Author: bh@worldluxurychamber.com

What if your brand could stand among the world’s most recognized names in luxury, sustainability, and innovation? The World Luxury Chamber of Commerce offers exactly that, a gateway into an elite network where prestige meets opportunity. Whether you’re aiming to expand globally, strengthen your reputation, or connect with like-minded leaders in the luxury sector, WLCC membership could be the key. In this blog, we’ll explore membership benefits, criteria, the application process, and the recognition materials that highlight your place in this exclusive circle. Each section ends with actionable insights to help you take the next step with clarity. 

Unlocking Membership Benefits 

Members gain recognition and prestige by joining an exclusive group of respected luxury industry leaders. They enjoy access to impressive networking opportunities with other brands, experts, and collaborators through exclusive events and platforms. Membership also opens the door to exclusive experiences such as VIP events & exhibitions and also offers invaluable industry insights and expertise to help brands and individuals stay ahead of the curve. Beyond that, members can benefit from global promotion to gain visibility and participate in professional development opportunities such as advanced training sessions and development programs. 

Actionable Insights: 

• Assess your current visibility: would global promotion significantly boost your growth? 
• Identify key people or brands you want to connect with: could WLCC events open those doors? 
• Focus on which benefits align most with your immediate and long-term goals. 

A Selective Membership Criteria 

Becoming a WLCC member is selective. To qualify for membership, applicants must meet one of the following criteria: Applicants must demonstrate outstanding achievement in their segment of the luxury industry, whether through quality, service, innovation, craftsmanship, creativity, or sustainability. They must also show international recognition or present solid plans for global reach. Equally important, members are expected to share WLCC’s values and contribute to advancing the luxury sector. In some cases, a reference from an existing member may be requested. Finally, sustainability is non-negotiable; members must prove a genuine commitment to responsible and sustainable practices. 

Actionable Insights: 

• Review your brand’s practices in sustainability, craftsmanship, and innovation to identify strengths and areas for improvement. 
• If international recognition is lacking, plan milestones that can build your global reputation. 
• Reach out to current members for potential references and to learn from their experiences. 

A Smooth Process 

The membership process begins with completing and submitting an online application form. Next, applicants take part in an interview where their goals are discussed and the most suitable membership package is selected. Following this, the organizing committee reviews the application and makes the final approval decision. Once approved, the applicant confirms their membership and pays the annual fee. Membership is designed for continuity, renewing automatically each year. 

Actionable Insights: 

• Update your portfolio, achievements, and sustainability credentials before applying. 
• Prepare for the interview by clarifying your goals and how WLCC membership will help achieve them. 
• Budget for the fee as well as participation in events and activities, since renewal is ongoing. 

Member Recognition Essential Materials 

Membership is accompanied by prestigious recognition materials that signify credibility and distinction. New members receive a certificate that can be proudly displayed, a gold-plated lapel pin to wear as a mark of honor, and a high-quality sticker suitable for storefronts or office entrances. A personalized welcome letter and a member plaque that provides a permanent display piece to reinforce brand prestige in any professional space. These tangible symbols validate membership and enhance brand image.*

*Depending on the membership chosen

Actionable Insights: 

• Choose visible locations (storefront, office reception, website) to display recognition items. 
• Incorporate certificates, plaques, and pins into marketing efforts to highlight prestige. 
• Maintain these materials in pristine condition to preserve their impact. 

WLCC membership offers prestige, global exposure, and powerful networking, while requiring excellence, shared values, and sustainability. If your brand aligns with these standards, joining WLCC can unlock opportunities for growth and recognition in the luxury industry.  

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

In this exclusive conversation led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, Beatrice de Quervain Blanchard, Strategic Advisor for the Luxury Markets of the Americas and Partner at WinHouseCorp., shares her expertise in guiding luxury brands to success. With over 25 years of experience in the U.S. and a career that spans leadership roles across watch and jewelry houses, she offers a candid, pragmatic view of what it truly takes to enter and thrive in some of the world’s most competitive luxury markets.

Alexander Chetchikov: As a Strategic Advisor for the Luxury Markets of the Americas, what are the key challenges and opportunities you see for luxury jewelry and watch brands entering or expanding in North and Latin American markets?

Beatrice de Quervain Blanchard: As a brand enters the Americas, it makes strategic sense to begin with the U.S. market before expanding into Canada, Mexico, Latin America, and key high-luxury destinations in the Caribbean. However, many new brands underestimate what it truly takes to do business and build brand equity in this market.

I’m often surprised by how ill-prepared brands are when they launch in the U.S. Let me put it another way: You don’t enter an F1 race in a streetcar. A good product, opening a few retail accounts, and promoting it through some public relations efforts may be a start, but they aren’t a viable market entry strategy. What’s often missing is a well-defined roadmap—spanning three, five, even seven years—outlining how the brand will grow, adapt, and establish itself as a serious player. Without a strong plan in place, I’ve seen too many companies lose a lot of money in a very short time and consequently disappear altogether from the American market.

To succeed, a brand must bring the full package: a differentiated, clearly defined product that stands out in an already saturated luxury market, a plan for how to structure the local organization, a professional sales team on the ground, and a multilayered marketing and communication plan. The headquarters must work hand in hand with the local subsidiary to provide all the tools needed and be flexible enough to adapt certain tools to the U.S. market details.

A common mistake is focusing solely on the end consumer while ignoring the commercial realities of market entry. In truth, success in the U.S. often starts with wholesale partnerships. It’s a difficult path, but it’s essential for building brand awareness before considering your own boutiques or retail footprint.

As the U.S. strategy takes shape, it’s smart to begin exploring opportunities in Canada and Mexico—markets that offer logical next steps and can be prepared for in parallel.

AC: With over a decade leading WinHouseCorp. and acting as part-time CEO for various brands, how do you approach building and maintaining brand awareness and brand equity in the highly competitive luxury segment?

BdQB: The market entry ticket is high. Launching in this market requires significant investment, but true brand-building goes far beyond financial resources.

At its core, the luxury industry remains a people business—whether it’s B2B relationships with wholesale partners or direct interactions with high-net-worth clients at exclusive events. Success comes from knowing how to engage, communicate, and collaborate at every level to build brand presence and brand trust. This includes properly training on-the-ground teams to represent your brand effectively and adapting your approach to the cultural nuances.

When it comes to marketing plans, it’s essential to understand where and when to invest. No brand can maintain a constant nationwide campaign year-round and organize multiple high-end events, so efforts must be strategically concentrated, targeting the right sub-markets at the right time, with the right intensity. A scattered approach in large markets like North and South America brings little impact. Focus and timing are everything, and knowing where to start is a critical part of building a strong U.S. market entry strategy.

AC: How do you integrate your multicultural background and deep industry experience to advise luxury companies on navigating cultural nuances and consumer behaviors across diverse American markets?

BdQB: Naturally, it’s an advantage to understand both sides: I bring a deep knowledge of the French, Italian, and Swiss approaches to luxury, and with over 25 years of experience in the U.S. market, I’ve gained a strong grasp of what truly resonates with high-net-worth American consumers. The differences between markets are significant—and must be respected.

I often see European luxury brands fixating on details that may matter greatly in Europe but hold less relevance for U.S. clients. In contrast, American customers tend to prefer a more relaxed approach to experiencing luxury; however, they place a high value on instant gratification paired with hands-on customer service—factors that are non-negotiable in this market.

Another area that requires adaptation is brand storytelling. While in other parts of the world storytelling tends to focus on history, craftsmanship, and heritage, in the U.S., the narrative must be far more dynamic and emotionally engaging. It needs to spark curiosity, build aspiration, and offer social reassurance—demonstrating that other respected or influential individuals are already buying into the brand.

Recognizing the unique wholesale approach is critical when launching a new brand, especially in the watch and jewelry industry, where many retail operations are family-owned. These businesses value respect and reliability, and they don’t like being told how to run their operations. While this should be obvious, key retailers will highlight how many new brands stall early by neglecting their wholesale partners. Navigating these relationships and committing to a near-constant market service are key to success. This must be the mantra for everyone, from sales to customer service and marketing teams.

AC: As a keynote speaker on luxury industry topics, what major trends or shifts do you highlight as influencing the future of luxury goods, particularly jewelry and timepieces?

BdQB: As indicated, the U.S. luxury market is one of the most saturated and competitive in the world. Every major luxury group has a strong presence here, making it essential to approach the market with a clear and thoughtful strategy. In my talks, I always begin by stressing the importance of the planning phase. The first question to ask is simple but crucial: Why do you want to enter this market? This is the foundation on which everything else is built. From there, I show how to guide brands through the process of identifying key elements like expectations, timelines, product offerings and future development, and financial constraints. I emphasize that it is vital to develop a comprehensive “playbook” upfront before taking any action, setting a solid strategy in place to ensure long-term success.

When it comes to longevity in luxury, I often highlight that I don’t put much stock in fleeting trends or dramatic shifts. Instead, I believe in a grounded, pragmatic approach—one that focuses on consistency, quality, and most importantly, human connection—especially when it comes to high-end jewelry and watches, which are products with a high emotional component. That’s why I’m passionate about the importance of building genuine relationships at every level. Luxury success isn’t just about the product; it’s about how you engage with your business partners, end consumers, and local communities.

By focusing on authenticity, respect, and care in all interactions, a brand can establish deep, meaningful connections that transcend short-term trends. Ultimately, it’s through these human-centered, relationship-driven strategies that a brand can truly thrive in competitive markets like the U.S., Canada, and Latin America.

For more about my strategic approach and the themes I explore in my keynote speeches, I invite you to visit my website: www.winhousecorp.com.

Thank you, Beatrice!

Beatrice de Quervain Blanchard’s perspective is a masterclass in pragmatic luxury strategy, rooted in respect for local markets, precision planning, and the irreplaceable value of human connection. As her insights reveal, thriving in the Americas isn’t about rushing in with a good product; it’s about bringing the complete package: vision, structure, adaptability, and relationships built on trust. For brands willing to embrace this approach, the rewards extend far beyond sales, they create a legacy.

To follow Beatrice’s journey, head to https://www.linkedin.com/in/beatrice-de-quervain-blanchard-b508437/

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

Feature Image: José Ferrer

Luxury is often described through its products: rare diamonds, leather goods, perfumes, or couture gowns. But behind every maison that endures lies something less visible: the architecture of its brand. Few people know that structure better than Philippe Mihailovich, founder of HAUTeLUXE, WLCC Honorary Board Member, and one of the earliest thinkers to give brand architecture its academic foundation.

His career path defies linearity: FMCG marketing with giants like Nivea and Wella, the creation of Couture Brands to bring fragrances to designers without them, and finally, advising luxury houses at the highest level. Along the way, he has shaped categories, challenged assumptions, and helped CEOs navigate the delicate balance between immediate sales and long-term identity.

In this conversation with Alexander Chetchikov, President of WLCC, Mr. Mihailovich discusses the recurring challenges luxury leaders face, why sustainability must be treated as an investment, and how ethical sourcing can coexist with exclusivity, and much more.

Alexander Chetchikov: Your career has spanned from working at FMCG brands to creating Couture Brands and then HAUTeLUXE, a strategic brand consultancy business to serve luxury houses (primarily those in high jewelry, leather goods, fashion, beauty, and boutique hotels). How did this broad experience across diverse sectors prepare you to serve as a confidential advisor to CEOs and Chief Branding Officers in the luxury industry?

Philippe Mihailovich: Great Question. A long story.

Actually, as a student, I had worked as a fashion photographer for magazines and newspapers, so I had the chance of seeing that world from the inside and shooting what was to be introduced in the future. I loved the photography of Serge Lutens for Shiseido. He created the first Dior make-up line. Today, he is better known for having started the trend towards perfume as an art and not as a fashion accessory (no male perfume or female perfume). I reached out to him to publish his photos in Creative Photography Magazine, and he ignited my interest in beauty products, prestige branding, and chic cross-cultural imagery.

After my degree I was employed by a top fashion company and received retail management training up to area management level, but hated to be so distanced from the creative side, so I switched to beauty and personal care product management and found that one of the easiest ways to add value to mass products was to look upwards to see what the luxury houses were doing. As such, I found myself eventually working with the same top French Master Perfumers as YSL and Dior were using.

Then when I was responsible for Nivea, I was learning from La Prairie (same corporate group) and when I was at Wella I looked at Professional Salon formulas to improve on consumer products and spotted the opportunity to create ‘designer hair care’ using hairdresser names (e.g. John Frieda, Nicky Clarke) to compete with the faceless corporations such as L’Oreal and Wella. I also noticed that British designers such as Vivienne Westwood, or fashion brands like Monsoon, did not have their own fragrances. I founded Couture Brands to develop those categories. It was such a pleasure working with visionary creatives, founders, and CEOs that I got hooked on it.

AC: At HAUTeLUXE, you sit at the intersection of creativity and strategy, often working with leaders who are under immense pressure to deliver both short-term results and long-term relevance. When these executives bring you their brand dilemmas, what recurring challenges do you see, and how do you help reframe their future into something sustainable?

PM: At first, they were projects primarily linked to brand exploitation, such as brand stretching across categories. The risk of damaging an established reputation is huge. It is what has happened to Gucci, a house that once competed strongly against Hermès in handbags. Not anymore. Under designer Tom Ford, Gucci evolved into a highly successful R2W fashion brand; the style was more American and less Italian, and people seemed to be buying Tom Ford more than they were buying Gucci. The leather craftsmanship heritage of the house collapsed in the process.  I’d love the new President and CEO of Gucci, Francesca Bellettini, to call for my help, but she is ex-Bottega Veneta and Saint Laurent, so she is sure to know what to do. The Kering Group also has a new CEO. Let’s hope that I will meet him this year.

To go back to your question, the recurring challenges are remodifying the DNA of a brand and constructing or reconstructing the pillars of its Brand Building before any storytelling begins, which includes brand culture, universe, values, and principles. However, another recurring challenge is when the client feels that they have learned enough from us to go it alone with their commercial team. This happened with an important diamond project, and it all got botched up.

Regarding sustainability, we are already in an “Era of meaningful luxury” and are all seeking the ultimate no-waste circular eco-system. Sustainability must not be seen as a marketing tool. It is an investment. Every manufacturer needs to become sustainable, and luxury houses are in a position to set the example. These houses don’t communicate or position themselves as “sustainable luxury” because sustainability references are mostly rational and tend to kill the dream. Also, many Gen Z say that they want to buy sustainable luxury but will go off to buy something trendy like Jacquemus instead. This suggests that design, social media hype, influencers, and celebrities still carry more weight than sustainable practices.

We believe that all ethical brands have already made significant strides towards sustainable, circular solutions, bio-fabrics, and similar approaches. Hopefully, in the near future, customers will no longer be given the option to purchase anything that damages our planet. Meaningfulness will also imply efforts to eliminate poverty. I’ve been so supportive of Conscious Corporations, such as the Kering Group, and it breaks my heart to see that group suffering a significant decline in sales across its major brands, but mostly Gucci.

We wish them a great recovery. The new CEO must be under immense pressure to deliver both short-term results and long-term relevance; however, the Pinaults (owners of Kering, which owns Gucci) are not known for chasing short-term success to the detriment of their long-term vision.

AC: You’ve been a key figure in academic alliances with business schools in both France and globally. How does the academic perspective at institutions like NEOMA and Toulouse Business School inform your real-world consulting with brands at HAUTeLUXE?

PM: Actually, I was focused more on facilitating alliances between luxury houses and potential retail partners abroad, while also spending five years conducting educational exchanges in China. The academic perspective helps in many ways. Firstly, I’m obliged to keep up with everything going on across the luxury industries globally, as they all change so quickly, and so do the clients. Thankfully, my students are from all over the world, and they keep me in tune with their thinking and desires. I learn so much from their cross-cultural perspectives.

Additionally, I enjoy creating cases for them around brands that I find are weak, lost, damaged, or otherwise struggling, so that I can present students with real-world problems that the brand has not yet resolved. Shang Xia, the Chinese luxury retailer, co-founded with Hermès and now owned by the Agnelli family (Ferrari) is one of them. I always try to develop strategies before briefing the students, and in many cases, I get so excited by these ‘solutions’ that I will try to reach out to the house in the hope that they will commission me to assist them. Some do, and others don’t even bother to reply. Many won’t even recognize the identified problems that they are facing until it is almost too late. The lovely Chinese TTF Haute Joaillerie house, for example.

Shang Xia, after Hermès, made many terrible errors, but it could still be turned into a global powerhouse.  I will continue tracking the brand and its actions to further my learning. Whatever solutions the brand may try, I am likely to appreciate them more because I have lived through their problems. Ultimately, my research informs the academic papers I publish, which contribute new findings, key success factors, and the like to the field.

Sadly, I am forbidden from discussing most of our real cases in any form, just as a psychiatrist cannot reveal who his clients are, so I try to find other ways to share the lessons learned. Often, when working with these CEO’s, even their own staff do not know it.

AC: You co-authored the very theories that gave shape to the discipline of Brand Architecture. In your view, how has the science and art of Brand Architecture evolved since those early days, and what function is critical for luxury portfolios navigating the modern era?

PM: Well, considering that my PhD supervisor at Surrey European Management school was not accepting branding or my ‘brand architectural models’ as a legitimate subject. That just shows how far we have come. Luckily, Professor Leslie de Chernatony understood and eventually helped to co-author my first paper, which was published in Volume 1 of the Journal of Brand Management. David Aaker was on the editorial board, and the rest is history. Prof. David Aacker coined the phrase “Brand Architecture,” which I found to be very clever, and with Erich Joachimsthaler, adapted our Brand-Bonding Spectrum to become their Brand Relationship Spectrum. It is thanks to them that the field took off.

At the time, many corporations, such as Accor Hotels, were slapping the corporate name onto every hotel they owned, ranging from the lowest-end hotel, “Formula 1,” to their luxury Sofitel Hotels. It was disastrous for Sofitel, and I was very critical about that. What meaning did they want to give to the brand Accor? Was the promise about great service, meaning I can expect the same level of service in a Formula 1 as I can in a 4- or 5-star Sofitel? In French Accor means agreement. For the hotel guest, it means nothing because it refers to the group being made up of many who agree to fall under that umbrella, and agreements will be entered into with other corporations. A bit like Business Class. The client is the corporation that pays and not the traveler. As such, I thought they were ruining Sofitel. If Accor were symbolic of a promise to offer only organic food in every hotel, it would be more meaningful in attracting guests, even to the Formula 1.

However, it was not a mistake but a deliberate strategy to show massive growth on the stock market to raise the funds to invest in their brands, primarily Sofitel. So as soon as the money was raised, they dropped Accor off the Sofitel signage, shifted all Sofitels up to 5-star hotels, and launched smaller boutique hotels under the So… name, such as So Paris, So New York.

At that time, few companies were thinking it through strategically. The Branding agencies were mostly selling graphic design and would often be the ones to propose brand visuals and sub-brand names. With the advent of the internet, the world quickly became more brand literate and often rushed into creating too many brands and sub-brands for the wrong reasons. The heritage luxury houses stuck to using their house name only, while others created a simple form of brand architecture to support their pyramid structure, for example, Christian Dior Couture at the top, Dior for the R2W, and J’Adore Dior beneath it.

The great Giorgio Armani introduced Armani Privé as a Haute Couture label to try to pull the brand upwards above Armani Jeans, AX, Armani Collezioni, Emporio Armani, and the Giorgio Armani labels, but he never sketched out his pyramid. Retail architects, staff, and licensees (L’Oreal) had to feel it. Hermès has one for their perfume division, but keeps it discreet – although you can find it in our book. Does anyone understand the BOSS pyramid? There’s BOSS and Hugo and Hugo Boss and Boss Green, Boss Orange, Boss Black.

What is critical is not to confuse your customer. For instance, the backlash against some brands that have been selling industrial goods under the very same house name as their handmade luxury goods or special orders. Customers feel that they were duped and are now quite angry and, in some cases, strongly supporting “dups”. Old money defected from brands that were being seen everywhere, and counterfeits helped to over-expose these brands even further. We are now seeing rampant “luxury fatigue” taking place. One of the strategic reasons for artist collaborations was to create a manufactured rarity that not all customers can be seen with the very same bag and offset the risk of over-exposure.

Brand Architecture primarily serves to avoid confusion, to educate, and also enable brand stretching upwards, downwards, or across categories while creating or enhancing a certain pedigree and legitimacy in each category. We are now living in an era that demands transparency, and we believe that Brand Architecture helps to give a certain clarity and thereby a form of transparency. It also serves to highlight expertise and legitimacy.

AC: Scarcity has always been a driver of luxury, yet your current passion for rare, ethical colored diamonds also brings questions of responsibility and transparency to the table. In your opinion, how can luxury houses embrace ethical sourcing without diluting the aura of exclusivity that makes them so desirable in the first place?

PM: Yes, you are absolutely right about that. Transparency can kill the mystique. However, the mystique should ideally lie in the creative den, the little sanctuary of the creator’s mind, and not necessarily in the process of making, and certainly not in the details of the sourcing. Those days are gone. The Blood Diamonds story was shared very widely and obliged mining companies to show transparency, beginning with the person who discovers the stone. Funnily enough, it is now the so-called eco-friendly lab-grown diamonds that are not being transparent, hiding how much energy they are using for CVD (Chemical Vapor Deposition) diamonds and how much coal they are burning to produce HPHT (High Pressure High Temperature) diamonds.

Only solar-grown diamonds can claim to be energy-sustainable, but they all remain soulless, have zero resale value, and do nothing to pull communities out of poverty. The term “scarcity” cannot apply. It is more like buying screws in a hardware store. However, the intense emotion one can feel when holding an unearthed or freshly cut, warm diamond, especially one of color, cannot be explained, and nowadays, rocks are scanned before releasing the diamond from the rock, so the environment suffers far less damage than before. The transparency is there, and that includes the eco-resort plans that kick in once a mine is depleted.

We should also understand why certain houses cannot reveal with full transparency where their craftsmen are to be found, especially in high jewelry, not only for security reasons but also to prevent competitors from poaching these craft masters, who may be independent contractors. Perhaps the rule should be, “As transparent as possible, as secretive as necessary”.

Above: Ombre & Lumière Collection, Lorenz Bäumer

AC: From pioneering masstige haircare to sparking the designer fragrance wave, what’s the most valuable lesson from those earlier breakthroughs that continues to shape how you guide luxury brands today?

PM: Some small lessons were most valuable. For instance, to discover how much the consumer was prepared to trust a brand that carried a person’s first and last name over a made-up name. For instance, Graff, David Morris, or Harry Winston Diamonds over Pandora. When one’s family reputation is on the line, the owners work harder in honor of their name. They are not hiding behind fake names. This is something we are used to seeing in luxury. Most of them are first and last names, except perhaps Rolex, but that is an industrial brand, unlike F.P. Journe, where each watch is made by only one Master Jeweller.

Perhaps the largest lesson was not to invent fake fairytale stories other than for seasonal collections. The luxury maison requires authentic and meaningful stories. Never lie. So, if we are to construct or reconstruct a brand story, we aim to add real legitimacy. This is what Louis Vuitton did before introducing their perfume collection. They had failed 100 years ago. I suppose that a luxury house making waterproof canvas trunks had no legitimacy in the fragrance world other than for fragrances that go inside the box or ambiance fragrances, but not those to wear on your person.

LV acquired a storied 18th-century ex-perfume manufacturing building in Grasse, the capital of French perfumery. They employed an experienced ‘nose’ who was born in Grasse and is a third-generation Master perfumer. Jacques Cavallier-Belletrud’s CV adds tremendous legitimacy to the house of LV. Additional credibility was given to the building by sharing it with Christian Dior’s perfumers. Luxury requires a Master in the house, unlike Ralph Lauren, which will stick its label on products made by someone else.

Perhaps another lesson was to stick to working with founders / CEOs only because you can be direct with them and vice versa. They listen, are curious, offer great insights, ask sharp questions, and are sometimes quite funny. They understand things quickly and can make things happen. Most are very humble, sincere, and generous. They have nothing to prove to anyone, so they are a real pleasure to serve. However, on this point, we have also come to conclude that “nobody can destroy a brand better than its owner or its managers“. Tesla currently offers a perfect example, as does Boeing.

Above: Turandot Lily Necklace, Anna Hu Haute Joaillerie

Thank you, Mr. Mihailovich!

Philippe Mihailovich’s perspective reveals how luxury today is defined not only by heritage and scarcity, but also by authenticity, responsibility, and long-term brand stewardship. From the evolution of brand architecture to the challenges of sustainability and ethical sourcing, his insights remind us that the future of luxury depends on clarity, cultural relevance, and meaningful leadership at the very top.

For more valuable perspectives from Philippe Mihailovich, make sure to follow him on LinkedIn.

In an exclusive interview led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, three visionaries: Serhii Cheromush, Founder of Airship Expeditions; Igor Pasternak, Founder & CEO of Aeros; and David Richman, Founder of DOM WORLD, share how Celestia is rewriting the definition of luxury in 2025 and beyond. Together, they explore how airships, curation, and alignment of values are creating not just new ways of travel, but entirely new dimensions of experience.

Alexander Chetchikov: Luxury is often associated with excess, but Celestia seems to pursue a quieter, more intentional kind of opulence. How do you characterize luxury in 2025?

Serhii Cheromush, Founder of Airship Expeditions: Luxury today—and even more so in the near future—is silence from the constant “noise” of the outside world. Most of us live in a state of reaction: to endless news, to other people’s demands, to external agendas. What gets lost is time for ourselves, for what we truly love, and for what matters most. Real luxury is reclaiming that time and attention. It means turning back to self-love as the starting point of harmony—both within ourselves and with the world around us.

And for accomplished individuals, luxury also means building bonds with like-minded peers—people who inspire you not because of their status or resources, but because of who they are. Celestia is designed as a platform for these kinds of encounters and reconnections.

AC: Airships aren’t the obvious choice for modern travel. What inspired you to revive this format, and how does it cater to the kind of luxury experience today’s customers are seeking?

SC: That’s exactly why they are so compelling. In the 1930s, airships were icons of glamorous travel—floating palaces that crossed the Atlantic in style. And then, for nearly a century, they vanished. They remained symbols of freedom and wonder, but with serious limitations. Traditional airships relied on massive ground crews, external ballast, and behaved more like balloons than aircraft.

What changed everything for me was discovering that Aeros had reimagined the airship. Our partnership with Igor Pasternak and Aeros allows us to bring this dream back—this time as one of the safest, most elegant, and versatile forms of air travel.

Igor Pasternak, Founder & CEO of Aeros, Board Member of Airship Expeditions: Our breakthrough is variable buoyancy control. The Aeroscraft can manage its heaviness internally, which means it can take off and land vertically—no airports, no runways, no support infrastructure. It is a truly independent and mobile platform for travel.

This opens the door to a completely new kind of luxury. That’s where Neona comes in—our sky yacht, built for VVIP travelers. It combines the elegance expected of luxury travel with the freedom to reach extraordinary destinations. Today, luxury isn’t only fine service or materials. It’s also access—to remote landscapes, untouched views, and moments only a handful of people will ever experience. Imagine expedition air tours to the Amazon rainforest, the North Pole, or remote deserts—stunning, but unreachable with conventional transport.

Behind this is our larger model, the ML806, with a 6-ton payload capacity. It is expected to be operational in 2028, primarily for logistics and expedition support. Its existence proves how robust and scalable this technology is.

SC: And looking further ahead, we are already integrating Aeros’ ML866 with a 66-ton payload into Celestia’s vision. This model will power our transatlantic and round-the-world expeditions. Inside, Celestia will feature 13 luxury suites, panoramic lounges, media and dining salons, a retreat space for quiet reflection, and private areas for curated gatherings. Two full decks create a next-generation boutique hotel in the sky, hosted by a crew of 15, including curators, chefs, and dedicated staff.

AC: Celestia is built around curation—from guests to experiences. In your view, is the future of luxury less about access and more about alignment?

SC: Exactly. Traditional luxury has always been about access—to rare places, exclusive clubs, or exceptional things. But in 2025 and beyond, the real value for leaders and visionaries isn’t access—it’s alignment.

Celestia is founded on the idea that true luxury is being in the right company, surrounded by people who share your values and worldview. We design expeditions that cannot be mass-produced: unique routes, sacred sites, and transformative practices. Crafting them requires expertise possessed by only a handful of people in the world.

Every journey is curated to bring together not just participants, but a community of co-creators: scientists, artists, entrepreneurs, philosophers, and environmentalists. Their encounters onboard spark new ideas, friendships, and shared meaning. That’s why I say: the future of luxury is less about possession, and more about alignment—with people, ideas, and spaces that can transform your life.

AC: From Antarctica to Burning Man, your expeditions span extremes. What’s the common thread that ties all Celestia journeys together, beyond the destinations themselves?

SC: The common thread is the spirit of adventure. Celestia journeys combine the cinematic thrill of Indiana Jones, the expeditionary odyssey of Jacques Cousteau, and the imagination of Jules Verne. Each voyage pushes beyond the ordinary, opening worlds few have seen, with the elegance and depth that define a new century of exploration. Celestia is not just about where we go—it’s about the stories and meanings born along the way.

AC: Where do you see Celestia in 10 years? Is it a one-of-a-kind experience, or the beginning of a new category in luxury travel?

SC: Celestia is unique today—but unique projects are often the ones that open new eras. We are building it in three stages. The first is an immersive museum and series of events that introduce the world to this new mode of aerial adventure. Already, anyone can step into this experience through our partner Dom.World, where Celestia exists as a living metaverse presence.

David Richman, Founder of DOM WORLD, Board Member of Airship Expeditions: Celestia is more than a futuristic airship. It’s a symbol of a new era of mobile spaces and travel. Together with Airship Expeditions and Aeros, we are creating its phygital presence inside DOM WORLD—long before it takes to the skies. Visitors can already:

• Walk through a 3D interior and exterior of the ship
• Explore lounges, suites, and observation decks
• Interact with an AI guide telling the story of Celestia
• Watch 360° videos and VR content
• Join quests, shows, and gamified experiences

This isn’t a render. It’s a living, evolving experience of the project.

SC: The second stage is our first demonstration flights in Southern California. During the 2028 Olympics, VVIP guests will personally experience the 6-ton version of the airship. And 1.5 billion people worldwide will witness “Celestia: Into the Fifth Dimension,” a nighttime spectacle featuring the 360° LED airship and 1,000 synchronized drones.

The third stage is the launch of full-scale transatlantic and round-the-world expeditions. These journeys will transform not only the lives of participants but also the very definition of luxury travel itself.

Yes, for now, Celestia is a singular format. But it holds the potential to grow into a new category of conscious luxury travel—where science, culture, and transformation converge.

Let’s Journey Begin!

As the conversation draws to a close, one thing becomes clear: Celestia is more than an airship; it is a philosophy of travel, community, and discovery. With its blend of pioneering technology, curated encounters, and a vision of conscious luxury, Celestia stands poised to redefine what it means to journey in the 21st century. For those who seek more than movement from place to place, but rather transformation along the way, the sky is no longer the limit; it is the beginning.

To learn more, visit CelestiaAirship.com

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