Luxury Marketer's Luxury Women Leaders to Watch are achievers who set high standards and ambitious goals for themselves and those with whom they work, leading by example. Image credit: Shutterstock
Luxury Marketer, the world's leading source for luxury intelligence, research and analysis, is proud to announce the 50 executives who have been named to the Luxury Women Leaders to Watch 2027 list for showing remarkable drive and focus to achieve more for themselves and their organizations in the year ahead at a time when the market conditions are challenging, to say the least.
These honorees comprise women from different sectors within luxury and across geographies, all sharing a few common traits: attention to detail, ability to anticipate trends, willingness to mentor and a strong adherence to quality and standards. They were judged based on nominations sent in by the public as well as internal Luxury Marketer recommendations after a public call for nominations.
"These women leaders are set to make a difference in luxury in the year ahead," said Mickey ALAM KHAN, CEO of Luxury Marketer and conference brand Luxury Roundtable, New York. "They display admirable focus and a strong urge to improve the customer and employee experience. They are also equipped to handle the vagaries of any economy, and lead their organizations by example."
Luxury Marketer interviewed the honorees on what they most liked about their job, biggest challenge in their work, proudest achievement in luxury, leadership style, work priority for 2027 and how they see luxury evolving in the year ahead. Here is what they had to say.
Profiles of Luxury Marketer's Luxury Women Leaders to Watch 2027
In alphabetical order, first name last name
Alison (Ali) Graham
Alison (Ali) Graham
Managing director, Barnes New York and Barnes Hamptons
"While I'm driven by customer satisfaction and revenue, I know I get the best out of people if I allow them to show up as their whole selves"
What I most like about my job
The people connections.
Solving problems for people, helping families either find the perfect apartment for their overseas kid who is attending New York University or helping a family find the perfect retreat for the whole family in the Hamptons.
Biggest challenge in my work
Time management.
I definitely navigate being a mom, a managing director and being available 24/7.
My proudest achievement in luxury
It genuinely is the connections.
I sold a very big house in the Hamptons, and the owners and I have become such dear friends.
I consider those relationships my proudest achievement.
My leadership style
I lead with empathy.
Whether someone is younger or more experienced, I've typically been in their shoes at some point in my life.
While I'm driven by customer satisfaction and revenue, I know I get the best out of people if I allow them to show up as their whole selves. Sometimes their child will be sick. Sometimes they'll miss a customer's expectations.
By allowing people to be themselves, I earn more loyalty from my team members, and we all win. I can ask more of my team, and I can call them at 8 a.m. on a Sunday because I know they're all in it together.
My work priority for 2027
We launched the Hamptons office, and now it's about growing that customer base.
Barnes has also recently opened offices in Connecticut and New Jersey.
It's about expanding into new markets, exceeding clients' expectations year after year, continuously improving, staying curious and doubling revenues.
I want to continue building on the trust we have with clients and be a trusted advisor across aviation, yachting and cars and more, "How can we provide the very best service to you?"
We are also partnering with Tennis Homes on sourcing the best tennis homes in the Hamptons.
How I see luxury evolving in 2027
The greatest luxury is time, and being able to give people back their time.
For example, in the Hamptons, many clients want to be closer to East Hampton because that's where they fly their private jets into.
Time matters. Or a family flying in from California lands at Teterboro Airport. They want to get to Midtown Manhattan for board meetings, then head to Tribeca. The answer is always time. The ultimate luxury is time.
Alison Moore
Alison Moore
CEO, Chief, New York
"I think the strongest leaders are willing to have their thinking challenged"
What I most like about my job
Everyday, I’m surrounded by ambitious women who are thinking differently about what leadership and success can look like today.
I get to hear how they’re navigating critical issues like AI, and how they’re building dynamic careers — whether they sit in a corporate seat or creating multi-hyphenate, portfolio careers. They're shaping what comes next. And I feel fortunate that I get to help build the community and connections that support them along the way.
Biggest challenge in my work
The pace of change.
AI is transforming how we work, traditional career paths are becoming less linear, and expectations of leaders continue to grow.
The challenge – and the opportunity – is making sure we’re evolving just as quickly, while staying focused on what leaders fundamentally need: meaningful connections, relevant expertise and a community of trusted peers they can turn to.
My proudest achievement
I’m proud of how Chief is helping to shift some of the narratives about women and leadership today.
We’re challenging the idea that women are behind on AI, rethinking what ambition looks like as careers become less linear, and bringing issues like health, wealth and power into the leadership conversation.
It’s about helping women lead through the changes happening right now, while also creating more possibilities for the next generation of women leaders.
My leadership style
Curious, collaborative and pragmatic.
I don’t think being an effective leader means walking into every room with all the answers. Quite the opposite.
I think the strongest leaders are willing to have their thinking challenged. They ask the right questions, listen to the people around them, and bring different perspectives into the conversation. And it’s about making sure your team has the clarity, trust and support they need to do their best work. That’s when the best ideas and decisions happen.
My work priority for 2027
Helping women leaders navigate just how much is changing.
The future of work is being rewritten in real time and AI is a big part of that, of course. But that’s not the whole story.
The bigger questions are more human.
How do we preserve human judgement in the age of AI? How do we make sure we’re developing the next generation of leaders? How do we build organizations, careers and leaders when the old playbook no longer applies.
For Chief, that means continuing to evolve to support women leaders where they are today, while also working together to shape what’s next.
How I see luxury evolving in 2027
I think we’re starting to think differently about luxury, and what we consider valuable.
Increasingly, it’s time. It’s access to a vetted community of people and expertise you trust. It’s experiences and connections that are genuinely worth showing up for.
I believe very strongly that as AI becomes a bigger part of our lives, this kind of human connection becomes even more valuable, not less.
Being part of a community where you can show up as your whole self, be honest about your experiences, and find new ways to grow. Today, that’s a luxury. And that kind of trust and access is incredibly valuable. And it’s something you build, not buy.
Alyce Panico
Alyce Panico
CEO, Luxe Collective Group, New York
"Great leaders create room for talent to grow while setting a non-negotiable standard of excellence"
What I most like about my job
I love helping exceptional brands find the right moment, message and environment to matter to their audience.
Luxury is never one-size-fits-all: every client has a distinct heritage, ambition and consumer.
The work is equal parts strategy, instinct, and relationship-building. When we bring those together, we create impact that is both measurable and meaningful.
Biggest challenge in my work
The greatest challenge is also what makes the work exciting: the pace of change.
Media, technology and consumer expectations are evolving constantly, while luxury brands must protect the consistency and integrity that make them valuable.
Our job is to help client partners move forward with confidence: testing, learning and innovating without sacrificing the quality, discretion or emotional resonance their customers expect.
My proudest achievement in luxury
Building Luxe Collective Group into an independent agency that sophisticated global brands trust as a true extension of their teams.
I am especially proud of the culture behind that success: a deeply experienced, collaborative team that brings senior attention, accountability and white-glove service to every partnership.
We have grown by growing alongside our clients, and by never losing sight of the responsibility that comes with representing luxury brands.
My leadership style
I lead with high expectations, but with a lot of empathy.
I believe people do their best work when they understand the bigger vision, have ownership of their expertise and know they have support when decisions become difficult.
I am direct, hands-on and deeply invested in the people around me.
Great leaders create room for talent to grow while setting a non-negotiable standard of excellence.
My work priority for 2027
My priority is to continue making Luxe Collective Group an even more indispensable strategic partner to our clients. That means providing senior talent to our partners, continuing to invest in data and tech/AI capabilities and ensuring our work remains agile, inventive and accountable.
As channels multiply, clients do not need more noise. They need clearer thinking, stronger integration and partners who understand how every investment contributes to brand value and business growth.
How I see luxury evolving in 2027
Luxury will become more personal, more experiential and more intentional.
Consumers will continue to expect relevance across every touchpoint, but they will reward brands that feel authentic rather than omnipresent.
The winning brands will use data and AI to become more precise, not less human, and will create experiences rooted in craft, culture, community and genuine service.
In 2027, luxury will not be defined simply by price or access. It will be defined by how thoughtfully a brand earns a lasting place in people’s lives.
Antonia J. A. Hock
Antonia J. A. Hock
Founder/president, Aha Group, Las Vegas, Nevada
"The greatest enemy of exceptional luxury is not poor execution. It is precedent"
What I most like about my job
We get invited to advise extraordinary luxury brands around the world on what does not exist yet for their most discerning HNW and UHNW clients.
I love taking an ambition that has no obvious precedent and turning it into an experience so distinctive, compelling and difficult to replicate that it changes what clients believe the brand is capable of.
I also love taking our original thinking onto stages around the world and watching it reshape what leaders believe is possible.
Biggest challenge in my work
The greatest enemy of exceptional luxury is not poor execution. It is precedent.
At the highest end of the market, the higher the ambition, the less useful existing benchmarks become, and much of our work is helping organizations stop asking what the best brands are doing and start creating what the best brands will eventually be measured against.
My proudest achievement in luxury
I am proudest of the experiences we have put into the world that simply did not exist before.
Across the global luxury landscape, we create new experiences, rituals and forms of engagement that change how extraordinary brands matter in the lives of their clients.
Increasingly, that work extends far beyond the experience itself, shaping how brands build relationships, go to market and design around the UHNW client.
The result is deeper trust, greater loyalty and retention, and measurable revenue impact. That is the work our firm is known for.
My leadership style
I lead with an extremely high bar for originality, intellectual rigor and excellence, and I am relentless about protecting it.
I believe a leader's most consequential job is to see further than the organization can currently see, make that future tangible, and create the conviction required to build toward it.
My work priority for 2027
I want to push our work beyond the boundaries of what is currently defined as a luxury experience.
The opportunity now is to create experiences with enough depth, imagination and consequence that they become part of a client's life, identity and personal history, not simply part of their relationship with a brand.
How I see luxury evolving in 2027
The next frontier of luxury will not be more luxury. It will be greater consequence.
For the world's most sophisticated HNW and UHNW clients, the most important brands will move beyond orchestrating beautiful moments and begin creating experiences that expand a client's world: what they can access, discover, learn, become and ultimately remember.
At the very top of the market, the question will increasingly shift from “Was this exceptional?” to “Did this change something for me?”
Cara Vitry
Cara Vitry
Regional bespoke designer, Rolls-Royce Motor Cars, New York
"There’s increasing value in things money alone can’t instantly buy – time, discipline, health, consistency, cultural fluency and the sense of having arrived somewhere through intention rather than consumption"
What I most like about my job
It’s getting to know a client deeply enough to turn something personal and intangible into something real.
I love that it requires both imagination and judgment, listening beyond what’s being said, finding the story underneath it, and then working with incredible craftspeople to translate that into something completely one-of-one.
The most satisfying part is the client’s smile when first seeing their Rolls-Royce commission.
Biggest challenge in my work
The biggest challenge in my work is balancing very high client expectations with the realities of what’s possible, while maintaining the standard and integrity of the design.
As the only Rolls-Royce designer in North America, I’m also navigating multiple stakeholders, time zones, production constraints, and sometimes mercurial personalities.
A big part of the role is knowing how to absorb that complexity and pressure without letting it compromise the client experience or the quality of the final outcome.
It’s important to know that the process of creating the commission is as much a part of the Rolls-Royce product as the end commission.
My proudest achievement in luxury
My proudest achievement in luxury has been helping establish what bespoke can mean for clients in the Americas – not only through one-of-one commissions, but through proactive commissions that clients have connected with strongly enough to make their own.
I’m proud of helping people understand the process, the craftsmanship and the thinking behind bespoke, and of learning how to communicate the language of luxury in a way that feels clear and human across clients, designers, craftspeople and the wider business.
My leadership style
My leadership style comes down to quality, taste and judgment.
I have a strong point of view, but I also believe in listening very closely and understanding the client beyond the words they use and putting my ego aside, so the final expression is indeed truly theirs, not mine.
I think of that balance as an art: knowing how much to push, how much to pull back and how much to leave alone.
Composition exists in conversations just as much as it does in design.
My work priority for 2027
My priority for 2027 is to elevate how clients experience design and continue pushing the boundaries of what bespoke can be.
I want to make the process feel more personal, more immersive and more meaningful – not just creating something unique, but creating an experience where the client feels genuinely understood and part of the creative journey.
How I see luxury evolving in 2027
I see luxury evolving beyond ownership toward creating, belonging and earned experience.
There’s increasing value in things money alone can’t instantly buy – time, discipline, health, consistency, cultural fluency and the sense of having arrived somewhere through intention rather than consumption.
In 2027, I think the most compelling luxury products and experiences will reinforce that feeling: they will help people make their past choices count, feel more present in the moment, and build toward a life that feels sustainable, controlled and personally meaningful.
Luxury will still signal status, but increasingly through how someone lives, not simply what they can afford.
We see it as the Luxury of ‘Me’ more than the 'Luxury of Things.'
Charisma Glassman
Charisma Glassman
Vice president and global head of retail, consumer and ecommerce advisory, Genpact, New York
"So much of my job is slowing the conversation down and separating what is genuinely transformative from what is merely fashionable"
What I most like about my job
I get to sit with leaders at the exact moment they are deciding what their business will become, and then stay long enough to watch that decision turn into something real.
Luxury is one of the few industries where craft, emotion and commercial rigor all have to coexist, so the problems are never purely technical.
I like that the work asks me to understand a house's heritage as carefully as its P&L, and that no two brands ever arrive at the same answer.
Biggest challenge in my work
The hardest part is not the technology, it is the pace at which an organization can absorb change without losing what makes it distinctive.
Luxury brands are rightly protective of their codes, and AI arrives with a great deal of noise attached.
So much of my job is slowing the conversation down and separating what is genuinely transformative from what is merely fashionable.
Convincing an enterprise to redesign how it actually works, rather than bolting new tools onto old processes, takes patience and a lot of earned trust.
My proudest achievement in luxury
I am proudest of the transformations where the customer never saw the machinery.
Helping heritage houses rebuild how they know and serve their clients, so that a client feels recognized rather than targeted, is quietly difficult work that rarely gets a headline.
The external recognition has been meaningful, but the achievement I hold onto is the group of leaders I have helped build who now run these programs far better than I could.
My leadership style
I set a clear direction and then give people real authority inside it.
I ask a lot of questions before I offer answers, because the person closest to the work usually already knows what is broken.
I try to be direct and warm at the same time, and I would rather have an uncomfortable conversation early than a polite one that costs us a year.
I also believe sponsorship matters more than mentorship, so I put people in rooms rather than simply give them advice.
My work priority for 2027
My priority is helping consumer and luxury clients move from experimenting with AI to genuinely operating differently, which means treating intelligent software as a colleague inside the workflow rather than a tool attached to the edge of it.
That requires redesigning the operating model, the governance and the talent model at the same time rather than sequentially.
I also want to spend more time on the commercial side of luxury, particularly on how discovery and clienteling change when a client's first conversation about a brand happens with an AI assistant instead of a search engine or a sales associate.
How I see luxury evolving in 2027
I think the aspirational customer becomes the industry's central question again.
Wealth is moving toward wellness, longevity and experience, so houses that sell only objects will feel it, and the ones building ecosystems around their clients will not.
Heritage will matter more than celebrity, because authenticity is the one thing that cannot be manufactured quickly.
Discovery will increasingly begin inside conversational AI, which means brands need their archives, their stories and their catalogs legible to machines without letting the machines flatten the storytelling.
The houses that win will be the ones that make a client feel like an insider at every price point.
Christine Miller Martin
Christine Miller Martin
Licensed associate real estate broker, Compass Trusts & Estates Division co-head, Compass, New York
"I see luxury in 2027 as the convergence of security, service, privacy and self care"
What I most like about my job
Pretty much everything!
I love advising clients on what for many is their biggest single asset and then negotiating on their behalf for the best possible outcome.
I love the relationship component of this job, meeting fascinating and accomplished people in a wide variety of professions. I love that every day and every deal are different, and I love that while I spend significant time at my desk, I’m also out and about in the best city in the world.
Biggest challenge in my work
My biggest challenge is to make time to socialize and take time for myself while I focus on going the extra mile and providing best-in-class service to my clients!
My proudest achievement in luxury
This summer, I put $100 million-plus of Manhattan properties in contract in a single week. This included the highly publicized $80 million duplex penthouse at 80 Clarkson in the West Village which set the Downtown Manhattan record for price-per-square-foot at $11,235. It is the tallest apartment in the neighborhood – and will be for the foreseeable future.
The same week, I put a Fifth Avenue Rosario Candela-designed prewar duplex in contract. It was the childhood home of Sunny von Bulow and has not been on the market since it was originally purchased in 1927! It’s a time-capsule of old New York society filled with museum-quality antiques and art with the proceeds of the sale of the apartment and its contents going to the Frick Collection, Metropolitan Museum of Art and the Morgan Library & Museum.
It’s been a career highlight to be involved in both of these historic deals.
My leadership style
I lead by setting a standard of excellence, discretion, precision and accountability.
I know that the best outcomes come from anticipating problems before they arise, so I train my team to think several steps ahead.
My team knows that every client, every property and every deal are critically important, so we move deliberately, not reactively.
My team and I are all detail-oriented, honest, hardworking and masters at problem solving.
Our attention to detail, market knowledge and my legal background allow us to spot issues others miss and negotiate with more authority.
My work priority for 2027
I have been working hard with my team to ensure that the business takes full advantage of the opportunities presented by AI.
There are systems and processes that can become completely automated which will enable us to spend more time with clients addressing their needs.
We are at the frontier of this technology, and it’s a fascinating intersection with luxury that we’re still working out.
How I see luxury evolving in 2027
I see luxury in 2027 as the convergence of security, service, privacy and self care.
Clients want homes with next-level amenities that rival a wellness retreat, paired with security, discreet white glove service, restaurants and motor courts providing privacy from the street – a home that protects them as much as it restores them.
Christine M. Scalese
Christine M. Scalese
Chief operating officer, Victoria Beckham Beauty, New York
"For me, my professional fulfillment depends on knowing the value I bring and why, so I spent years unpacking and understanding this about myself"
What I most like about my job
I have the honor to lead alongside a group of deeply talented, passionate, like-minded leaders, and to be entrusted by them and our leadership to operationally bring our collection into the hands of our clients. It’s a true privilege.
It humbles me to picture the millions standing in front of a mirror applying our product. Who wouldn't love a job where you play a role in helping people feel like the best version of themselves?
Biggest challenge in my work
Balancing execution and stewardship, simultaneously.
Keeping pace with the brand's explosive growth while protecting time to cultivate and grow the next generation of leaders I have the honor to lead and serve – and one will simply not succeed without the other.
A year can pass in the blink of an eye, so it takes real, deliberate effort to stay equally engaged on both fronts. It's demanding, but it's work I'm devoted to.
My proudest achievement in luxury
Finding my 'why' and understanding my own motivation and purpose. I never fully reflected on this until I moved into luxury.
For me, my professional fulfillment depends on knowing the value I bring and why, so I spent years unpacking and understanding this about myself. Mine centers on delivering products that enhance and enrich someone's life. I encourage everyone to spend real time doing the same, because the results drive everything I do.
My leadership style
Servant leadership – it's been something of a religion for me.
So many of the successes I've achieved over the years belong to the people I've had the privilege to lead, whose support has carried my vision, my pursuit of excellence and my insatiable drive to keep improving.
My work priority for 2027
Delivery and expansion.
The brand is in a chapter of tremendous momentum, and I'm energized by what that demands of us.
A year from now, I'll be proud to look back and reflect on how much we built together.
How I see luxury evolving in 2027
I see 2027 being key decision point year in luxury.
Just as I once had to define my own 'why,' brands will now have to do the same.
Success will belong to those deliberate enough in what they put forward, and disciplined enough to stand firmly for what they are, and what they are not.
Any brand can chase its "15 minutes of fame" and flood the market to capitalize on fleeting attention, but it will be the brands who stay uncompromising in their pursuit who win the hearts and minds of their clients for years to come.
Courtney Z. Chow
Courtney Z. Chow
CEO, Monse, New York
"In a world of endless access, originality, exceptional quality and integrity become even more valuable"
What I most like about my job
Getting to shape the next chapter of Monse alongside the cofounders Laura Kim and Fernando Garcia is incredibly rewarding.
Monse already has such a distinct identity, grounded in uncompromising craft and a wit and irreverence that make it entirely its own.
There is still so much possibility ahead: new categories, unexpected collaborations and experiences, and new ways to tell our story and engage the women who wear Monse. There is something special about taking an idea you deeply believe in and helping realize what it can become.
Biggest challenge in my work
Building for the long term in an industry that often rewards the short term requires constant discipline.
At Monse, there are always more opportunities than we can, or should, pursue.
My role is to give Laura and Fernando the freedom to take creative risks while being disciplined about the choices we make: where we invest, what we say no to and how quickly we grow.
We can move fast, but never at the expense of the product, the client or the integrity of the brand.
My proudest achievement in luxury
Building the momentum we have at Monse over the last year is something I’m deeply proud of.
We’ve significantly grown both our direct-to-consumer and wholesale businesses, expanded our team and created the foundation for Laura and Fernando to focus fully on Monse for the first time in nearly a decade.
The most meaningful part has been bringing together an incredible group of people around a shared ambition.
What we’ve built gives us the confidence and capacity to be even more ambitious about what comes next.
My leadership style
I believe people do their best work when they understand the 'why' and have real ownership over the outcome.
Monse is still entrepreneurial, so everyone has an opportunity to leave a meaningful imprint on where we are going.
I try to provide clarity around priorities, set a high bar and then give the team room to make decisions and move quickly.
I’m detail-oriented and demanding, but I also lead with a lot of passion and care deeply about what we’re building.
I want that sense of investment to be shared across the team, and I expect people to challenge assumptions, including mine.
High standards and real autonomy go hand in hand.
My work priority for 2027
Expanding the Monse universe and creating more ways for our clients to experience the brand and be part of its world will be a major focus.
We want to deepen the categories where Monse already has authority, thoughtfully introduce new ones, strengthen our direct relationship with our clients and continue expanding internationally.
The opportunity is to give the women who already connect with Monse more ways to discover, wear and experience it.
How I see luxury evolving in 2027
Luxury will be increasingly defined by creative conviction.
In a world of endless access, originality, exceptional quality and integrity become even more valuable.
Clients increasingly want to understand not just what they are buying, but the people, principles and intention behind it.
The strongest brands will know what they stand for and who they are creating for, and have the confidence to stay true to both. That clarity creates a connection that goes far beyond the product.
Cristina Cheever
Cristina Cheever
Chief marketing officer, duPont Registry Group, Los Angeles
"Luxury will become less about possession alone and more about access, personalization and belonging"
What I most like about my job
Throughout my career, I have had the privilege of leading marketing, audience growth and luxury brand strategy for Porsche, Aston Martin, Robb Report and the Los Angeles Chargers.
Each experience prepared me for the opportunity to bring those disciplines together at duPont Registry Group, building trusted brands, creating exceptional experiences, developing compelling storytelling and forming meaningful relationships with car collectors and world-class partners.
I am now able to apply everything I have learned to an integrated luxury automotive ecosystem built upon more than 40 years of trust and an extraordinarily passionate global audience.
Biggest challenge in my work
My greatest challenge is balancing technological advancement with the deeply personal relationships that define the luxury automotive world.
We are building an AI-powered, digitally enabled platform, but technology must enhance, not replace, the trust, human connection and sense of community our audiences value.
Our organization is also filled with exceptionally passionate people, so part of my role is channeling many strong perspectives into one clear and cohesive direction.
My proudest achievement in luxury
My proudest achievements have come from creating experiences that turn a shared passion for a product into a genuine sense of belonging.
It’s All About the Girls, the all-women automotive rally I curated, is a particularly meaningful example. It brought together accomplished women through driving, adventure and community in a traditionally male-dominated industry.
Watching those women encourage, celebrate and form lasting relationships with one another reminded me that the most powerful expression of luxury is often how an experience makes people feel.
My leadership style
My leadership style is collaborative, energetic and rooted in teaching.
I clearly define the objective or challenge, then ask my team to think deeply about the best path forward, whether that means optimizing our approach, changing direction or completely pivoting. This gives people ownership of their ideas while allowing me to guide, challenge and develop them.
I also lead with enthusiasm, positivity and a willingness to do whatever it takes alongside my team.
My work priority for 2027
My priority for 2027 is to firmly reposition duPont Registry Group in the minds of consumers, collectors and the luxury industry as the company it is today, not simply an iconic magazine, but an integrated automotive ecosystem connecting content, commerce and community.
That means creating a unified global brand narrative while demonstrating how our digital platform, financial solutions, trusted content and more than 120 annual experiences work together to serve every stage of the luxury automotive journey.
How I see luxury evolving in 2027
In 2027, luxury will become less about possession alone and more about access, personalization and belonging.
Technology and AI will make discovery and service more intuitive, but the brands that succeed will be those that use innovation to deepen human connection rather than diminish it.
Consumers will increasingly expect luxury brands to know them personally, respect their time and connect them with experiences and communities that reflect who they are.
Czarah Cabrera
Czarah Cabrera
President, G2 Investing, Saint Johns, Florida
What I most like about my job
What I love most about my job is the ability to build, transform and scale brands across very different industries while connecting creativity with business performance.
At G2 Investing, I get to work across wellness, travel, hospitality, sports marketing, golf, wine, large-format production, sponsorships, technology and emerging brands, which is a dream for any luxury marketer because it forces me to think bigger, move faster and see connections others may miss.
I get to wear every hat required to make a brand extraordinary: creative, strategic, analytical, operational, technological and deeply human.
What excites me most is building the full architecture of growth: brand, customer, data, AI, people, process, technology, revenue and execution.
When all of those pieces connect, a brand becomes more than attractive. It becomes valuable, scalable, trusted and ready for its next major chapter.
Biggest challenge in my work
The biggest challenge in my work is not creating the idea. It is getting the idea to live inside the business.
Transformation requires moving people, systems and cultures from what is familiar to what is possible, especially when new technology, AI, automation, data discipline and structure are introduced.
Every industry I have worked in, from jewelry and diamonds to logistics, wellness, wine, sports, hospitality and experiential marketing, has its own language, pace and resistance to change.
My role is to make complexity simple enough for teams to believe in, structured enough for them to execute and inspiring enough for them to want to be part of it.
Real transformation is not just seeing the future; it is building the people, process, technology and culture required to get there.
My proudest achievement in luxury
My proudest achievement in luxury is proving that luxury is not confined to one category. It is a standard of discipline, taste, emotion, excellence and trust.
I grew up around fashion, jewelry and diamonds, and that early foundation taught me that every detail matters and that people do not simply buy products or services – they buy belief, confidence and experience.
What makes me most proud is carrying that luxury mindset far beyond its traditional borders into technology, wellness, hospitality, sports, wine, logistics, experiences and service.
I am proud when the brands I help build are recognized on a larger stage, but I am even prouder when the people around me feel ownership, pride and belief in what we are creating.
To me, the greatest luxury achievement is building brands with meaning, momentum, soul and staying power.
My leadership style
My leadership style is built on clarity, excellence, high standards and a deep belief in people’s potential.
I am hands-on, strategic, data-driven and deeply operational because I believe you cannot effectively lead, coach or correct work you do not understand.
I make it a priority to understand the details, from front-line responsibilities and customer experience to systems, pressure points and the small decisions that shape outcomes.
I do not believe in setting people up for failure. Clear expectations, strong training, honest feedback, accountability and the right tools are essential to helping teams rise.
At my best, I am a builder and accelerator who can simplify complexity, turn vision into action and help people feel proud of what they are creating.
My work priority for 2027
My work priority for 2027 is intelligent scale: building brands that are not only bigger, but stronger, smarter and more valuable.
Across G2 Investing, my focus is to continue building the engine behind our portfolio through data, AI, automation, marketing technology and operational discipline so each brand can move faster, operate smarter and create greater enterprise value.
In the wellness and lifestyle space, that means perfecting how we use AI for lead generation, marketing, guest intelligence, personalization, service strategy, team training, operational efficiency and customer retention.
For our golf business, my priority is to expand the product offering, strengthen the customer journey and create more meaningful experiences in luxury golf, travel and experiential marketing.
I am also focused on identifying G2’s next major growth opportunity, whether through a strategic partnership, a substantial acquisition, or a new brand that can be strengthened, scaled and positioned for its next defining moment — including a future merger or acquisition.
How I see luxury evolving in 2027
Luxury in 2027 will not be defined by exclusivity alone. It will be defined by intelligence, personalization, emotional precision and seamless execution.
The modern luxury customer still wants beauty, craftsmanship and trust, but they now expect brands to know them, anticipate them and remove friction before they ever feel it.
I believe artificial intelligence will become one of the most important forces in luxury because it will help brands understand behavior, personalize experiences, predict needs, improve service and make every touchpoint feel more intentional.
The brands that win will be both deeply human and technologically brilliant, with intelligent systems behind the scenes that support stronger data, smarter customer journeys, better training, faster decisions and consistent excellence.
To me, the next era of luxury is high-touch, high-tech and highly personal: craftsmanship powered by intelligence, emotion supported by data and beauty made scalable through systems.
Debra Charest
Debra Charest
Head of brand marketing, Vinattieri 1385, sales and marketing company for Marchesi Antinori and Stag’s Leap Wine Cellars, Napa, California
"Opening doors matters, but preparing people to walk through them is what I care about most"
What I like most about my job
I love watching people develop into the leaders they are meant to become.
Vinattieri 1385 gave me the rare opportunity to help build a company from its earliest days, and I take pride in shaping that foundation alongside a talented team.
Every day I get to steward brands with extraordinary heritage, from Stag's Leap Wine Cellars to Tignanello and Solaia, and help write their next chapter in America.
Biggest challenge in my work
Building the commercial infrastructure for a new company while navigating a volatile trade environment requires constant discipline.
Tariff pressures and shifting market dynamics have tested our pricing and portfolio strategy, especially on flagship expressions like Tignanello and Solaia, where protecting brand equity carries as much weight as protecting margin.
Balancing that discipline with the patience heritage brands deserve is where I spend most of my energy.
My proudest achievement in luxury
Helping build Vinattieri 1385 from inception is the achievement I am most proud of.
We established Antinori's first wholly-owned commercial company in the U.S., giving the family direct control of its destiny in its most important market after decades of third-party representation.
Leading the Stag's Leap Wine Cellars Judgement of Paris 50th anniversary campaign was a highlight within that work, honoring a defining moment in American wine history for a new generation of consumers.
My leadership style
My leadership style centers on people development, ensuring my team is genuinely ready for the opportunities ahead of them.
I foster an inclusive, non-hierarchical culture built on a shared vision, where contribution carries more weight than title.
Opening doors matters, but preparing people to walk through them is what I care about most.
My work priority for 2027
My priority for 2027 is deepening Vinattieri 1385's presence in the U.S. luxury wine market and establishing it as the authoritative voice for the Antinori family's vision in America.
I will continue elevating our imports portfolio through intentional brand building that honors each estate's provenance, with particular focus on Tignanello and Solaia.
Expanding our team's capabilities and internal planning infrastructure remains essential to matching the ambition of a growing company.
How I see luxury evolving in 2027
Luxury consumers are seeking deeper connection to provenance and authentic storytelling ahead of broad commercial messaging.
I expect more heritage brands to take direct control of their route to market, the same conviction that led Antinori to establish Vinattieri 1385.
Success in luxury wine will increasingly depend on honoring legacy while building experiences that resonate with new generations of consumers.
Elana Friedman
Elana Friedman
Chief marketing and strategy officer, AKA, New York
"Experience has taught me that good judgement comes from considering both the data and context around it"
What I most like about my job
What I value most is the opportunity to work with a talented, committed team as we continue to shape the luxury long-stay category.
As an independent brand, AKA has always had the freedom to pursue a distinct point of view and to make decisions with intention.
There is something very rewarding about building thoughtfully over time, remaining true to your vision and, as pioneers in this space, having the privilege of leading rather than following.
Biggest challenge in my work
As the long-stay and hotel residence space continues to gain momentum, we are seeing many of the larger hotel companies enter the category.
While that validates the brand and the category we’ve been building for nearly two decades, it also makes it increasingly important to distinguish what makes us special.
AKA’s independence and more intimate, residential approach are central to its luxury positioning, allowing us to deliver a level of personalization and distinctiveness that remains true to the brand, even as we continue to grow.
The challenge is to continue to stand apart in an increasingly crowded global hospitality landscape, while remaining disciplined about what we embrace and equally important, what we choose to leave behind.
My proudest achievement in luxury
I’m proud of the role I’ve played in building and elevating AKA and helping establish luxury long-stay hospitality as a meaningful category.
When I joined AKA nearly 20 years ago, the concept was still relatively unfamiliar to the industry and to many travelers.
Today, the number of luxury brands entering the space is a testament to how much the category has evolved.
The recognition AKA has received over the years, along with the many individual honors earned by our dedicated team members, is especially meaningful because it reflects the strength of both the brand and the people behind it.
What means even more to me is the response from our residents, who often visit AKA during significant moments in their lives: relocation, home renovations, extended work assignments or period of medical care.
Over the years, we have received the most heartfelt letters from residents who speak about the sense of calm, comfort and belonging our teams create for them and even detail the service nuances shared.
Knowing that we can make someone feel at home, often when they need it most, is an achievement I value most.
My leadership style
I lead by listening, with authenticity, curiosity and a genuine interest in people.
Experience has taught me that good judgement comes from considering both the data and context around it.
I believe in trusting instincts, asking thoughtful questions and giving people confidence and room to do their work.
My work priority for 2027
My priority for 2027 is to continue thoughtfully building AKA with our team for the long term, returning to the qualities and strengths that have defined the brand from the beginning while continuing to evolve with the needs of our residents and guests.
With my team, we’ll look to develop thoughtful new programs and experiences that remain relevant to how people want to live and travel today.
Initiatives such as Atelier AKA Health + Wellness reflect this, and we’ll continue executing programs and experiences that are developed from our core brand pillars.
How I see luxury evolving in 2027
The world is on overload, and consumers are, too.
I believe luxury is increasingly about discernment, knowing what truly adds value and what does not. Is more actually more, or is less more?
Simple pleasures, daily rituals and creature comforts can feel extraordinarily luxurious when they are considered carefully and delivered beautifully.
In the years ahead, I expect luxury to become quieter, more personal and more intentional, with greater emphasis on comfort, ease and the details that make an experience feel genuinely special.
Emily Byerly
Emily Byerly
Head of U.S. marketing, Burgess, New York
"Luxury marketing lives and dies on trust, and trust doesn't scale the way a campaign does"
What I most like about my job
The people.
Superyacht ownership sits at the intersection of ambition, discernment and heritage, and the network around it, clients and colleagues alike, is full of genuinely interesting people.
There's a real camaraderie in that world, and I count myself fortunate to spend my days among people who take both the work and the pleasure of it seriously.
Biggest challenge in my work
Luxury marketing lives and dies on trust, and trust doesn't scale the way a campaign does.
The hardest part of my role is translating deeply personal, high-stakes client relationships into a measurable brand strategy without flattening what makes UHNW engagement work in the first place.
My proudest achievement in luxury
A particular highlight has been introducing Burgess into the Aspen market from the ground up, from private client dinners to marquee activations like the AspenX Beach Club, and watching it grow into one of our strongest markets for both client relationships and brand partnerships.
My leadership style
Cross-functional and direct.
I'd rather build a small team that trusts each other's judgment than a large one that needs constant sign-off, and I try to give people enough context on the 'why' that they can make good calls without me in the room.
My work priority for 2027
The profile of our clients is changing.
As more first-time owners and charterers enter the market, we need to adapt the way we engage them from their very first interaction.
In 2027, our priority is to create a client experience that lowers the barriers to entry through education, transparency and thoughtful guidance, while maintaining the level of service and discretion that has always defined our brand.
How I see luxury evolving in 2027
The center of gravity keeps shifting from asset ownership to curated experiences.
Clients want access and stories as much as they want the object itself.
I expect that to keep accelerating as a newer generation of wealth, especially from tech, brings different expectations for personalization and how brands earn their attention.
Eva Rábago
Eva Rábago
Vice president of sales and marketing, RLH Properties, Mexico City, Mexico
"My style is grounded in extreme ownership, strategic empathy and creative commerciality"
What I most like about my job
What drives me most is the challenge of architecting and positioning complete, world-class destinations for the ultra-luxury market.
I love shifting the focus from individual hotel stays to holistic ecosystems that integrates luxury hospitality with world-class branded residences, blending brand stewardship, sports events and seasonal activations to place iconic Mexican destinations like Mayakoba, Mandarina and Cabo del Sol on the global luxury stage.
Biggest challenge in my work
The main challenge lies in sustaining destination-level prestige in an ever-shifting global market while operating at two speeds.
We must build enduring brand equity through strategic narratives and high-impact international events, while simultaneously driving immediate commercial conversion across residential sales, leisure bookings and high-yield campaigns.
My proudest achievement in luxury
My proudest achievement is positioning RLH Properties as a definitive destination creator by developing holistic ecosystems and high-impact cultural narratives.
Standout examples include engineering master destination experiences like our immersive Día de Muertos initiative, alongside hosting world-class sporting events such as the LPGA and international football training camps.
Together, these efforts elevate Mexican heritage into authentic, world-class ultra-luxury journeys.
My leadership style
My style is grounded in extreme ownership, strategic empathy and creative commerciality.
I coach my team to operate as place-creators and business owners who blend high-concept creative branding with sharp commercial metrics.
Ultimately, I build a culture of strategic resilience where intelligent experimentation and trend analysis drive our competitive edge.
My work priority for 2027
My main focus is elevating destination storytelling through unified seasonal programming across gastronomy, art and hospitality.
Concurrently, I am focused on pioneering unconventional methodologies to disrupt ultra-luxury branded residence and standalone real estate sales across our master-planned destinations.
How I see luxury evolving in 2027
Luxury in 2027 will center on hyper-curated destination narratives, absolute privacy and seamless experiential ecosystems.
Florence Quinn
Florence Quinn
President, Quinn, an Interluxe Group company, New York
"While we have a pyramidal organizational chart, I think of us as sitting in a circle"
What I most like about my job
I work to add value. This could be helping with a challenge, an idea or something outside our normal day-to-day.
I jump in and out of new business and client work where I can help.
I challenge and hopefully inspire my team to produce hero work – to make significant things happen for clients. I love the people with whom I work.
Biggest challenge in my work
It’s tough when a client tells to produce KPIs [key performance indicators] – a certain number of placements, etc. Then it becomes a numbers game rather than what great work and magic can we make happen.
While numbers are necessary as one measurement of success, they shouldn’t be the only one.
My proudest achievement in luxury
Becoming part of Interluxe Group, a growing marketing services company for luxury brands.
At Interluxe, we have access to over 300 luxury brands for client collaborations and for new business opportunities. It’s an exciting time.
My leadership style
For better or for worse, I don’t like to manage or police people.
I like to lead by example and to inspire and challenge. And while we have a pyramidal organizational chart, I think of us as sitting in a circle. We listen to, and help, each other.
We have a mentor-mentee program (M&M). My M&M and I mentor each other.
My work priority for 2027
Grow our work into fashion and cars.
How I see luxury evolving in 2027
In 2027 luxury brands will cater increasingly to the multi-million-dollar folks and the billionaire set.
Frances Katzen
Frances Katzen
Licensed associate real estate broker and leader, The Katzen Team, Douglas Elliman Real Estate, New York
"In today’s world, information is abundant, but accuracy is rare"
What I most like about my job
I don’t view what I do as selling real estate. I view it as advising clients on one of the largest and most significant asset classes they will ever own. Every decision has financial, emotional and generational implications, and I take that responsibility very seriously.
Being a trusted advisor during those moments is the most rewarding part of my work.
Biggest challenge in my work
In today’s world, information is abundant, but accuracy is rare. My greatest responsibility is ensuring clients receive thoughtful, precise advice they can rely on.
Accuracy creates trust, and trust is ultimately what defines the difference between making a sale and building a lifelong career.
My proudest achievement in luxury
My proudest achievement isn’t a record sale – it’s earning a reputation where clients return, refer their families, and entrust me with some of their most valuable assets. That level of confidence can only be earned over time through consistency, discretion, and delivering results.
My leadership style
I lead with high expectations, accountability and empathy.
I believe the strongest teams are built by empowering people to think independently while creating a culture where integrity, collaboration and excellence are never negotiable.
My work priority for 2027
My priority is to continue redefining what clients should expect from luxury representation, combining sophisticated market intelligence, exceptional marketing, and trusted advisory services into an experience that is thoughtful, proactive and deeply personalized.
How I see luxury evolving in 2027
Luxury is becoming more intelligent and more intentional.
Clients have access to endless information; what they value most is judgment, perspective and trusted counsel. The future of luxury belongs to professionals who combine expertise with authenticity, discretion and an unwavering commitment to their clients’ best interests.
Giulia Migliavacca
Giulia Migliavacca
Architecture and interior design business developer, Technogym, New York
"Luxury today is about quality of life, wellbeing and meaningful experiences"
What I most like about my job
What I love most about my role is building meaningful relationships with the people who shape the future of our built environment.
Every day, I have the opportunity to collaborate with visionary architects, designers and developers across the United States and help integrate wellness into luxury living, hospitality and residential experiences.
It is incredibly rewarding to see an idea evolve from an early conversation into a beautifully designed space that positively impacts people's lives.
I am also truly passionate about maintaining my curiosity very high on what are the new trends in wellness to constantly inspire our design team to be the leaders in what we do.
Biggest challenge in my work
One of the biggest challenges is helping stakeholders recognize that wellness is no longer an amenity but an essential part of a successful luxury project.
My role often involves bridging the gap between design aspirations, business objectives and user experience, ensuring that wellness is considered from the earliest stages of development rather than as an afterthought.
This requires education, collaboration and a long-term vision.
My proudest achievement in luxury
My proudest achievement has been turning my passion for wellness and design into a platform for influence within the luxury industry.
I truly believe that luxury today is about quality of life, wellbeing and meaningful experiences, and having the opportunity to share this vision with some of the most influential architects, designers and developers in the country has been incredibly fulfilling.
What makes me proudest is when the people I work with don't just understand the message, they experience it.
Seeing them engage with wellness, embrace new experiences and become inspired to create environments that help others live healthier and more active lives is the greatest measure of impact for me. That's when I know we're creating something far bigger than a project – we're helping shape the future of luxury living.
My leadership style
My leadership style is collaborative, relationship-driven and visionary.
I have always seen that the best results come from listening first, understanding different perspectives and creating alignment around a shared goal.
I strive to lead through trust, authenticity and expertise, while empowering those around me to think creatively and challenge conventional approaches.
In luxury, lasting success is built on relationships and mutual respect.
My work priority for 2027
My priority for 2027 is to continue elevating the role of wellness within luxury developments and strengthen the connection between wellness, design and real estate value.
I truly believe in the powerful effect that involving wellness in the right way has in people’s lives.
I am truly looking forward to expand strategic partnerships with leading architecture and design firms while supporting the creation of innovative wellness destinations that deliver exceptional experiences and long-term value for owners, brands and end users.
How I see luxury evolving in 2027
Luxury is evolving from being defined by exclusivity and materiality to being defined by experience, wellbeing and intentional living.
Today's clients are much more educated about wellness and they are looking for spaces that support physical health, mental wellbeing, longevity and meaningful human connection, and we have the true power to influence them in the right way.
In this growing and demanding world, I believe that the challenge is to be able to design spaces that resonate with different people’s vision of luxury and wellness.
In 2027 and beyond, I believe the most successful luxury brands and developments will be those that seamlessly integrate wellness, technology, personalization and exceptional design into every aspect of the experience.
In order to do this for Technogym, I believe the key to succeeding in the future is staying curious, continuously evolving and never losing sight of the power of wellbeing.
Trends will come and go, but creating environments that help people feel better, live better and thrive will always be relevant. Maintaining that vision while embracing innovation is what will drive lasting success.
Helena Krodel. Image credit: Andrew Werner Photography
Helena Krodel
Chief growth officer, DavidAlan, New York
"As the market is optimized for visibility, velocity and algorithms, products and people have started to look the same"
What I most like about my job
One word: jewels.
When I joined forces with my partner in life and in business, David Alan, I said in jest, “I will work for jewelry.” David’s retort was that there is truth in every joke.
The second thing that fuels me is entrepreneurship.
Not for the weary, being an entrepreneur should have a warning label: “For thrill seekers only.”
Working with my partner on our collaborative dream to build DavidAlan into the next American contemporary high jewelry brand is also a glorious gift.
Biggest challenge in my work
Business ownership.
As we push DavidAlan into the high jewelry space, we are asking the market to believe in a new American house with the same conviction as those with generations of history.
Competing with deep-pocket luxury maisons who have huge marketing budgets and large teams to support ecosystem growth efforts is humbling.
Our challenge and opportunity is to prove that authority doesn't only come with age. It comes from mastery, consistency and the courage to make something genuinely original.
My proudest achievement in luxury
I've had the privilege of helping shape some of the moments that moved the American fine jewelry industry forward.
Conceptualizing, planning, producing and executing GEM Awards for 10 years is certainly at the top of my list.
Appearing on The Rachael Ray Show, viewed by 2.6 million viewers daily, was also invigorating.
A more recent proud achievement was the media strategy that brought DavidAlan's feature in The New York Times to fruition.
The most rewarding achievement has been the formidable relationships I planted and watered over 20 years with some of the industry’s smartest, savviest and stylish people who I am honored to call friends.
My leadership style
My leadership style is black-glove with the sleeves rolled up: polished, poised and strategic yet deeply hands-on.
I am never afraid to get dirty. Play clean, get dirty.
I believe our family mantra says it best: "Do the right thing when no one's watching."
In luxury, reputation is the one asset you cannot buy back.
My work priority for 2027
My work priority for 2027 is a beautiful mix of personal and professional development.
My words for the coming year are connection and clarity.
Connecting to colleagues, clients and oneself are core priorities for 2027.
Clarity to cut through busywork and time-wasting tasks to make more time for connection.
The question I will pose to myself on repeat is: “What is the fastest, most efficient path to achieve the goal I desire?”
If you don’t know the goal, how can you draw the path?
How I see luxury evolving in 2027
Luxury is sinking into similarity. I call it the sameness syndrome.
As the market is optimized for visibility, velocity and algorithms, products and people have started to look the same.
Many brands’ DNA is now filtered through the same sieve. Further, the “It Girl” looks like one girl.
Luxury is firmly planted in the midst of a personal-brand era.
Clients increasingly want objects that “express me,” not scream “see me” with an overuse of brand logos.
Strategically placed, smart design details that solve or anticipate a need are what affluent consumers desire. Think cerebral, not cliché.
The houses that win will offer genuine authorship, personalization and provenance, because in a world of digital sameness, individuality is the ultimate luxury. DavidAlan's POV is authentic, audacious and addictive.
Jackyn Bild
Jaclyn Bild
Broker associate and member, The J&S Group, Douglas Elliman Real Estate, Miami, Florida
"I want our digital presence to do more of the work before a client ever reaches out"
What I most like about my job
The rush. The moment you find the exact right home for a client and watch everything fall into place.
Even better, so many of these client relationships turn into genuine, lifelong friendships.
Biggest challenge in my work
Inventory is tight, and finding exceptional homes within that limited pool is a constant challenge.
Too often, sellers haven’t invested in maintaining their properties and the issues don’t surface until inspection.
Suddenly, a promising deal becomes more complicated because of problems that could have been avoided with basic upkeep.
Navigating those findings without losing the client’s trust or the transaction, takes patience, clear communication and the ability to distinguish a true dealbreaker from a normal part of homeownership.
My proudest achievement in luxury
Building a reputation clients and fellow agents trust enough to refer their own families to me.
In a luxury market as competitive and fast-moving as South Florida, staying relevant is the result of consistently showing up prepared, following through and never treating any transaction as routine.
That reputation took years to build, and I never take it for granted.
My leadership style
I lead with clarity and consistency by setting expectations from the start and giving feedback in real time.
I’m detail-oriented, so the little things matter, and I hold my team to that same standard.
At the same time, I make myself available whenever they need me and take time to teach every process from start to finish, so that they understand not just what to do, but why they are doing it.
My work priority for 2027
I am focused on building a stronger content and AI strategy so our marketing is as polished as the properties we represent.
I want our digital presence to do more of the work before a client ever reaches out, while still maintaining the personal service that’s always been at the heart of our business.
I’m investing time now in learning the tools that will help us do both.
How I see luxury evolving in 2027
Miami is no longer a seasonal destination – it’s a permanent home base for global wealth.
As more corporations and high-net-worth individuals relocate from high-tax states and buy with cash, the definition of luxury has evolved.
Today's buyers expect wellness-focused design, high-quality finishes, smart layouts and homes that support the way they live. I only see those expectations continuing to rise.
Jamie Kerr
Jamie Kerr
Vice president – luxury marketing strategy, Hilton Luxury Brands, McLean, Virginia
"Luxury is becoming less about what is rare to everyone and more about what is meaningful to you"
What I most like about my job
I love that our brands sit at the intersection of luxury, culture, creativity and travel, with the ability to shape experiences that feel deeply personal and meaningful to our guests.
The most inspiring part of my work is bringing ideas to life that strengthen brand affinity while creating moments of connection, discovery and desire that stay with our guests long after their stay.
Biggest challenge in my work
The biggest challenge is creating meaningful distinction in an increasingly crowded luxury landscape.
It’s not enough to be visible. Our brands need to have a clear point of view, the ability to create desire and a compelling reason for people to choose us.
My proudest achievement in luxury
My proudest achievements are when an idea grows beyond the marketing itself and becomes part of a broader cultural conversation. That happens when an idea intersects naturally with culture, creates buzz far beyond the brand and inspires our teams to become advocates for it.
The launch of Waldorf Astoria Racquet Club is a recent example, as was Late Checkout during my time at Ritz-Carlton, which went on to win a Gold Cannes Lion.
To me, that is the ultimate measure of great luxury marketing: when an idea resonates externally, strengthens brand affinity and creates pride internally.
My leadership style
I lead with trust, empathy and ambition.
I believe in giving people the space and confidence to do their best work while creating an environment where big ideas can thrive.
I’m naturally energized by possibility and love bringing people together around a bold idea, then empowering them to make it bigger and better than any one person could have imagined.
My work priority for 2027
My priorities for 2027 are to make Hilton’s luxury brands more distinct, elevate the guest experience and challenge ourselves to show up in the world in bolder, more culturally resonate ways.
For me, that means having the courage to think differently, creating ideas that build desire and ensuring every expression of our brands feels unmistakably ours.
Luxury is evolving quickly, and I’m excited by the opportunity to help shape what comes next for Waldorf Astoria, Conrad and LXR.
How I see luxury evolving in 2027
The idea of a single, universal definition of luxury continues to fade.
Today, the most valuable experiences are increasingly tailored to an individual’s interests, passions and aspirations.
Luxury is becoming less about what is rare to everyone and more about what is meaningful to you.
The brands to watch will be those that can make personalization feel intuitive, emotionally resonate and unmistakably distinctive.
Janet Morais
Janet Morais
Founder/CEO, By Koket Group, Lisbon, Portugal and Washington, D.C.
"A machine can reproduce perfection. But a human hand can leave behind emotion –and that is what turns design into something unforgettable"
What I most like about my job
What I love most about my work is the emotion behind Koket.
For me, it has never been simply about creating furniture. It is about creating a world where women can see and feel themselves.
Koket is the haute couture of home décor, inspired by the female body, its curves and sensuality, but also by the emotions we carry: desire, vulnerability, confidence, mystery, strength and transformation.
I want every piece to provoke a feeling, to have a soul, and to make a woman feel something the moment she encounters it.
I love traveling the world in search of the finest and most extraordinary materials, then placing them in the hands of exceptional artisans who transform them into pieces of beauty and desire.
There is something incredibly emotional about seeing an idea that began in my imagination become an object that will eventually live in someone’s most intimate space: their home.
And Koket goes far beyond the objects we create.
Through design, storytelling, content, experiences and collaborations, I want to build a universe that celebrates women and gives them permission to be bold, sensual, emotional, ambitious and entirely themselves.
That is what moves me most: creating beauty with emotion and using that beauty to make women feel powerful.
Biggest challenge in my work
One of the greatest challenges – and something I feel incredibly passionate about – is making people understand that what we create at Koket cannot be rushed, standardized or perfect. Because it is made by human hands.
Every small imperfection tells a story. It is evidence of the hand that carved, sculpted, polished, embroidered, cast or finished that piece. I don’t want to erase those marks. I want to celebrate them. They are what separate an object that has simply been manufactured from one that has been given a soul.
But what concerns me even more is the possibility of losing these hands altogether.
Some of the extraordinary techniques behind our pieces live within craftspeople who have spent a lifetime mastering them. Their knowledge cannot simply be downloaded, automated or learned from a screen. It has been passed from hand to hand, generation to generation. If we don't protect it, teach it, and inspire younger generations to value it, we risk losing something profoundly human.
We live in a moment where technology is advancing at an extraordinary speed, and I embrace that evolution. But I also want young designers to remember that progress isn't only about what technology allows us to do. It is also about what our imagination, our senses and our hands are capable of creating.
For me, preserving craftsmanship is deeply emotional. It is about protecting heritage, knowledge, patience and the beauty of the human touch.
A machine can reproduce perfection. But a human hand can leave behind emotion –and that is what turns design into something unforgettable.
My proudest achievement in luxury
My proudest achievement is seeing Koket earn its place in the world of luxury while never losing its soul.
I created Koket from emotion, instinct and a deeply personal vision of femininity. So there is something almost surreal about seeing pieces that once lived only in my imagination now inhabiting some of the most extraordinary spaces in the world, from iconic fashion flagship stores and prestigious luxury hotels, to royal residences and private homes.
But what moves me most is seeing Koket recognized, desired and adored by women across the globe.
Women don't simply recognize our pieces – they know the stories behind them. They understand the inspiration, the symbolism, the craftsmanship and the emotions that gave each creation life. There is an intimate connection between the woman and the piece that goes far beyond aesthetics.
When a woman looks at a Koket creation and sees something of herself – her sensuality, her strength, her vulnerability, her confidence, her story – that is incredibly powerful to me.
Those moments remind me that we have created more than beautiful objects. We have created an emotional language of luxury, one that women understand and connect with across cultures and generations.
To see Koket embraced at this level while remaining unapologetically feminine, handcrafted, provocative and unmistakably ours fills me with enormous pride.
What began as my personal story has become a world of stories that women everywhere recognize, feel, and make part of their own.
My leadership style
My leadership style is demanding because I believe that excellence requires discipline, commitment and very high standards.
I expect a lot from the people around me, but I will never ask someone to do something I am not prepared to do myself.
At heart, I am a servant leader. I have never believed that a title or position makes me more important than anyone else on my team.
Leadership, to me, is not about standing above people. It is about standing beside them, supporting them, challenging them and leading by example.
I am very hands-on.
When something needs to be done, I step in. When there is pressure, I am there.
I want my team to see that the standards I expect from them are the same standards I demand from myself, often even higher.
I can be tough, and I know I am demanding, but it comes from an enormous sense of responsibility for what we are building together.
I push people because I want them to discover what they are capable of, not because I want to exercise authority over them.
For me, the strongest leaders don't need to constantly remind people that they are leading. They earn respect through their actions, their consistency and their willingness to serve the people they expect to follow them.
My work priority for 2027
My priority for 2027 is to bring to life something I have been dreaming about and developing for years: the Koket Design Center and Koket Academy.
The By Koket Group has evolved into something much greater than a furniture brand or an interiors firm.
We are building an ecosystem around luxury, design, craftsmanship, culture, education and storytelling.
Through our publishing division, we publish Love Happens, our luxury lifestyle magazine celebrating the world of luxury living, and at the end of April we will release our first book – another very emotional milestone for us.
Mentorship is also deeply important to me.
We have built a strong internship and mentorship program because I believe that knowledge has little value if we don't pass it forward. But the project I am most excited about, and perhaps most anxious to finally bring into the world, is the Koket Academy, as part of a much larger vision: the Koket Design Center.
The Design Center will be a premium creative destination in Cascais/Estoril, Portugal, bringing together everything I believe the future of design needs under one roof: creativity, craftsmanship, education, commerce, community and human connection.
I envision a living design environment rather than a traditional showroom.
There will be a curated showroom of exceptional furniture, textiles and wall coverings, private studios where interior designers can work and present to clients, and artisan workshops where craftspeople can practice and demonstrate woodworking, metalworking, textiles and other increasingly rare skills.
At its heart will be the Koket Academy. With classrooms, workshops, conferences and a 100-seat auditorium, I want to create a place where established masters can share their knowledge and the next generation can learn not only how to design, but how to make, touch, understand and respect what they design.
The Center will also include a design library and café, a specialist bookstore, a concierge connecting clients with trusted designers, contractors and vendors, a luxury branding agency supporting emerging designers and brands, and a Koket-curated ecommerce platform.
What excites me most is the possibility of creating a true design community.
I want a young designer to be able to sit beside an experienced artisan. I want an architect to discover a material they have never touched before. I want a consumer to walk in with a dream and leave having found the people capable of creating it. And I want craftspeople whose knowledge might otherwise disappear to have a place where their work is respected, celebrated and passed on.
For me, 2027 is about legacy. It is about taking everything we have learned through Koket – about luxury, craftsmanship, interiors, branding, publishing and storytelling – and creating a physical and educational home for that knowledge.
I don't simply want to create beautiful things. I want to help create the people, preserve the hands and build the community that will keep beauty and craftsmanship alive for the next generation.
How I see luxury evolving in 2027
I believe luxury in 2027 will become more human again.
We are reaching the end of an era where influence was too often measured by visibility, followers and how much someone could be paid to promote something.
For me, that model has taken attention away from the people who actually create luxury: the minds, the hands, the knowledge and the years of mastery behind it.
I see luxury moving away from mass influence and back toward meaning, individuality, knowledge and craft.
Consumers are becoming more curious. They want to know who designed something, who made it, where the materials came from, how it was created, and why it deserves to exist.
And I believe exclusivity itself is changing.
The ultimate luxury will not be having what everyone recognizes. It will be having something no one else has. Something conceived for you, made for you, and adapted to exactly how you want to live and how you want to feel.
That brings enormous value back to the relationship between the client, the designer and the artisan. It brings respect back to knowledge, the kind of knowledge that cannot be manufactured overnight, bought through exposure or replaced by technology.
Technology will absolutely have a place in the future of luxury, but technology should amplify human creativity, not replace the human soul behind it.
For me, the future of luxury is deeply personal: fewer things, greater meaning, exceptional materials, extraordinary craftsmanship and a renewed respect for the people behind every creation.
Luxury will become less about being seen with something and more about knowing why it was made, who made it and knowing that it was made especially for you.
Jennifer Leong
Jennifer Leong
Regional managing director of developments, One Sotheby's International Realty development division, Fort Lauderdale, Florida
"Luxury is moving beyond finishes and amenities toward access, service, wellness, privacy and experiences"
What I most like about my job
Building the strategy, identifying and recruiting exceptional talent and leading luxury developments from start to finish.
Managing more than $8 billion in active development and pipeline gives me the opportunity to shape not only individual projects, but also skylines, neighborhoods and the continued evolution of South Florida.
Biggest challenge in my work
Cutting through complexity and keeping everyone focused on execution.
I’m a strategist first, so I look at the entire development, from product, pricing and positioning to talent, marketing, buyer behavior and sales velocity, to identify what needs to change and build the blueprint to move it forward.
My proudest achievement in luxury
The portfolio, track record and reputation I’ve built over nearly two decades in new development.
I’m equally proud of the trusted relationships I’ve established with developers, civic and business leaders, brokers and top talent, and my ability to bring those relationships together to create opportunities and drive results.
My leadership style
Decisive, highly engaged, loyal and performance-driven.
I have a strong instinct for identifying talent and building high-performing sales organizations.
I recruit exceptional people, set a high bar, give them the strategy, access and tools to succeed, and lead from the front when results matter most.
My work priority for 2027
Scaling our South Florida development platform, originating new business, recruiting best-in-class talent and driving performance.
I want to continue partnering with developers early in the process, where I can help shape product, pricing, positioning, sales strategy and, ultimately. the trajectory of a development.
How I see luxury evolving in 2027
Luxury is moving beyond finishes and amenities toward access, service, wellness, privacy and experiences.
The developments that outperform will be those that understand their buyers at a much deeper level and deliver a complete ecosystem, a sense of belonging and a compelling reason to choose that property over everything else in the market.
Ji Yun Lee
Ji Yun Lee
Vice president – consumer revenue, Condé Nast, New York
"Luxury is shifting away from mere access and toward authenticity, deep cultural relevance and seamless integration across every touchpoint"
What I most like about my job
I love that my role brings together both right- and left-brain capabilities, blending creative storytelling and marketing with business strategy and commercial rigor.
Working alongside an incredible, cross-functional team across Condé Nast’s portfolio of titles allows me to collaborate with visionary minds every day.
Together, we get to shape how global audiences experience our brands across print, digital platforms and immersive experiential touchpoints.
Biggest challenge in my work
Navigating the rapid evolution of consumer behavior in an ever-evolving media landscape. It requires constant innovation to ensure our strategies stay ahead of shifting audience expectations without compromising brand equity.
My proudest achievement in luxury
Expanding and diversifying our consumer revenue streams across subscription, membership and events while deepening global brand affinity across our titles.
My leadership style
Grounded in empathy, integrity and proactive listening, my leadership style centers on championing diverse voices and setting a clear, compelling vision.
I believe in leading with humility and transparency, and in modeling accountability at every level.
By building trusted relationships and staying solution-oriented, I empower teams to collaborate, navigate complexities and deliver exceptional outcomes together.
My work priority for 2027
My primary objective is to translate our expansive global audience into long-term, high-value subscriber and membership relationships across our portfolio.
We are focused on strengthening our overall consumer value proposition, ensuring every interaction across digital, print and experiences delivers meaningful, personalized value that drives sustainable revenue growth.
How I see luxury evolving in 2027
Luxury is shifting away from mere access and toward authenticity, deep cultural relevance and seamless integration across every touchpoint.
Consumers are increasingly seeking curated, highly personalized and meaningful experiences, aligning themselves with brands that share their values and offer genuine connection.
Kacey Bruno
Kacey Bruno
Senior vice president of communications, Montage International, Dana Point, California
"The goal is not simply to be seen. It is to be remembered"
What I like most about my job
What I love most about my job is that no two days are ever the same, but everything ultimately comes back to one thing: storytelling.
Luxury is emotional. It is about how a place, a brand or an experience makes someone feel, and I have spent my career helping bring those stories to life.
After 20 years in luxury hospitality, I still love the combination of creativity and strategy, the opportunity to build brands, create meaningful partnerships and help shape experiences that people genuinely remember.
I also love working with incredibly talented people and watching an idea that starts as a conversation become something real.
Biggest challenge in my work
The biggest challenge is also one of the most exciting parts of working in luxury hospitality: continuing to evolve without losing what makes a brand special.
Guest and consumer expectations move quickly. There is always a new platform, trend or way people want to engage with brands.
The challenge is knowing when to embrace what is new and when to stay disciplined about who you are.
In luxury, you cannot chase everything. The most important thing is to remain relevant while protecting authenticity, quality and the emotional connection that took years to build.
My proudest achievement in luxury
My proudest achievement is the career and body of work I have built over the past 20 years at Montage International.
I have had the opportunity to grow alongside the company and help launch and tell the story of our two brands and an evolving portfolio of hotels, resorts and residences.
I also am proud of the work alongside our founders and sharing their entrepreneurial story and evolution.
What I am most proud of, though, is the longevity.
In an industry where people often move from opportunity to opportunity, there is something incredibly meaningful about committing yourself to a company, growing with it and continuing to find new ways to contribute and evolve.
Luxury is ultimately about people, and I am proud of the relationships, teams and partnerships I have built along the way.
My leadership style
My leadership style is collaborative, direct and based on trust.
I believe the best ideas can come from anywhere, and we want our team to feel empowered to bring their perspective to the table.
At the same time, I believe in being clear about expectations and giving people the ownership and confidence to do great work.
Over the years, I have learned that leadership is less about having all the answers and more about creating an environment where talented people can do their best work.
I try to lead with authenticity, transparency and a healthy amount of fun and humor.
My work priority for 2027
My priority for 2027 is continuing to think about how we tell our stories in more meaningful, culturally relevant ways.
The media landscape and the definition of influence have changed dramatically.
I am interested in finding the right balance between traditional brand building and the new ways people discover, experience and connect with our brands. That means continuing to think beyond traditional marketing and communications and focusing on partnerships, community, content and experiences that create genuine connection.
The goal is not simply to be seen. It is to be remembered.
How I see luxury evolving in 2027
I think luxury is becoming increasingly personal.
For years, luxury was often defined by what you owned or how exclusive something appeared to be.
Today, the most meaningful luxury is increasingly about how something makes you feel. Time, access, privacy, personalization and memorable experiences have become more valuable.
Our guests want substance behind the story. They are looking for brands with a clear point of view and a sense place and authenticity.
The future of luxury will continue to embrace innovation and technology, but I believe the brands that will matter most are the ones that do not lose the human element.
In a world that is becoming increasingly automated and digital, genuine connection may become the ultimate luxury.
Karen Elmir. Image credit: Soto Concept Agency
Karen Elmir
Founder, Elmir Group, at One Sotheby's International Realty, Miami, Florida
"My leadership approach centers on mentoring my team and fostering a collaborative environment where we learn from one another"
What I most like about my job
Meeting new people and guiding them through one of the biggest purchases of their lives.
I take the time to listen to what’s most important to them and carefully guide them toward the right property.
Biggest challenge in my work
The lack of single-family homes and waterfront properties in the most desirable neighborhoods.
I have more buyers who are willing and able to purchase than there are properties available.
My proudest achievement in luxury
Selling a $12 million penthouse in Downtown Miami during COVID-19, at a time when buildings, workplaces and institutions were shut down and everyone was working from home.
My leadership style
My leadership approach centers on mentoring my team and fostering a collaborative environment where we learn from one another.
We have cultivated a strong professional bond, having worked together for over a decade.
My work priority for 2027
My priority for 2027 is to continue growing our presence in the luxury real estate market while strengthening the relationships that have been the foundation of our success.
I also want to continue mentoring and empowering the women on my team, helping them grow their businesses and become leaders in their own right.
How I see luxury evolving in 2027
Luxury is becoming increasingly personal and experience-driven.
Clients will value exceptional service, privacy, authenticity and meaningful experiences just as much as the product itself, making trusted relationships and a highly personalized approach more important than ever.
Karin Salinas
Karin Salinas
Founder and strategic advisor, Living Luxury Worldwide, Nashville, Tennessee
"I believe luxury will continue to evolve around three key themes: privacy, longevity and human connection"
Kathrin Lausch
Cofounder, Circle, and CEO, Pink Pony Productions, New York and Paris
Being the connector.
Biggest challenge in my work
Scale without dilution.
Everything I build draws its value from scarcity and trust, and growth is the natural enemy of intimacy.
Having spent two decades scaling businesses, I know the real work is expanding reach and impact while protecting the exclusivity and discretion that make it matter in the first place.
You cannot market to people who own the world; you have to earn your way into their room.
My proudest achievement in luxury
Cofounding Circle, an ultra-private community for globally connected UHNW women who have everything except a room that is truly theirs, where women of means don’t just spend, they shape. It rests on more than two decades of building luxury brands as a CEO and chief marketing officer, from Studio Cadeaux at Stagwell and Al Dente Entertainment, to co-founding Maison BETC.
That operating record, running the businesses and leading the teams, is precisely why I can build Circle, and brokering Emily Blunt x Mikimoto for The Devil Wears Prada II and the Met Gala, and luxury deals in sports like the recent José Alvarado of the Knicks x L’Oréal/Azzaro, sits proudly alongside it.
But Circle is the one, because it is becoming more than a room: it is how we point our members’ collective capital at what matters, from FemTech that transforms women’s healthcare to smart women’s investing and creating a legacy, health, wellness, aging, retirement communities and longevity conversations.
That is the version of luxury I am proudest of, women who shape not only markets, but the world they live in.
My leadership style
Relationship-first and direct.
I’ve led teams of 2,000, carried the P&L and built the pipeline, so I lead by connecting people and trusting them to rise to it: warm, but I don’t hedge. I make the call, and I make the introduction.
I believe in generosity as strategy. The more access you give, the more comes back.
My work priority for 2027
Scaling Circle globally, from New York to Istanbul, Paris and Morocco, and giving our members a platform of their own, while continuing to build the talent-brand bridges that create cultural relevance.
I’ve spent my career scaling brands without losing what made them singular, and that is the discipline I’m bringing to this.
It also means turning the collective power of the room into real change, channeling our members’ capital into FemTech that reshapes women’s healthcare markers and other important conversations that make a difference.
How I see luxury evolving in 2027
The shift from visibility to intimacy only accelerates.
Luxury stops being about who sees you and becomes about who is in the room: scarcity over scale, spend power over visibility, experience over object.
The brands that understand this are not selling products. They are selling belonging and trust, and they will win.
Luxury also becomes a force for good, because the women who define it want their spend power to change the world. And, as everything else is automated, the human touch becomes the ultimate luxury.
Katie Thomas
Kearney
Kevelyn Guzman
Kevelyn Guzman
Regional vice president, Christie's International Real Estate New York, New York
"My proudest achievement is building cultures where people want to stay, grow and succeed"
What I most like about my job
What I love most is helping people grow, whether that’s an agent reaching a new level in their business, a team finding its identity, or creating opportunities that didn’t exist before. That’s what energizes me.
Real estate is about more than transactions; it’s about building careers, relationships and communities.
Being a part of someone’s success is the most rewarding part of what I do.
Biggest challenge in my work
The luxury real estate industry is evolving faster than ever, and the challenge is staying ahead of it.
Consumers expect more, agents need more support, and technology continues to reshape how we do business. My responsibility is to embrace change while never losing the personal relationships and high-touch service that define luxury.
My proudest achievement in luxury
My proudest achievement is building cultures where people want to stay, grow and succeed.
Throughout my career, I’ve helped recruit, develop and support agents while strengthening some of New York City’s most respected luxury brands.
More recently, one of the most meaningful accomplishments of my career has been helping lead Warburg’s transition to Compass while keeping our people, culture and values at the center.
My leadership style
My leadership style is collaborative, transparent and people-first.
I believe the best leaders remove obstacles, create opportunities and empower others to do their best work.
I lead with empathy, accountability and a willingness to roll up my sleeves.
My door has always been open, and I never ask someone to do something I wouldn’t do myself.
I also take a different approach than many in the brokerage industry: I view agents as clients and look for innovative ways to empower them for long-term success, which I think is critical in a tight, competitive Manhattan real estate market.
My work priority for 2027
My priority for 2027 is helping our agents navigate an industry that continues to evolve rapidly. That means embracing technology that improves the way we work while never losing sight of the relationships that define luxury real estate.
I’m focused on strengthening our culture, creating opportunities for collaboration and ensuring our agents have the support and resources they need to build successful, sustainable businesses.
How I see luxury evolving in 2027
Luxury is becoming more personal than ever.
Clients still expect exceptional properties, but they also expect trusted advisors who understand their lifestyle, values and long-term goals.
The broker of the future will combine technology with genuine human connection.
While AI and digital tools will continue to improve efficiency, relationships, expertise, discretion and trust will remain the true differentiators in luxury real estate.
Lauren Wilt
Lauren Wilt
CEO – USA, Quintessentially, Los Angeles and New York
"AI's influence on luxury services will keep evolving, but I expect things to equalize as it becomes simply a backend tool rather than a headline"
What I most like about my job
What I like most about my job is our members, or clients. They are inventors, entrepreneurs, CEOs, philanthropists and celebrities who use their influence to make the world better, and we have the privilege of supporting them through everyday life and the unforgettable moments they share with the people they love most.
I'm constantly inspired both by them and by the creativity and tenacity of my Quintessentially colleagues who care for them every day.
Biggest challenge in my work
Balance.
This business runs 24/7, and I love it enough that it rarely feels like work, and there is a luxury event happening somewhere in the world every single day I could attend.
I'm also a mother, a wife and my own person, so setting priorities and protecting time for each part of my life is a constant, worthwhile challenge.
My proudest achievement in luxury
Quintessentially is a human-centric business built on direct relationships with our members.
Our global teams are deeply passionate about their work and about each other, and I see that care reflected daily in how we serve our members and support one another internally.
Helping build, and being part of a team like this, is the achievement I value most.
My leadership style
My leadership style is the opposite of micromanagement.
I'm proud to work alongside a primarily female executive team, some of the hardest-working people I know, each excellent in her own area, and we thrive because I trust them to lead rather than manage their every move.
My role is to support the team, protect the dynamic we've built and watch excel together.
My work priority for 2027
My priority for 2027 is driving brand awareness in the U..S through key partnerships, including our role as brand ambassador for Aman Beverly Hills, our work with Art Basel and the Milken Institute, and my continued involvement as both a member and sponsor within YPO.
How I see luxury evolving in 2027
AI's influence on luxury services will keep evolving, but I expect things to equalize as it becomes simply a backend tool rather than a headline.
The market has realized that true luxury cannot be replaced by technology, and businesses like Quintessentially will only become more relevant as they rise with the UHNW community in a tech-supported world.
Lysbeth Fox
Lysbeth Fox
CEO, Fox Communications, London
"You can’t lead effectively, think creatively or make good decisions if you’re constantly running on empty"
What I most like about my job
The variety, hands down the reason I love my job.
I’ve always believed that being a great PR means being endlessly curious — part writer, researcher, strategist, connector and creative.
I love learning about, and understanding, consumer behaviour: what people want, what influences them and, increasingly, what they'll value tomorrow.
Then the fun comes in the creative process: turning that insight into a story or idea that genuinely resonates with the audience.
There’s still nothing quite like seeing a concept that began as a chat in the office come to life in print, online or across social.
Biggest challenge in my work
Running your own business is a roller-coaster. There are the highs and the lows. I think that’s why, 15 years on, I still thrive on it.
The landscape never stops changing: economically, politically, technologically and, of course, in consumer behavior, leadership styles and the media landscape.
My personal growth has come from learning that sustaining a growing business also means protecting your own health and wellbeing.
You can’t lead effectively, think creatively or make good decisions if you’re constantly running on empty.
My proudest achievement in luxury
Building Fox Communications.
We celebrate our 15th anniversary this year, and I’m incredibly proud not only that we have grown and evolved, but that we’ve done so without losing the values we started with.
Becoming a B Corp was a particularly proud moment.
What meant the most was discovering that we didn’t need to fundamentally change how we operated to achieve it — aside from updating our Articles of Association — because treating our people, our clients and the planet with respect was already embedded in the DNA of the business.
Ultimately, I think longevity in luxury comes down to reputation, relationships and relevance, and I’m proud that Fox Communications has built all three.
My leadership style
I lead by example, but I also believe good leadership evolves as a business grows.
I’ve never wanted to become a CEO who is removed from the work — I still develop ideas, secure coverage, meet editors and build relationships with talent and influencers.
Staying close to our clients, our team and the wider cultural conversation keeps me connected to what is actually happening in the industry.
At the same time, leadership is increasingly about giving talented people the confidence and autonomy to make decisions, take ownership and speak up.
I also want my team to challenge me.
My job isn’t to have every answer. It’s to create an environment in which great people can thrive in and do their best work.
My work priority for 2027
Our motto used to be “Never Standing Still,” and that philosophy still very much defines Fox Communications.
We’ve continued to grow our luxury hospitality, travel, wellness and F&B divisions while significantly expanding our social and digital capabilities.
And as we’ve evolved over the past 15 years, so has our motto: “Fluent in Luxury.” It reflects what we deliver at Fox Communications, an instinctive understanding of luxury across sectors, audiences and channels, and the ability to speak its language as it continues to evolve.
The next chapter is property.
In 2027, a major priority will be building our new property division and bringing the same combination of strategic thinking, storytelling and luxury expertise to that sector.
I see enormous opportunity as the boundaries between property, hospitality, wellness and lifestyle continue to blur.
Increasingly, people aren’t simply buying a home or a hotel stay. They’re buying into a way of life. That convergence feels like a natural space for us to grow into.
How I see luxury evolving in 2027
The shape of luxury has been shifting for some time.
We’ve seen experiential spending rise, but I think the more interesting question for 2027 is not simply what consumers will spend on next, but why.
Increasingly, the traditional boundaries of luxury are disappearing.
Fashion is moving into hospitality, wellness into private members’ clubs, and sport into the wider luxury culture.
Property, travel, food, fashion, wellness and entertainment are becoming increasingly interconnected.
For luxury brands, I think the opportunity will be to create worlds rather than products — experiences and communities that consumers genuinely want to belong to.
The brands that understand those cultural intersections, while retaining a very clear sense of their own identity, will be the ones that remain relevant and thrive.
Michelle Clemack
Michelle Clemack
President – Americas, Wolford. New York
"The opportunity is to build a brand that respects its past while creating excitement for the next generation"
What I most like about my job
What I enjoy most about my job is the opportunity to bring together creativity, people and business to build something meaningful.
I love taking a heritage luxury brand and finding new ways to make it relevant for today’s consumer while honoring what makes it unique.
I’m inspired by working with talented teams and diverse cultures around the world, learning from different perspectives and bringing those insights into our business.
The most rewarding moments are seeing ideas come to life and watching people grow as we turn a shared vision into results.
Ultimately, I love that luxury allows us to create emotional connections with consumers while building lasting value for the brand.
Biggest challenge in my work
The biggest challenge in my work is ensuring a luxury brand continues to evolve while staying true to the legacy and values that made it special.
The consumer is changing quickly, and we must constantly find new ways to inspire, connect and create relevance across different markets and cultures.
I enjoy navigating this complexity because it brings together creativity, strategy and the power of diverse perspectives.
As leaders, our role is to embrace change while protecting the craftsmanship, emotion and authenticity that define this exclusive space.
The opportunity is to build a brand that respects its past while creating excitement for the next generation.
My proudest achievement in luxury
My proudest achievement in leading a European luxury house in the Americas, while balancing global DNA with local market realities has been building teams and businesses that create lasting impact while honoring the lineage of the brands I have represented.
Throughout my career, I have had the privilege of leading through transformation, identifying new avenues for growth while remaining deeply grounded in the craftsmanship, artistry and values that define true luxury.
I am especially proud of the people and culture I have helped build by fostering collaboration, developing talent and inspiring teams to believe in what is possible.
For me, leadership is about turning vision into reality through the passion, talent and commitment of others.
There is no greater reward than seeing people grow, teams come together and a shared vision becomes something tangible and enduring.
My leadership style
My leadership style is grounded in trust, empowerment and leading by example.
I believe the strongest leaders create an environment where talented people have the confidence and autonomy to make decisions, while providing the clarity, support and direction they need to succeed.
I do not believe in micromanagement. Instead, I find setting a clear vision, establishing high standards, removing obstacles and giving people the space to take ownership and perform at their best is key.
To me leadership is about showing up with energy, accountability, resilience and a strong work ethic every day.
People are inspired by what leaders do, not simply by what they say.
My goal is to build a culture where people feel valued, challenged and trusted, where collaboration and accountability go hand in hand, and where individuals are empowered to grow, take ownership and deliver their very best work.
My work priority for 2027
My priority for 2027 is to continue strengthening the brand by elevating the omnichannel client experience, deepening consumer relationships and creating sustainable, long-term opportunities for growth.
In an evolving luxury landscape, every interaction with the brand, from discovery and engagement through purchase and beyond, must feel inspiring, consistent and meaningful.
I am focused on strengthening our connection with consumers, expanding strategic partnerships and identifying new opportunities to grow the business while continuing to build relevance with both existing and new audiences.
At the same time, it is essential that we remain true to the DNA, craftsmanship and values that define the brand and create its enduring desirability.
Equally important is investing in our people and building a culture where teams feel trusted and empowered to innovate, collaborate and take ownership.
Ultimately, my goal is to create the conditions for both the brand and our people to thrive, delivering sustainable growth while strengthening the brand’s position for the future.
How I see luxury evolving in 2027
I believe luxury in 2027 will be defined by brands that can remain deeply rooted in their heritage while continuously earning relevance with a new generation of consumers.
The next chapter of luxury will require us to look beyond transactions and create meaningful relationships through personalized experiences, elevated omnichannel journeys and authentic connections across cultures.
I believe the strongest brands will be those that combine craftsmanship and creativity with data, technology and a deeper understanding of how consumers live today.
As leaders, our responsibility is to protect the emotional value and desirability of luxury while embracing new ways to engage our clients and grow our businesses.
Ultimately, the future will belong to brands that respect their legacy, inspire their communities and continue to evolve with purpose.
Michelle Reyes
Michelle Reyes
Vice president of sales operations, Two Roads Development, Miami, Florida
"The best decisions are often about knowing when to be flexible and when to stay the course"
What I most like about my job
I enjoy the combination of strategy, problem-solving and people.
No two projects are ever exactly alike, and I like being part of the process from the early vision and positioning through to seeing a project come to life.
What I find most rewarding is helping bring different perspectives together, buyers, developers and sales teams, to make thoughtful decisions that ultimately shape the success of a project.
Biggest challenge in my work
One of the biggest challenges is balancing the immediate realities of the market with the long-term vision for a project.
In luxury real estate, you have to be willing to adapt as conditions change, but you also need the discipline to stay focused on the bigger picture.
The best decisions are often about knowing when to be flexible and when to stay the course.
My proudest achievement in luxury
Over the past 20 years, I've had the opportunity to grow from residential real estate sales into leading the sales and commercialization strategy for some exceptional luxury developments.
I've been fortunate to work alongside globally recognized brands including Four Seasons, Edition, Pendry and The Standard, and each experience has shaped my perspective on what makes a project truly successful.
I'm proud of the developments I've helped bring to market, but even more so of the relationships I've built along the way and the trust I've earned from clients, partners and ownership groups.
My leadership style
I would describe my leadership style as collaborative, approachable and adaptable.
I believe people do their best work when they feel trusted and empowered to contribute.
My role as a leader is to provide clarity, listen and create an environment where the team feels supported while still being accountable for the outcome.
I also believe some of the best ideas come from simply being willing to hear a different perspective.
My work priority for 2027
My priority is to continue expanding Two Roads' presence in premier luxury markets while delivering exceptional results across our portfolio. That means making thoughtful decisions around pricing, inventory and market positioning, strengthening our partnerships and ensuring each project reflects the quality and vision of the brand behind it.
As we continue to grow, maintaining a consistent approach while adapting to the unique dynamics of each market will remain a key focus.
How I see luxury evolving in 2027
Luxury is becoming less about excess and more about relevance.
Today's buyers are looking for homes and experiences that genuinely enhance the way they live, whether that's through wellness, hospitality, flexibility, technology or a stronger sense of community.
I think the most successful luxury developments will be those that feel personal and purposeful rather than simply impressive.
Ultimately, it's about creating something people want to be part of, not just something they want to own.
Mollie Hanna Lang
Mollie Hanna Lang
Director – enterprise luxury marketing and agent market place, Howard Hanna Real Estate Services, Pittsburgh, Pennsylvania
"Real change only sticks when the people closest to the work have a voice in shaping it"
What I most like about my job
What excites me most is staying ahead of where luxury real estate is headed and translating that vision into something tangible for our agents across our 18-state footprint.
Luxury isn't static — client expectations, market dynamics and what experience means are constantly shifting, and I love being the one who reads those signals early and turns them into strategy our agents can actually use.
Just as meaningful is the work of connecting our markets to each other: helping agents expand their referral networks, sharpen their skills and grow their businesses by tapping into the strength of the broader Howard Hanna community — all while honoring the fact that luxury in Pittsburgh looks different from luxury in the Carolinas or Western New York.
Building that kind of cohesion without flattening what makes each region distinct is some of the most rewarding work I do.
Biggest challenge in my work
My biggest challenge is inspiring agents who are already at the top of their game. It's one thing to develop someone who's early in their career and hungry for direction. It's another to give an established, highly successful agent a reason to stretch beyond a formula that's already working for them.
I'm constantly thinking about how to design programs and development opportunities that push our best producers outside their comfort zones — not to disrupt what's working, but to amplify it — so they keep evolving instead of plateauing.
My proudest achievement in luxury
Since stepping into this role, what I'm proudest of isn't a single campaign or number — it's watching our firm, from agents to leadership, come together around a shared strategic vision for growing our brand in an increasingly challenging real estate environment.
Getting an entire organization to see luxury growth as something we build collectively, rather than market by market, has been the real achievement, and it's the foundation everything else we do is built on.
My leadership style
I lead boldly and I'm willing to try almost anything — but never in a vacuum.
Real change only sticks when the people closest to the work have a voice in shaping it, so I make it a priority to listen to every stakeholder before we move.
Change in this industry is inevitable. What determines whether it succeeds is how thoughtfully you bring people along with it.
That balance — boldness paired with genuine listening — is what I try to bring to every initiative.
My work priority for 2027
2027 marks Howard Hanna's 70th anniversary, and I want it to be a year defined by experimentation on behalf of our luxury agents.
That means launching new, experiential initiatives — from a new lifestyle magazine to master classes and summits designed specifically for our most esteemed, legacy agents — that go beyond traditional marketing support and give them something more immersive.
I want this to be a year where we try new things, honestly assess what's working, and aren't afraid to pivot when something could be better.
In many ways, I want our luxury sector to be as entrepreneurial in 2027 as it was in 1957, when my grandparents founded Howard Hanna. That same willingness to bet on something new is what built this company, and it's what will carry our luxury business forward now.
How I see luxury evolving
In today's real estate market, the brokers who grow their mindset are the ones who grow their business.
Luxury itself has become so widely available that the product alone no longer differentiates anyone.
What will separate the winners going forward is the experience surrounding that product.
The brokers and agents who understand that luxury is now about how a client feels throughout the process, not just what they're buying, are the ones who will define the next era of this industry.
Monica Elias
Monica Elias
CEO and executive producer, Elias World Media, New York
"I believe how you frame a conversation determines the impression it leaves"
What I most like about my job
What I value most about my work is the ability to bring together storytelling, people and purpose.
Through video production and broadcast media, I can shape narratives that not only elevate brands but also illuminate the positive contributions the luxury industry can make to communities around the world.
To me, luxury is about far more than exceptional products or experiences - it carries influence. And when that influence is used with intention, it can amplify important causes, create opportunity and drive tangible change.
Biggest challenge in my work
The biggest challenge is breaking through an increasingly fragmented and crowded media landscape without compromising the integrity of the story.
Audiences and broadcasters are more discerning than ever, so simply having a strong brand or beautiful product isn’t enough.
I see it as my responsibility to find the relevance – the human insight, cultural connection or purpose – that makes a story genuinely worth telling.
Balancing brand objectives with editorial credibility is challenging, but it’s also where I believe the most powerful work happens.
My proudest achievement in luxury
My proudest achievement has been building a career that allows me to work alongside luxury organizations and nonprofits committed to using their platforms for meaningful change.
What I admire most is that their commitment extends well beyond financial support – they engage directly, invest their time and resources, and build lasting relationships with the communities they serve.
I’ve had the privilege of being on the ground with them, both locally and globally, capturing those stories firsthand and shaping them into films, video and broadcast content that reaches millions.
I’m proud to have built a platform that gives this work greater visibility, elevates the people behind it and extends its reach to audiences around the world.
My leadership style
My leadership style is firm but fair, grounded in honesty, transparency and constructive feedback.
I believe how you frame a conversation determines the impression it leaves. People can walk away feeling motivated or defeated, and great leadership should inspire engagement, not diminish it.
I lead with what’s working before addressing where there’s room to grow, then establish clear goals, accountability and regular check-ins to build on that momentum.
Most importantly, I hold myself to the same standards I expect from my team.
My work priority for 2027
My priority for 2027 is to stay ahead of where media is going.
The landscape is moving at extraordinary speed, and I want to ensure we’re not simply responding, but anticipating what’s next and helping our clients capitalize on it.
I’m focused on integrating emerging technologies, new platforms and smarter distribution strategies with the credibility and reach of broadcast media.
The tools will continue to change, but the need to connect with people won’t.
Our responsibility is to embrace what’s next without losing the human connection and strong storytelling that make people pay attention in the first place.
At the same time, I want to be increasingly intentional about bringing my professional work and personal commitments together.
I’m equally devoted to the causes and organizations I care about, investing my time, expertise and resources in philanthropic partnerships that give back to the industries and communities I serve.
How I see luxury evolving in 2027
Authenticity will become an even greater currency in luxury.
Consumers are increasingly discerning. They recognize the difference between genuine brand expression and following a trend for optics.
In an environment saturated with noise, playing it safe can actually be the greater risk.
The brands that lead will be those willing to take creative chances, embracing original, artful ideas that command attention while remaining unmistakably true to their DNA.
Ultimately, relevance may capture attention, but authenticity is what earns trust and builds lasting brand value.
Morin Oluwole
Morin Oluwole
Cofounder/CEO, Le Vitruve, Paris and Dubai
"My priority is to help luxury businesses move from digital transformation to intelligent transformation"
What I most like about my job
What I love most is operating at the intersection of business, culture, technology and human behaviour, and helping leaders anticipate what is coming next.
I thrive on connecting seemingly disparate signals, from shifts in consumer behavior and culture to technological and geopolitical change, and translating them into clear strategic choices.
It’s rewarding for me to see my ideas move from insight to action and, ultimately, create meaningful impact for businesses, brands and the people they serve.
Biggest challenge in my work
The biggest challenge in my work is also what makes it most exciting: the unprecedented pace and complexity of transformation.
Technology, AI, shifting consumer expectations, geopolitics, new centers of wealth and changing cultural dynamics are reshaping luxury simultaneously.
The challenge for leaders is to navigate this complexity without chasing every new trend. To make bold, sometimes difficult choices while protecting the cultural relevance, craftsmanship, distinctiveness and desirability that give a luxury brand its enduring value.
My proudest achievement in luxury
My proudest achievement is having pioneered the first dedicated luxury division within a major digital platform and building it from the ground up into a $2 billion business.
My team and I played an influential role in helping leading luxury brands embrace digital as a strategic growth engine, shaping the relationship between luxury and technology at a pivotal moment for the industry.
My leadership style
Curious, direct, discerning and unafraid to challenge conventional thinking.
I believe leadership is about asking better questions, broadening perspectives and creating the conditions for people to do their best work.
I lead with conviction and intellectual openness, balancing clear direction with a genuine willingness to listen, learn and evolve.
My work priority for 2027
My priority is to help luxury businesses move from digital transformation to intelligent transformation. This means using AI, consumer intelligence and technology to build stronger, more adaptive businesses without compromising creativity, desirability or the human dimension of luxury.
I also want to deepen my contribution at board level, bringing my experience at the intersection of luxury, technology, culture and new centers of wealth to companies navigating their next phase of growth.
How I see luxury evolving in 2027
Luxury in 2027 will become more selective, more experiential and more deeply connected to culture.
As AI transforms discovery, clienteling and personalization, the paradox will be that the more technology advances, the more valuable distinctly human qualities will become.
Creativity, taste, intuition, trust and emotional connection will be most important to consumers.
We will also see a continued redefinition of who the luxury consumer is, as wealth and influence diversify across geographies and generations.
The brands that thrive will not be those that simply adopt the most technology, but those that use it intelligently to understand people, anticipate their needs and create relevance, while fiercely protecting the cultural codes, craftsmanship and sense of desirability that make them worth choosing.
Nancy Gale
Nancy Gale
CEO/designer, Jamah I Ambition Los Angeles
"I lead with a philosophy I call Power-Not-Pity, seeing potential, setting high expectations, and giving others the support and opportunity to rise to those expectations"
What I most like about my job
I love turning an idea into something tangible, especially when it carries someone’s story.
With Jamah, that might mean translating a client’s personality or the details of a beloved automobile into a bespoke handbag, or adding a personal inscription to create a modern heirloom.
My work brings together design, business, cars and human connection while supporting opportunities for youth through my nonprofit, Ambition, where mentorship helps students recognize what they are capable of and intentionally design the futures they can now envision.
Biggest challenge in my work
My biggest challenge is growing Jamah in ways that deepen, rather than dilute, what makes it special.
Bespoke luxury is personal. It requires time, extraordinary craftsmanship and a genuine relationship with the person receiving the piece.
As Jamah expands, I’m intentional about finding partners who share those values and want to bring something deeply personal and beautifully crafted to their clients.
Whether we’re creating for an individual client or collaborating with another luxury brand, I want that same level of personal attention to remain at the heart of the experience.
My proudest achievement in luxury
My proudest achievement is building Jamah from an idea into an American ultra-luxury handbag brand with a distinct identity and purpose, and sustaining it for nearly 27 years.
Every Jamah piece is Made in the USA, with bespoke craftsmanship and personal connection at the heart of the experience, whether I’m designing for an individual client or collaborating with a luxury brand that shares our appreciation for craft and individuality.
The Jamah Motorcar Collection brings my love of design and automobiles together through one-of-a-kind pieces inspired by extraordinary vehicles and the people who love them.
What makes it all even more meaningful is Ambition, the nonprofit I founded nearly 17 years ago to empower disadvantaged youth through mentorship, entrepreneurial skills and access to people and possibilities they might not otherwise encounter.
I love knowing that our clients and the companies that collaborate with us become part of something larger, bringing beautiful design, meaningful relationships, business and purpose together in a way I’m incredibly proud of.
My leadership style
I lead with a philosophy I call Power-Not-Pity, seeing potential, setting high expectations, and giving others the support and opportunity to rise to those expectations.
Whether I’m leading Jamah, mentoring young people through Ambition, or collaborating with clients and partners, I value initiative, honesty, curiosity and a willingness to come to the table ready to find solutions.
I’m a hands-on leader who isn’t afraid to question an established approach, and I want those around me to know their ideas matter.
Ultimately, my goal is to help others recognize their own power, take ownership of their ideas and have the confidence to bring them to life.
My work priority for 2027
My priority for 2027 is expanding the Jamah Motorcar Collection and collaborating with luxury automobile brands, collectors and automotive partners who value bespoke design and American craftsmanship.
The collection invites clients and collaborators to translate the character of an extraordinary vehicle, from its leather, color, detailing and heritage to the owner’s personal connection to it, into a one-of-a-kind Jamah piece.
I see tremendous opportunity to create bespoke experiences for luxury automotive clients, from individual commissions and collector gifts to collaborations with luxury brands for VIPs and their most valued customers.
At the same time, I’m building the relationships needed to expand Ambition and bring its entrepreneurial mentorship to more youth.
Through our Cause & Commerce model, Jamah's growth and collaborations can deliver beautiful pieces and experiences for clients while creating greater access and opportunity for the next generation.
How I see luxury evolving in 2027
I believe luxury will continue to become more personal.
Clients will seek pieces and experiences that reflect who they are, with a clear understanding of the people, craftsmanship and purpose behind them.
As technology accelerates the pace of everyday life, I see growing value in the time, human skill and relationships behind exceptional craftsmanship.
I also believe thoughtful luxury brands will find new ways to offer that level of personalization through bespoke collaborations, meaningful gifts and experiences created specifically for their clients.
For Jamah, that means deepening the bespoke experience and working with clients and like-minded luxury partners to create fewer, more meaningful things that are made to be used, loved and treasured for generations.
Nora Kleinewillinghoefer
Nora Kleinewillinghoefer
Partner and global lead – fashion and luxury, Kearney, Vancouver, British Columbia, Canada
"Everyone wants the efficiency and personalization AI promises, but the real skill is protecting the human warmth, craftsmanship and emotional connection that no algorithm can replicate"
What I most like about my job
Honestly, it's the people.
I love the moment when I can support a leader or a team in developing a new skill, a new idea or some momentum in a hard moment, and then watch them grow and succeed.
I have the privilege of helping brands and leaders work on the issues most critical to their growth and future, which keeps me constantly in front of industry trends and helping shape the future of fashion.
Biggest challenge in my work
Right now, it's helping brands move fast on AI without losing what actually makes luxury luxury.
Everyone wants the efficiency and personalization AI promises, but the real skill is protecting the human warmth, craftsmanship and emotional connection that no algorithm can replicate. That balance is harder than it looks.
My proudest achievement in luxury
I'm especially proud of helping an apparel brand completely reimagine how it brings products to market, moving from a traditional, gut-feel process to a digitally native one that lets teams sense and respond to what consumers actually want, faster and with more confidence.
Watching a legacy process transform into something built for how tastes shift today, and seeing the team own that new way of working, was incredibly rewarding.
My leadership style
I lead the way I'd want to be led: honestly, with high expectations and with real care for the people I work with.
I believe in building meaningful relationships grounded in mutual trust and a genuine desire to see each other succeed.
My work priority for 2027
Helping luxury brands become AI-native without becoming generic, using technology to deepen how they know and serve their clients, while protecting the intimacy, craft and storytelling that made people fall in love with these brands in the first place.
How I see luxury evolving in 2027
I think the industry is settling into something healthier than the growth-at-all-costs years, call it a normalization, not a slowdown.
Clients are getting more selective, saving up for the pieces that matter most rather than buying everything, and brands that respond with real creativity and honest value will earn their loyalty back.
The ones still leaning on price increases alone will keep losing ground to more thoughtful, aspirational entrants who understand what today's consumer actually wants.
Paris Forino
Rachael Palumbo
Rachael Palumbo
Senior vice president – global hotel brand marketing, Nobu Hospitality, New York
"The challenge is finding the right balance between protecting the core identity and values that make the brand distinctive while giving our local teams the flexibility to create marketing that feels authentic and relevant to their audiences"
What I most like about my job
What I enjoy the most about my role is the opportunity to navigate the day-to-day challenges that come with being part of a fast-growing global company.
Each day is different, and the level of creativity involved continually pushes me to think outside the box and find new and innovative ways to connect with our guests and strengthen the brand.
Equally rewarding is the opportunity to mentor and support new members of our sales and marketing teams across our hotels and residences.
As we continue to grow, I believe it’s important to share best practices, provide guidance and help our teams understand not only how we position the brand, but what makes it distinctive.
Seeing new team members develop and bring their own vision forward is one of the most fulfilling aspects of what I do.
Biggest challenge in my work
One of the biggest challenges in my role is maintaining brand consistency as we continue to grow globally.
With hotels and teams across different countries and cultures, there can naturally be different interpretations of the brand and how it should be expressed within each market.
The challenge is finding the right balance between protecting the core identity and values that make the brand distinctive while giving our local teams the flexibility to create marketing that feels authentic and relevant to their audiences.
For me, it’s less about enforcing uniformity and more about creating a shared understanding of the brand and providing clear direction with our teams so that wherever someone encounters us in the world, the experience feels like Nobu.
My proudest achievement in luxury
My proudest achievement has been being part of the journey that has taken Nobu Hospitality from where it began to where it is today.
I’ve had the opportunity to help shape the evolution of Nobu from an iconic restaurant brand into a global luxury hospitality and lifestyle brand, while protecting the unique spirit that has always made Nobu so distinctive in the luxury space.
Watching the brand grow into hotels and residences around the world and seeing how the experience continues to resonate across different markets, has been extremely rewarding.
One of my proudest moments is meeting with travel advisors at luxury travel conferences and hearing how familiar they are with Nobu Hotels and well they speak about the brand.
It’s particularly meaningful when I think back to just 10 years ago, when many of those same people knew Nobu for its restaurants but knew very little about Nobu Hotels.
Seeing that evolution, recognition and excitement for the hotel brand is something that makes me smile.
My leadership style
My leadership style is very hands-on, and I believe strongly in leading by example.
I like to be involved, work alongside my team and create an environment where people feel supported, heard and encouraged to bring their own ideas and solutions to the table.
My work priority for 2027
One of my key priorities for 2027 is continuing to evolve our brand recognition program, creating more meaningful ways to recognize and engage our most loyal guests, particularly in a world of advancing technology.
I’m also excited to further develop the Nobu branded residences experience, ensuring that our owners have a strong connection to the brand and experience the same level of service, personalization and a sense of belonging that defines Nobu Hospitality.
How I see luxury evolving in 2027
I see luxury in 2027 becoming increasingly personal and human.
As technology continues to play a greater role in our lives, genuine interactions and special moments will become even more important.
In hospitality, real luxury is about creating an emotional connection and getting to know our guests, understanding what luxury means to them and delivering thoughtful experiences that stay with them long after their visit.
Rania V. Sedhom
Rania V. Sedhom
Managing member, Sedhom Law Group, New York
"Size does not dictate success – finesse does"
What I most like about my job
I love helping people while keeping my finger on the pulse of the world and the luxury industry.
I especially love providing assistance that allows companies and leaders to grow in a way that suits their personality.
We tailor our advice to the way our client likes working while ensuring they are compliant with the law.
We work differently. We take a consultative approach to the practice of law. We want our clients to understand the legal and business strategies we are undertaking, and we want them to play a collaborative role in its achievement.
Of course, we do heavy lifting, but we work to serve their goals.
You cannot register the trademark “A Bespoke Law Firm” without customization and a luxury experience.
Biggest challenge in my work
My biggest challenge stems from part of my personality – having affective empathy.
I deeply care about my clients and when they are upset, I am upset alongside them.
Although we are working through challenges and achieve our goals together, it is difficult to see clients in pain, remorse, etc.
My proudest achievement in luxury
It is hard to get into the particulars as an attorney but I will answer it this way.
My proudest achievement is helping smaller luxury brands win against larger companies – suppliers, 3PLs, etc.
I take pride in allowing those luxury brands to live through the struggle of David-and-Goliath and come out on top.
My firm comprises a small but mighty team. It is natural for us to have less resources than larger firms.
However, size does not dictate success – finesse does. Proving to them that David continues to win brings a smile to my face and heart.
I often say, “Knowledge is power, finesse propels you forward, and deal making grows empires.”
My leadership style
Transformational and delegative.
Passion and confidence fuels action, caring, and growth.
I believe you have to ignite excitement, have a shared larger than life goal and provide the team with the ability to do the work.
Allow each person to create their own legacy through excellent output and reward them for doing so. Highlight their achievements in the firm and to clients. Build confidence and provoke passion.
My work priority for 2027
2027 will be a focus on transformative service to clients.
When I launched the firm in 2013, I transformed the attorney-client billing relationship by offering flat fees and monthly retainers in order to allow companies to obtain stellar counsel without cost uncertainties.
In 2027, we will once again transform the attorney-client relationship. This time our focus will be emotional – the feeling you have now when you have a luxury experience. Be it travel, shopping, event or other impactful time, we want you to have the same feeling with us.
Our proposals include the sentence “we love our clients and want them to feel loved” and, in 2027, we will be focused on that exponentially.
How I see luxury evolving in 2027
I think luxury is going to be more personal and based on truth and trust.
Consumers have unending choices and they will more closely scrutinize brand identity, advertising and assertions about their products and supply chain.
Who is the brand talking to and why should the consumer listen? What is the brand doing to make them feel understood and special Does the brand align with my morality and ethics? To the extent the brand utilizes AI, is it replacing jobs and how do I feel about that? As prices rise, is quality maintained?
Raquel Cadourcy
Raquel Cadourcy
Founder, ai.moms, New York
"The next chapter is experiential community: not events people attend, but rooms people belong to"
What I most like about my job
What I love is the transformation.
For over 20 years, I have had the privilege of architecting commercial and operational transformation across industries, stepping into organizations at pivotal moments and moving them forward.
Today I do that same work accelerated by AI, building with it and advising on it, an intentional pivot I made to be part of the conversation shaping what comes next in the AI space.
That pivot also led my transformational work to mothers, one of the fastest-adopting groups of this technology and still one of the least guided in how to use it.
Bringing mothers together in a room, building community around AI education, and seeing what a woman's reclaimed time transforms into, is the greatest joy of this work.
Biggest challenge in my work
The pace.
AI changes faster than any curriculum can be written, so we teach the entry point and extend the learning through our community.
Staying genuinely current, while keeping it simple enough for a mom with nearly no time to spare, is the hardest part of this work.
My proudest achievement in luxury
My proudest achievement is this current chapter, and it rests entirely on the one before it.
As chief marketing officer across luxury and lifestyle brands, I learned that connection and community are built locally, in person.
That lesson is driving everything we build now.
I am proud to have stepped into my mompreneur era, and even more proud of the ai.moms team and community built along the way.
I am committed to bringing our ambitious global community vision to life.
My leadership style
My approach is rooted in servant leadership, collaboration and decisive action, held together by a calm and steady presence.
That combination is what empowers people and positions organizations to thrive, and it has been the foundation of my leadership for over two decades.
My work priority for 2027
Building the infrastructure to scale the ai.moms community through the membership and a national network of ambassadors extending the work globally.
Alongside that, deeper enterprise work leading AI-accelerated transformation inside organizations, and partnerships with the luxury and lifestyle brands already competing for the modern mother's attention. She is among the most influential consumers in the market and the most underserved in AI education.
The goal for 2027 is reach: building the audience and closing the AI learning gap for women.
How I see luxury evolving in 2027
Everyone agrees experiential is the future. It always has been in luxury, but the next chapter is experiential community: not events people attend, but rooms people belong to.
Almost no one is connecting experiential community to AI yet. It takes fluency in both, which is rare, and the brands that build community with that fluency will define the next decade.
Robin Dolch
Robin Dolch
Founder/CEO, Hundred Stories PR, New York
What I most like about my job
Mentorship is hands down the biggest thing for me. Helping the young people on my team grow, build confidence, find their own voice in this industry — that’s one of the most rewarding parts of running Hundred Stories.
I also love coming up with solutions, solving problems and otherwise being “the fixer.”
Creating a neighborhood that didn’t exist five minutes ago and that everyone is talking about, delivering a partnership or campaign that changes the whole game for a client, putting a company on the map, pouring gasoline on the media fire at just the right times, helping a founder get the exit they dreamed of – all of that is what gets me up in the morning.
Pitching the perfect story and having it turn out the way we planned is also still pretty exciting, even after all of these years.
Biggest challenge in my work
The media landscape has changed as much as the consumer one has.
Fewer publications, smaller editorial teams, often no one left to fact-check — getting a reporter’s attention has become its own challenge.
So success today takes more than a good story. It takes real relationships, a great team, and knowing how journalists actually think and being obsessed with understanding what they want and how they want it delivered.
My early years editing a lifestyle magazine gave me invaluable perspective. I think like the folks on the other side of the pitch because I was that person, and that’s shaped everything since.
In fact, some of our freeslancers from then are the reporters we pitch now, so that feels very full circle and fun – glad we paid them all on time!
One lesson I always like to remind the people coming up in the biz is that, “If it can go wrong, it will go wrong.”
What that means for us is that doing everything right – pitching the story, getting the publication to agree to the story, etc – still is not enough.
While some account executive somewhere is congratulating themselves on getting that hard-earned "Yes,” I’m the Negative Nelly in the background saying “Now, the hard work begins!”
Because, as I will tell anyone who will listen, you need to consider everything that can go wrong from that point on and then spend the minutes, hours, days or weeks that you have trouble shooting for all of those imaginary scenarios. This part is harder to teach, but I still drive the point home ad infinitim.
If someone can do all of that, and enjoy it, they’ve found the career for them. The reporters will appreciate you, the clients will love you, and few will be able to hold a candle to you.
Bottom line: The platforms keep shifting, and how you tell the story has to shift with them. But finding the right story and putting it in front of the right people, the right way — that’s still the whole game. And micro-manage your story as if you have OCD from cradle to grave.
My proudest achievement in luxury
So many, of course.
In recent years, it would be co-producing Elevate with Zonda It started as an idea on a whiteboard — now it’s heading into its fourth year and it’s the room everyone in real estate, hospitality, wellness and capital markets wants to be in.
Before that, I spent five years building City of Tomorrow with the 92nd Street Y. We took it from 900 people in a room to a hybrid summit with 50,000 virtual attendees, and grew sponsorship revenue in kind. That taught me what’s possible when you commit to something and don’t let go.
Industry titans who trust us enough to put their buildings and executives into these conversations — that’s what keeps me excited year after year.
My leadership style
Hands-on, with high standards — teaching along the way – that’s just how I run things.
We’re a boutique agency by design, and every deliverable has my touch on it. I want my team to feel that same ownership.
I’d rather go deep with a handful of clients than spread ourselves thin chasing volume.
With staff, I also make sure to point out the lessons along the way so that the junior people can learn, not just “execute” a to-do list. No one really did that for me coming up in PR. I came up in the hard knocks era where you just did what your manager told you to do, no questions asked.
I’m the opposite as a leader - I explain why we are doing what we are doing all the time.
My work priority for 2027
Taking Elevate global as it enters its fourth year — expanding beyond the U.S. to bring in new voices, new partners and more of the right people in the room internationally.
On the agency side, going even deeper into longevity and wellness — it’s one of the fastest-growing segments in the economy right now, with the sector valued at nearly $900 billion and projected to double by 2030, and wellness-focused properties already commanding up to a 25 percent price premium over comparable inventory.
How I see luxury evolving in 2027
Luxury in 2027 isn’t about the address anymore — it’s about how a space makes you feel.
The craftsmanship, the thinking behind the design, the wellness amenities, the details you notice without being told to notice them — the circadian lighting, the air quality, the acoustics, the scent — layered in with the same rigor as the architecture itself, that’s what actually is resonating now.
Ruthie Assouline
Ruthie Assouline
Founder, The Assouline Team, Douglas Elliman Real Estate, Miami and New York
"Hiring talented, skilled people and delegating. If I need to micromanage, they aren't the right fit"
What I most like about my job
Meeting fascinating people from around the world and across a wide range of industries.
Many of our clients are incredibly successful in their respective fields, and I enjoy seeing how they approach and navigate significant transactions.
Every client and every deal is different, and I can honestly say we learn something new from each experience.
Biggest challenge in my work
This is an "eat-what-you-kill" business, which requires you to always be on your A-game and laser-focused.
Everything moves quickly and discreetly. If you aren't 100 percent on top of it, you can lose and, at these levels, that is a significant loss.
My proudest achievement in luxury
Building a reputation and name that has become synonymous with luxury at the highest end of the market through consistent record-breaking transactions and earning the trust of our clients.
My leadership style
Hiring talented, skilled people and delegating.
If I need to micromanage, they aren't the right fit.
I like to lead with confidence, trust and build loyalty within our team.
My work priority for 2027
After a record-breaking 2026, our priority is to continue our upward trajectory by deepening our expertise in ultra-luxury asset management and expanding our footprint in key wealth migration hubs.
How I see luxury evolving in 2027
Luxury will continue to become more off-market, more discreet and more competitive.
It will be more important than ever who you align yourself with, because the right relationships and trusted guidance will make all the difference.
Sari Libbin Shapiro
Sari Libbin Shapiro
Sales associate and member, The J&S Group, Douglas Elliman Real Estate, Miami, Florida
"Luxury will continue shifting from quantity to quality"
What I most like about my job
What I love most is the people.
I love meeting new clients and helping them secure their dream home or make a great investment.
I also enjoy helping people sell the place they've called home for many years and guiding them into their next chapter.
Many of my clients become clients for life, and I love building relationships that grow stronger over the years.
I’m also grateful to co-found a real estate team with my cousin and run our family business together.
Biggest challenge in my work
Much of my business is in luxury preconstruction, where buyers are purchasing a vision rather than a finished home.
One of the biggest challenges is helping clients visualize what a property will ultimately look and feel like from floor plans and renderings alone.
From structural nuances and finish specs to developer track records and timeline realities, I’m able to bridge the gap between blueprint and reality.
Building that confidence and trust requires painting a clear picture of the finished product so they feel comfortable making such a significant investment before it exists. When it all comes together, it's incredibly rewarding.
My proudest achievement in luxury
Continually growing, learning and evolving while remaining at the top of my profession.
The luxury real estate market is constantly changing, and success one year never guarantees success the next.
Staying consistent over the past decade has required adaptability, dedication and an unwavering commitment to delivering the highest level of service, no matter how the market evolves.
My leadership style
I lead by being hands-on, approachable and supportive.
I enjoy coaching our team, serving as a sounding board and encouraging everyone to reach their full potential.
I believe in leading by example and I am always willing to roll up my sleeves and work alongside the team.
I trust people to take ownership and give them the space to succeed independently when they don't need my guidance.
My work priority for 2027
Further integrating social media and AI into my business to elevate both marketing and day-to-day operations. I can work more efficiently, stay organized and deliver an even better client experience.
While adopting these tools comes with a learning curve, continuing to evolve is essential to staying ahead in an ever-changing industry.
How I see luxury evolving in 2027
Luxury will continue shifting from quantity to quality.
Square footage alone is no longer what defines a luxury home.
Today's luxury buyers are highly discerning and willing to pay a premium for exceptional craftsmanship, quality materials, and top-tier finishes and wellness features. They recognize shortcuts in construction and are less willing to compromise, which, I believe, will continue raising the standard for new development.
Shanna Gatanis
Shanna Gatanis
CEO and design principal, Shanna Gatanis Design Studio, Winter Park, Florida and New York
"I lead like a leader, not a boss"
What I most like about my job
I don’t begin with a design style, I begin with a person.
After 26 years in design, I remain endlessly fascinated by people: their stories, family traditions, travels, collections, art, fashion and the small things that bring them joy.
I listen closely and study not only how my clients live, but how they want to feel in their homes. From there, I identify architectural opportunities and create a design language that could belong only to them and their family.
No two homes should ever look alike, because no two lives do.
The most rewarding moment is when clients walk into the finished space and don’t simply see a beautiful home – they recognize themselves in it.
Creating that deeper connection between people, place and identity is what continues to make my work so exciting and intriguing.
Biggest challenge in my work
My biggest challenge is continuing to scale a deeply personal creative business while keeping it agile, exacting and human.
I founded my company at the age of 25, self-funded, never borrowing a penny and, through hard work and constant humility, have grown it into a two-state practice across New York and Florida, with a large team divided equally between design talent and administration.
That balance is intentional: exceptional design requires equally exceptional infrastructure.
As we expand, both sides must operate as one while adapting to new technology, emerging generations of designers, younger clients with different expectations and economic shifts affecting costs and construction.
My unconventional background shapes how I navigate those challenges.
Working as a roadie for John Mellencamp taught me to remain calm, collaborate under pressure and find solutions in real time.
As a college professor, I learned that expertise creates the greatest value when it is shared.
My education in interior design and architectural detailing, with a minor in construction, allows me to evaluate decisions creatively, technically and financially.
We navigate change through strong systems, rapid collaborative problem-solving and continuous education.
Our administrative team protects budgets, schedules and accountability, our designers protect the vision and details, and I connect those disciplines while helping clients understand how each choice affects their investment and long-term return.
Scaling has taught me that growth should never make a company less personal.
When led thoughtfully, it can make creativity more powerful, knowledge more accessible, and every person involved more confident and inspired.
My proudest achievement in luxury
As I enter my 27th year in design, my proudest achievement is not one defining moment. It is the journey as a whole and the company, people and purpose it has created.
Raised by a single mother, I paid my way through design school and purchased my first home at 21. At 25, I founded my firm.
I could say I never dreamed it would become what it is today, but the truth is that I never saw a ceiling on what it could become.
Every milestone has mattered: hiring my first employee, earning the trust of extraordinary clients, expanding into New York City independently, designing the 212 Fifth Avenue triplex penthouse later purchased by Jeff Bezos, and growing into a two-state team managing multimillion-dollar portfolios.
Most recently, transforming a 1950s Florida building into an immersive design, furniture and music experience brought my early career in music beautifully full circle.
What makes me proudest is that growth has never defined our aesthetic. We have a point of view, not a signature look, using architecture, art, craftsmanship and bespoke design to reveal the client, not advertise the designer.
Our growth also has purpose.
Every project helps us support schools for women in Tanzania and design education in Cambodia, allowing our success to create opportunities beyond our firm.
To me, true luxury is the freedom to create something singular and the responsibility to use that success to elevate others.
Reflecting on how far we have come while still seeing no ceiling ahead is my proudest achievement.
My leadership style
I lead like a leader, not a boss.
To me, the distinction is simple: a boss relies on authority, a leader earns trust and creates the conditions for people to excel.
My style is hands on and decisive about our vision, standards and accountability, but collaborative about how we achieve them.
I share the context behind decisions, invite different perspectives and allow the strongest idea to win regardless of title.
Our team is equally balanced between administrative and design talent, and I value both sides equally: one imagines the promise, and the other makes it possible to deliver.
Empowerment does not mean an absence of direction. P
eople deserve clarity, honest feedback, access to their leader and the freedom to take ownership of outcomes.
I work to recognize potential, challenge people beyond what they may see in themselves and stand beside them when the work becomes difficult.
The accountability I expect from others always begins with me.
Most importantly, I genuinely love people.
I want my team to feel stable, seen, challenged, valued and excited by what we are building together. I believe excellence and joy can and should coexist.
I measure my leadership not by how many decisions depend on me, but by how confidently my team can make decisions, support one another, and carry our shared vision forward. That is what it means to lead rather than simply be the boss.
My work priority for 2027
My primary work priority for 2027 is the thoughtful expansion of our hospitality practice while protecting the creativity and personal connection that define our studio.
After 27 years of creating highly individualized homes, the natural evolution of our work is to bring the intimacy of residential design to the scale and storytelling of hospitality.
I am particularly interested in luxury hotels, private clubs, restaurants and wellness destinations where architecture, art, craftsmanship, service and atmosphere come together to create a complete experience.
I want to design places people do not simply visit, but remember.
Expanding our custom design capabilities will be central to that growth.
We plan to deepen our collaborations with artists and makers around the world to create original furniture, rugs, lighting and architectural details specifically for each property. These elements give a destination its identity and ensure the experience cannot be replicated elsewhere.
Hospitality design must also perform beautifully. It should enhance the guest experience, support operations, withstand continued use and create lasting commercial value.
Our goal is, therefore, to partner with owners, developers and operators who value originality as much as strategic thinking and long-term performance.
I do not want to pursue growth simply for the sake of becoming larger.
Success in 2027 will mean securing the right hospitality projects, those that challenge our creativity, strengthen our team and allow us to create meaningful experiences at a broader scale without ever losing the personal qualities that make our work distinctive.
How I see luxury evolving in 2027
Luxury has become one of the most overused words in design and, consequently, one of the most diluted.
As we move toward 2027, I believe its clearest expression will be authenticity.
Of course, our role is honoring the responsibility of what luxury entails. From designed to administration to a financial ethical consistent business model.
Clients increasingly want more than objects that are beautiful or expensive. They want to understand who made them, where they came from, and why they belong in their homes.
Craftsmanship, provenance, rare materials, collectible design and independent artisans carry greater value because they offer something mass production cannot: human presence, individuality and a meaningful story.
Clients are no longer asking us to reproduce what they have already seen. They are asking us to create what has not yet existed.
Our process therefore begins by hand, through drawings and concepts developed from imagination and meaningful dialogue.
We consider architecture, art, objects, light and atmosphere as one cohesive narrative, then source globally for pieces with history, character and soul.
The result should feel collected rather than purchased, layered, expressive, slightly unexpected,and entirely specific to one person and one life.
A home should not resemble a showroom or a recognizable collection. It should feel like a portrait of the people who inhabit it.
The future of luxury lies not in recognition, but in resonance. It will be defined less by price or status and more by craftsmanship, emotional connection and the intimacy of living in an environment that could have been created for no one else.
Tina G. Necrason
Tina G. Necrason
Global head of branded residential, Hyatt, Chicago
Vita Vygovska
Vita Vygovska
CEO, Vitalia Inc., Custom Luxury Window Treatments, Richboro, Pennsylvania
"Luxury is becoming less about having access to exceptional products and more about having access to exceptional people"
What I most like about my job
Some of our favorite projects begin with a designer saying, "I'm not sure how we're going to do this." That's one of my favorite conversations because it's built on trust. It means they're inviting us to solve the problem together.
Watching that uncertainty turn into confidence, and eventually into a beautiful finished room, never gets old.
Biggest challenge in my work
A client walks into a room and sees effortless beauty. What they never see are the dozens of conversations, sketches, mock-ups, site visits and tiny decisions that made that feeling possible.
The greatest challenge is helping people understand that luxury isn't just what you see. It's the confidence of knowing someone has anticipated every detail long before it ever becomes the client’s problem.
My proudest achievement in luxury
When I founded Vitalia Inc., we were known as a drapery workroom. Today, designers tell us, "We call you when the project is too important to fail."
That sentence means more to me than any award because it reflects something that cannot be bought or marketed. It is trust earned one project, one relationship, and one kept promise at a time.
My leadership style
Some of our most valuable leadership moments happen around a worktable after a project is complete.
Together, we unpack every decision we made, what delighted the client, what challenged us and what we would do differently next time.
Those conversations transform individual experiences into collective ownership, making every project an investment in the next one.
My work priority for 2027
I've spent 20 years at the intersection of interior designers, architects, builders and specialty trades. Some of the most meaningful conversations I've had this year weren't about window treatments. They were about how our industry can work together earlier, communicate better and create a more seamless experience for the client.
Those conversations have expanded my vision of where Vitalia Inc. can contribute – to bring more of those voices together, because when professionals trust one another and share what they've learned, clients feel the difference.
How I see luxury evolving in 2027
Luxury is becoming less about having access to exceptional products and more about having access to exceptional people.
Technology will continue to make products easier to source, but it cannot replace thoughtful guidance or genuine care.
The professionals who will define luxury in the years ahead will be the ones who make clients feel completely supported, confident that every detail is being anticipated and that someone they trust is looking after their interests as carefully as they would their own.
Yvonne Lynam
Yvonne Lynam
Brand president, Buccellati Americas, New York
"My guiding philosophy has always been to build the business one employee at a time and one customer at a time"
What I most like about my job
What inspires me daily is the beautiful duality of my role: cultivating human potential and stewardship of an extraordinary artistic legacy.
First and foremost, I find profound meaning in unlocking the potential of our people.
Working with our diverse teams across the region and witnessing their personal and professional growth is incredibly moving.
My focus has always been on creating clear pathways for advancement and fostering a culture of empathy, compassion and shared success.
Secondly, it is an absolute honor to represent Buccellati, a maison that preserves and keeps alive the magnificent goldsmithing savoir-faire of the Renaissance.
To champion sophisticated creations that communicate a timeless, uniquely Milanese beauty, femininity and excellence is a privilege.
Our jewelry is not merely designed. It is sculpted with a recognizable style that bridges history and modernity, and sharing this passion with our teams and clients is deeply rewarding.
Biggest challenge in my work
The greatest challenge today is orchestrating a delicate balance: accelerating our commercial growth and integrating modern, efficient technologies while fully preserving the slow, meticulous, hand-crafted integrity of our heritage.
On a personal level, the challenge is ensuring that as we push boundaries, we also protect the space needed to nurture a healthy mind, spirit and family life. Achieving this alignment is what allows us to lead with genuine empathy and integrity.
My proudest achievement in luxury
My proudest achievement is not a single milestone, but rather the enduring relationships and careers I have helped build.
Throughout my journey leading several of the world’s most prestigious maisons, my guiding philosophy has always been to build the business one employee at a time and one customer at a time.
I am incredibly humbled to have mentored and supported exceptional talents who are now thriving as leaders in their own right.
Creating an inclusive environment where diverse teams can flourish, while maintaining a deeply supportive foundation for my own family, is the ultimate legacy.
To me, true luxury is rooted in generosity and integrity, both in our professional achievements and the homes we build.
My leadership style
I describe my leadership style as people-centric, entrepreneurial and strategically grounded.
Drawing from my rich heritage as a first-generation Cuban-American, born and raised in the Palm Beach area, and my global professional experiences, I lead with deep empathy, integrity and an open, inclusive mindset.
I believe in empowering my teams by giving them the autonomy to innovate and dream big, while supporting them with a solid foundation of financial strategy and operational clarity.
I strive to lead with compassion and generosity, ensuring that every team member feels heard, respected and inspired to contribute to our collective vision.
My work priority for 2027
For 2027, my primary objective is to drive sustainable commercial growth across the Americas by elevating both our client experience and our internal people development.
We are focusing heavily on facilitating meaningful career paths and training for our teams, ensuring they have the tools and opportunities to evolve alongside the brand.
Concurrently, we are implementing new technological frameworks to streamline our back-of-house operations.
By creating these digital efficiencies, we liberate our boutique teams to do what they do best: engage in high-touch, emotionally resonant storytelling and cultivate deeply personalized, generous relationships with our clients.
How I see luxury evolving in 2027
Luxury is moving toward a beautiful harmony between timeless, soul-stirring craftsmanship and sophisticated technology.
Clients seek authenticity, integrity and depth.
Retail is no longer just transactional. It is a cultural sanctuary of storytelling and connection.
We will see the integration of cutting-edge digital experiences, like AI-driven personalization and immersive virtual showcases, not to replace the human touch, but to elevate it – allowing us to reach clients with unparalleled generosity and intimacy, bridging physical and digital worlds seamlessly.