Author: bh@worldluxurycouncil.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://worldluxurycouncil.com/insights-news/ & sign up for our newsletter here: https://worldluxurycouncil.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

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

In this exclusive interview led by Alexander Chetchikov, President of the World Luxury Chamber of Commerce, Dr. Aradhana Khowala, one of the world’s foremost experts on travel, tourism, and hospitality, shares her visionary perspective on the future of luxury travel. With over 24 years of global experience spanning five continents and collaborations with more than 85 countries, Dr. Khowala has been at the forefront of pioneering regenerative tourism models that intersect luxury hospitality, wellness, and sustainable growth.

As CEO of Aptamind Partners, the strategic consultancy renowned for guiding governments and emerging destinations toward regenerative tourism development, she brings unmatched insights shaped by her leadership roles on multi-billion-dollar projects like Saudi Arabia’s NEOM and the Red Sea Global initiative. Recognized repeatedly as one of the most influential leaders in global hospitality, her work engages presidents, prime ministers, and international organizations to harness tourism as a powerful catalyst for economic vitality, climate action, and human progress.

In this in-depth conversation, Khowala argues that the definition of luxury is undergoing a profound transformation, from excess and indulgence toward meaningful experiences that leave a lasting positive legacy for communities and the planet. Together with Chetchikov, she explores how the next decade will redefine what it means to be truly “luxury” in an industry confronting unprecedented environmental and social challenges.

Alexander Chetchikov: Aradhana, with your leadership role at Aptamind Partners and your involvement in regenerative tourism, how do you see the luxury travel industry evolving in the next decade, particularly in terms of sustainability and environmental impact?

Aradhana Khowala: Everyone talks about sustainability. For me, “sustainability is the floor, not the ceiling”. Sustainability keeps you from doing harm; regeneration actively leaves a place better than you found it. A regenerative hotel doesn’t just offset its carbon footprint – it rewilds land, revives coral reefs, and empowers local communities. In my world of tourism, luxury without regeneration isn’t luxury – it’s liquidation. In other words, sustainability is survival. Regeneration is legacy. And in luxury, legacy sells.

“The next decade will kill off luxury as we know it. Not because consumers can’t afford it, but because they won’t tolerate it. Regeneration isn’t the future of luxury, it’s the only version of it that will survive.” – Dr. Aradhana Khowala

Alexander Chetchikov: Luxury has always thrived on scarcity, excess, and the idea of “more is more.” Can regenerative luxury, which demands restraint and responsibility, ever truly seduce the ultra-wealthy?

AK: If your definition of luxury still starts with excess, you’re already obsolete. The new status symbol isn’t what you take – it’s what you give back. Regeneration isn’t the future of luxury, it’s the only version of it that will survive. And for that, we have to stop framing “less” as a compromise. The highest form of indulgence today is meaning – an experience so rare it cannot be replicated or bought twice. Take the Maldives’ Soneva resorts: solar-powered, waste-free, yet charging among the highest rates globally because guests are buying into an ethos, not just a villa. The elite no longer want to be the first to have something – they want to be the only ones to have experienced it. Regeneration delivers that. In the future, the only luxury worth having will be the one the planet can afford to keep.

Alexander Chetchikov: Conventional wisdom says luxury and mass-market trends exist on opposite ends. Why do you argue the next big shift in luxury will actually come from the grassroots?

AK: Look at how farm-to-table went from rural co-ops to Michelin-starred menus. Or how streetwear from subcultures reshaped billion-dollar fashion houses. In luxury tourism, the next revolution will come from hyper-local, culturally rooted practices — think Maasai-led conservation safaris or local-owned regenerative lodges. Luxury brands that only innovate from the boardroom with international chains to attract visitors will miss where desire is really being shaped: on the ground.

Alexander Chetchikov: You’ve said “green glamour” is the most dangerous phrase in luxury today. Why?

AK: Because it’s seduction without substance. Green glamour, when done right, is regenerative edge meeting impeccable aesthetics – like The Brando in French Polynesia, where solar power, seawater air-conditioning, and biodiversity restoration underpin barefoot luxury. But when it’s just bamboo straws in a champagne bar, it’s greenwashing with a better dress code. The difference? Whether your sustainability claims survive a forensic audit, not just an Instagram scroll and bought advertising.

Alexander Chetchikov: Luxury brands are obsessed with lifetime customer value. What’s the regenerative equivalent?

AK: Lifetime “place” value. The idea that your brand’s worth is tied to the long-term health, culture, and prosperity of the destinations you touch. A guest might stay once, but the community will “host” you for decades. Brands that destroy the host for a short-term win won’t survive the next era of regulation and reputation risk. The most profitable loyalty program in the next decade will be the loyalty of the planet and the people, not just the guests. 

Alexander Chetchikov: You’ve been recognized as one of the most powerful figures in global hospitality. How do you use your platform and influence to drive policy change in tourism, and what are some of the most pressing issues you believe need immediate attention from global leaders?

AK: I use my platform to break the polite silence that keeps this industry complicit. We romanticise “wanderlust” while bulldozing rainforests for resorts, turning sacred land into selfie backdrops, and flying millions into climate collapse. Tourism is a planetary force; this industry powers 1 in 10 jobs and 10% of global GDP, yet it has no binding climate targets, no global safeguards for cultural heritage, no serious accountability for community displacement, or mandatory social equity frameworks that protect people as fiercely as we protect profit.

I am on a mission to push tourism into the same room as climate negotiators, health ministers, and finance chiefs – because it’s not “just hospitality,” it’s a driver of global stability.

The most pressing issue? Leaders are treating tourism as an economic side hustle instead of a strategic lever for climate, equity, and cultural survival. If we don’t rewrite the rules now, there will be nothing left to market.

Alexander Chetchikov: As someone passionate about supporting startups, how do you identify innovative ventures in the hospitality and tourism space, and what advice would you give to aspiring entrepreneurs looking to disrupt the luxury industry?

AK: In hospitality and tourism, true innovation is about reimagining the value chain so that luxury is inseparable from impact.  My advice to entrepreneurs? Forget the pitch decks obsessed with “scaling fast” and “owning market share.” In luxury, speed kills. The ventures I back are the ones brave enough to go slow – to obsess over provenance, craft, and community until they create something so authentic it can’t be replicated at scale without losing its soul. In luxury, the fastest way to disappear is to try to please everyone.  

Thank you, Aradhana!

Dr. Aradhana Khowala’s compelling vision calls for a paradigm shift where luxury and responsibility are no longer at odds but deeply intertwined. As she passionately puts it, the future of luxury travel is not just about avoiding harm but actively creating a better world—one regenerative experience at a time.

Follow her journey on LinkedIn: https://www.linkedin.com/in/aradhana-khowala/

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Once, luxury brands set the tempo, and the audience followed without question. Today, Gen Z and Millennials have stepped into the spotlight, bringing their soundtrack, lighting, and request list. They expect more than heritage and polish; they want transparency about how the products are made, assurance that the planet isn’t paying the price, and proof that innovation is more than a marketing slogan. For long-established houses, the stage has been rebuilt entirely.

Prioritizing Inclusivity as a Growth Strategy

Younger consumers are looking for brands that reflect diverse realities, not just in advertising campaigns but in decision-making rooms. For them, authenticity comes from who holds power behind the scenes, how products are designed, and whether the brand actively addresses social equity.

Actionable Insights:

• Audit leadership and creative teams for diversity metrics, and set measurable targets for improvement.
• Partner with cultural consultants to ensure brand communications resonate across demographics.
• Launch initiatives that go beyond visual inclusion, focus on equitable hiring practices, and internal culture shifts.

Embedding Sustainability into the Luxury Value Proposition

Gen Z and Millennials do not see sustainability as a luxury add-on; they see it as a baseline requirement. Luxury brands are being evaluated on everything from material sourcing to energy use in production facilities. Stella McCartney’s pioneering work in bio-based materials is proof that responsibility can align with high-end desirability.

Actionable Insights:

• Implement transparent supply chain mapping and make it publicly accessible.
• Explore partnerships with innovators in circular materials and regenerative farming.
• Shift sustainability communication from “aspirational” to “accountable” by publishing progress reports with concrete data.

Innovating Beyond Aesthetics

For these consumers, innovation isn’t just about avant-garde design; it’s about function, interactivity, and future-readiness. The luxury watch industry’s move into hybrid mechanical-digital models and Balenciaga’s experiments with virtual fashion show that digital-physical integration is becoming a marker of modernity. Innovation is also a tool for personalization, with AI-driven styling recommendations and exclusive virtual previews becoming part of the high-end shopping ritual.

Actionable Insights:

• Allocate R&D budgets toward digital interaction tools that enhance exclusivity without losing intimacy.
• Experiment with immersive retail formats, from augmented reality fitting rooms to interactive flagship installations.
• Use consumer data with discretion, as privacy sensitivity is a key trust factor for younger buyers.

Recalibrating Pricing and Access Models

Millennials and Gen Z value experiences and access over static ownership. Luxury subscription models, fractional ownership of high-value goods, and members-only experiential events are attracting buyers who want flexibility without sacrificing prestige. Brands like Mytheresa are tapping into this through exclusive travel partnerships and early product access for loyal customers.

Actionable Insights:

• Pilot alternative access programs, limited-time rentals, VIP previews, or member-only digital drops.
• Frame these offerings as “expanded brand experiences” rather than discount-driven models.
• Track customer engagement across these formats to refine future offerings.

Future-Proofing Luxury Leadership

The shift in consumer priorities is not a temporary trend; it’s a generational restructuring of values. Leaders who thrive will treat inclusivity, sustainability, and innovation not as campaign slogans, but as integrated business imperatives. This means institutional change: embedding new KPIs, evolving leadership structures, and rethinking long-term brand storytelling.

Actionable Insights:

• Establish a cross-functional “future steering group” to align leadership on cultural, environmental, and technological priorities.
• Link executive compensation to performance on sustainability and diversity goals.
• Create brand narratives that look forward, positioning your house as a participant in cultural progress rather than a guardian of the past.

Key Takeaways: Strategies for Next-Gen Luxury Leadership

The leaders best positioned for the future will treat inclusivity as a structural imperative rather than a surface-level statement, ensuring that representation is embedded in decision-making and brand culture. Sustainability must move from being framed as a special initiative to becoming a baseline expectation, with transparency and measurable progress serving as the currency of trust. Innovation should be pursued with intention, using technology to enhance the emotional and sensory dimensions that define luxury. Ownership models also need rethinking, as younger consumers increasingly value access and experience over possession.

Ultimately, adaptability will be the defining quality; brands that evolve with shifting cultural and environmental priorities will not only endure but remain relevant in an era where values hold as much weight as heritage.

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

SOURCES: STELLA MCCARTNEY