant’s “reputation” or its location. However, with the widespread access to the internet today, it is easy for diners to know the cost of various items and compare prices across different establishments.

This is where the experience becomes crucial. At THG, we primarily focus on our “client journey.” We take pride in the fact that 99% of our customers simply ask for the bill and pay it without looking at it. This indicates that they believe the value of their luxury experience was worth the price. For the remaining 1%, we make it a priority to ensure their satisfaction on the spot. We never let a client leave feeling unsatisfied.

As board members, we must share our luxury journey knowledge; a leader who does not share their insights is akin to a child who, despite not wanting to play with a toy, refuses to let others enjoy it.

AC: Luxury hospitality is constantly evolving. What trends do you believe will shape the future of the industry, and how is Takara Hospitality Group adapting to them?

AA: We live in an age dominated by scrolling, where images define our experiences and we curate the lives we want to present. In this world, just five seconds of my attention on a post can determine whether I engage with a product or discard it entirely. The options are limitless.

In the realm of luxury hospitality, I refer to something I call “the wheel.” What is the wheel? It encompasses everything that luxury hospitality represents and includes—every kind of cuisine, type of service, business model, and decoration style. In just five seconds, how can you transform the wheel? Is it through service? Food? Pricing? No. The real secret lies in the “client journey.”

How do you entice a client with a dish? By creating cravings. Nowadays, nearly everything is available in supermarkets, and many people consider themselves chefs in their kitchens. This leads to a dilemma: should I invest money in stunning marble tables for my clients, or should I prepare for the trend where people prefer staying home and ordering in?

So, what should I do? Should I invest all my savings in opening a venue with an exquisite fine dining experience I have been contemplating, complete with a premium selection of wine to pair? The answer is YES. But rather than splurging on silver cutlery, invest in uniqueness. Find the gaps that others overlook. Ensure your service is knowledgeable yet unobtrusive. Surprise guests with thoughtful details. Incorporate regional ingredients. Avoid mimicking “the restaurant that everyone loves.” Above all, create an experience that is short yet memorable. Leave always space for your clients to come back for more.

AC: You place a strong emphasis on values like family, honesty, and respect in your business. How have these principles influenced your leadership and company culture?

AA: Looking back, it was easy to run TAKARA as a business since it was only 1, and it has been incredibly successful up to this day. However, when managing a hospitality group, it is essential to recognize that your most valuable asset is your people.

Without clear values to guide this asset, failure is inevitable.

Family, honesty, and respect are not just buzzwords at THG. You may have seen company profiles in pitches that outline their “Vision,” “Mission,” and “Values,” but then you meet the people behind the company and think, “These guys put this together using ChatGPT.”

At THG, we take those values very seriously.

I believe my management style has evolved significantly over the years. As you grow, you need to attract more skilled professionals. I always say, “If I can do someone’s job, then I do not need to hire them.” We started with a team of passionate individuals, and later we incorporated real professionals from the F&B industry.

Hiring professionals helps us clarify and establish strong principles. As our company evolves, it must grow alongside its experienced workforce. Our company culture is straightforward: join us, and we will help you become a better person first, and through the right training, a better professional afterward. If you decide to leave later on, you will do so knowing that there is always room for growth and learning with us.

We are a family that honestly respects one another.

AC: Saudi Arabia’s luxury dining scene is growing rapidly. What role do you see it playing in the global luxury hospitality market in the coming years?

AA: A year ago, Saudi Arabia had over 132,383 restaurants, cafes, and bakeries spread across its 2.15 million square kilometers—a land area five times larger than the entire GCC combined. The Kingdom showcases a vibrant food culture with diverse offerings across its provinces. Riyadh Province leads with the highest number of dining establishments, totaling over 33,399. Makkah follows closely with more than 31,872, while the Eastern Province has 21,499. In stark contrast, the Northern Borders Region has the fewest establishments at only 1,601, and the Al Bahah Region has 1,806.

In 2024, the number of restaurants in Riyadh surged by 400%, which included a remarkable 300% increase in upscale venues. Saudi Arabia’s rise as a luxury hub is noteworthy, especially with the increasing participation of women in the workforce. Additionally, the preferences of Millennial and Gen Z consumers have diversified the luxury market.

The country boasts over 250,000 products and around 1,500 companies that carry the “Saudi Made” label, including THG. Through Vision 2030, Saudi Arabia has opened its doors to tourism, leading to significant changes over the past four years, making it an exciting destination to visit. Last year, Saudi Arabia was awarded the rights to host several major events, including the 2027 Asian Cup, the 2029 Asian Winter Games, the 2030 EXPO, the 2034 Asian Games, and the 2034 World Cup.

Therefore, instead of asking, “What role do I see Saudi Arabia playing in the global luxury market?”, it would be more appropriate to ask, “What more can Saudi Arabia bring to the global luxury market?”

AC: What advice would you give to aspiring entrepreneurs looking to break into the luxury hospitality industry and build a successful brand?

AA: Sell what your clients want to buy. Live by the motto “If you like, you buy.” What is a luxury hospitality experience if it does not connect to something we crave or a “safe place” we fondly remember? Adding to that, it gives us the feeling of being on top of the world.

Restaurants like TAKARA, Sold Out, and Ziba excel at delivering authentic Saudi flavors to our clients. Every product we offer receives approval from a panel of 100% Saudi nationals who affirm, “This is what we like; therefore, we will buy it.”

Thank you, Mr. Alajmi, for your time!

Ahmed Alajmi’s story is one of passion, perseverance, and an uncompromising commitment to excellence. From pioneering unique dining concepts to shaping the Kingdom’s position on the global luxury hospitality stage, his influence continues to grow. As Saudi Arabia rapidly emerges as a premier destination for high-end experiences, Alajmi and Takara Hospitality Group stand at the forefront of this transformation. With a clear vision and a relentless pursuit of quality, the future of luxury dining in the Kingdom has never looked more promising.

To learn more about Takara Hospitality Group, visit https://thgsaudi.com/ & stay up to date with the latest WLCC news here: https://worldluxurychamber.com/insights-news/