Todd Gray, Sumptuous Memories of Plundering Kings, 2021. Courtesy the artist and David Lewis.

Magali Arriola

As Art Basel Miami Beach returns for its first in-person iteration since 2019 this week, so does Meridians, the only large-scale project space at the fair. Showcasing 16 larger-than-life works by a roster of international artists which challenge class, race, and power structures, Meridians reimagines the constraints of the traditional art fair format. Ahead of its opening, curator Magalí Arriola (also Director of Museo Tamayo, Mexico City) speaks to LUX about her curation process and how large-scale art is as much a question of temporality as spatiality

1. Tell us about your curation process for Meridians. How did you go about selecting the artists and artworks?

There was a long process of selection behind Meridians. As its curator, I did a lot of reaching out to the galleries and then worked closely with a committee to do the final selection. This year, however, felt a little different from 2019 since, because of the lockdown, many artists didn’t meet the conditions to produce large-scale works.

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2. What new opportunity does Meridians seek to present artists?

Just like the 2019 iteration, this second instalment provides galleries with a unique opportunity to present ambitious art projects that go beyond the limits of the conventional art fair layout.

Jacqueline de Jong, De achterkant van het bestaan (The backside of existence, 1992). Courtesy Pippy Houldsworth Gallery

3. How do you think experiencing art through a large-scale format affects our relationship with the pieces?

I don’t think scale changes the way we experience art, nor the quality of that experience. I’d like to think that what a sector such as Meridians does is allow us to revisit the notion of scale not only in terms of space but, as some of the works we’re presenting are time-based pieces like video and performance, also in terms of time.

Read more: Legendary Designer Christian Louboutin on Passion & Solidarity

4. Meridians combines the work of emerging and established artists. Why is this hybridity important to you?

Forming a dialogue between emerging and established artists is something that has always been important to me, as it demonstrates that many of the challenges we’re facing today are old challenges that we haven’t resolved. This intergenerational crisscrossing points to the different processes and strategies used by artists for an examination of contemporary thought and experience, as they engage many of the concerns that impact our society and undoubtedly contribute to reassess our current realities.

Yinka Shonibare CBE, Moving Up, 2021 © Yinka Shonibare CBE 2021. Courtesy the artist and James Cohan, New York. Photo by Stephen White & Co.

5. Many of the works in Meridians challenge class, race, and power structures. Which single piece challenged you most and why?

Maxwell Alexandre’s work stands out as a piece that reflects on racial representation and social conflict. He is presenting a new painting from ‘Pardo é Papel’, a series that dates back to 2017. It originates from a group of self-portraits that the artist created on brown kraft paper, referencing its early use by Brazil’s administration to generate birth certificates and identity cards for Black people as a way to veil their skin colour. In his practice, Alexandre depicts daily life in Rio de Janeiro’s Rocinha, one of the largest favelas in Brazil, seeking to empower his country’s population and resist discrimination.

6. This December marks the first in-person edition of Art Basel Miami Beach since 2019. In what ways do you expect the fair to have evolved since then?

I don’t expect Art Basel Miami Beach to have evolved; I think it is we, as people, who will hopefully have changed, having had the opportunity these whole two years to reflect on many of the social challenges that the globalised world faced during 2020. This, I hope, might have led us to develop a larger and stronger sense of community.

Find out more: artbasel.com

Legendary shoe designer Christian Louboutin. Copyright and courtesy Christian Louboutin

Superstar shoe designer Christian Louboutin, whose signature red-soled pumps with vertiginous stiletto heels are the de facto shows for glamourwear, has dominated luxury footwear since the nineties. Harriet Quick speaks to him about his long career, his charity work with actor Idris Elba, Kate Moss and sailing down the Nile

Good ideas take time to mature and, when entwined with hope and empathy, they can flourish. Such was the situation when Christian Louboutin picked up the phone to his friend, the actor Idris Elba, after the tragic murder of George Floyd in May 2020. Both were in deep shock, amplified by the isolation of lockdown, and wanted to do something, to take action. Louboutin, remembering his friend enjoyed sketching designs for shoes, proposed a philanthropic venture: Walk a Mile in My Shoes. In essence, a capsule collection of shoes with 100 per cent of the profits going to benefit charities fighting oppression and advancing racial justice, equal rights and access.

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Elba immediately said yes and proposed the idea to his wife Sabrina on her birthday. She was over the moon. “Not to act, to remain silent was not an option – I knew this in my heart,” says Louboutin. “We decided that if there is a message – it has to be optimistic. I don’t want to emphasise the toughness of reality and we picked organisations that are proactive. We want to show that we can all do better and drive optimism,” says Louboutin.

The 1988SL high-top sneaker designed by Idris Elba from the Walk a Mile in My Shoes collection. Copyright and courtesy Christian Louboutin. Image by Julien Vallon

The friends got to work choosing designs for the collection, which was launched in June 2021. It includes the 1988SL sneaker designed by Idris, a suede calfskin pump with the Walk a Mile message embroidered in signature Louboutin red on the upper, and a birds-of-paradise print skate shoe and stiletto. The phrase was chosen by Elba and references Kim Abeles’s 2014 public artwork dedicated to Martin Luther King in Los Angeles. “I wanted to make sure the styles were already in my collection, as this is about giving money to people and not using funds for design and research. Sabrina really drove the charity side, choosing organisations that have a positive impact,” says Louboutin of the beneficiaries, including the Somali Hope Foundation, Purposeful in Sierra Leone, which supports marginalised young women, Gathering for Justice in the US founded by Harry Belafonte, the Be Rose International Foundation’s work in Sierra Leone, and Immediate Theatre in east London.

Read more: Emilie Pastor & Sybille Rochat on Nurturing Artistic Talent

The scale and scope of the initiative is impressive and inspiring. While charitable products often fall short on desirability, here is a collection that one would be proud to wear, as it is infused with the wit, optimism and elegance that is part of Louboutin’s DNA. The French Egyptian designer, now 58, has always been driven by passion coupled with a deep knowledge and expertise in his craft. Louboutin became fascinated with shoes in the mid-seventies. A visit to the Musée national des Arts d’Afrique et d’Oceanie on the Avenue Daumesnil in Paris was a turning point. It was there that he saw a sign from Africa forbidding women wearing stilettoes from entering a building for fear of damage to the wood flooring. Louboutin was enraptured by the poster image of a stiletto and set out to create designs that made women feel empowered and not embarrassed or compromised. “I could not believe the elegance of these shoes and became obsessed with them,” he remembers.

Small tote bag from the Walk a Mile in My Shoes collection. Copyright and courtesy Christian Louboutin.

With no formal training, Louboutin learned by sketching and by studying the craft until he was hired by Charles Jourdan and, later, the highly inventive shoe maestro, Roger Vivier. By 1991, Louboutin had opened his first store in the Galerie Véro-Dodat and went on to sell internationally, building fame and fortune around his bestselling black patent, red-soled stilettoes that rose to 120mm and showed off ‘toe cleavage’. Indeed, it was Louboutin who became one of the first superstar shoe designers building a brand that became associated with fetish and fantasy. He has been to court on numerous occasions to protect the trademark red sole that over the decades has been widely copied. To balance and dance gracefully on these leg-lengthening, needle-thin points was, and still is, considered the quintessence of chic, a triumph of style over the quotidian. Like Manolo Blahnik, Guiseppe Zanotti and Vivier, Louboutin excelled in making the shoe an object of wonder. “My wardrobe is brimming with Louboutins,” Kate Moss told Vogue in 2014. “The classic Pigalle stiletto in patent or matt-black leather is my go-to shoe. I have so many pairs that Christian designed a style with a sharper point and nail-thin heel which he named the So Kate.”

Louboutin’s reworked Double L sandal for the Oiseaux du Paradis capsule collection, launched in September 2021

As we all adopted Birkenstocks and trainers during 2020, it might not have been a great year for heels but it was a significant year for Louboutin. He spent much of it in his home in Portugal, blessed by the fact he could enjoy his garden and the company of his children. “There was a form of solidarity as everyone was in deep shit. Businesses were drowning and it was happening across the board. I understand that I could not get too pissed or angry if I had no control over the situation. Why beat your own head? I was not locked in a small apartment, and I took measure of the levels of comfort and privilege that surrounded me. I took the upside: there was no way to complain about my situation,” says Louboutin, who talks energetically and whose conversation is constantly punctuated with smiles and those inimitable French hand gestures and raised eyebrows. “It slowed my pace and that’s a good thing. I had more time to think and concentrate. I took it as a message, an opportunity to reformulate, and go into ideas, develop creativity. You realise nature is constantly replenishing – after three months the air was cleaner, the waters were clearer in Venice and Paris, and animals returned to the city. If we give nature a chance, it will recover much more quickly. We all experienced that reality,” he says of the learning.

Read more: Prince Robert de Luxembourg on Art & Fine Wine

Out of adversity, there come opportunities. Louboutin also had the chance to weigh up and analyse the future of his business, which encompasses sales through approximately 150 department stores in more than 35 countries, a beauty line that he launched with nail lacquer in 2014 (it is now licensed to Puig), men’s and women’s collections as well as accessories. A promising suitor came in the shape of Exor NV, the luxury group owned by the Agnelli family in Italy. In March, Louboutin sold 25 per cent of the business for €541m, a figure which gives a clear indication of the value and promise of the brand which has seen remarkable success in Greater China where there are six stores. Exor, which is chaired by chief executive John Elkann, also has investments in Ferrari, PartnerRe, Shang Xia and Juventus FC.

The Hot Chick pump and Fun Louis sneaker from the AW21 collection. Copyright and courtesy Christian Louboutin

“The best business partner is one that enhances your way of thinking. We will remain the same and no one wants to interfere with how we do things – we have the same team and now we have solid partners who are great thinkers. The Agnellis are a family of entrepreneurs and I respect that,” says Louboutin, who works alongside his business partner, Bruno Chambelland.

“In the next five years, we will ‘muscle’ digital. We already have a successful e-commerce [side of our business] but digital is a bigger world encompassing operations and logistics. And we will also be looking at sustainability but not as a trend. In these matters, because sustainability is a complex science, you need to practice precaution and responsibility and have the time to take the right measures. It’s not about jumping on the first idea – this is a serious issue, and you have to be accurate,” says Louboutin, taking a balanced approach to fashion’s hot topic.

The Loubishark Flat trainer from the AW20 collection. Copyright and courtesy Christian Louboutin

Louboutin has a fresh outlook. He also sees great potential in the gaming world and has created a dematerialised Loubishark sneaker with a Pop Art graphic shark-tooth-style sole for sites. “Gaming has an interesting aesthetic and there is a distinct visual language which I find so fascinating. Since I was a teenager, I have liked calligraphy and optics and this is like learning a new code,” he says. Take a tour of the brand’s Instagram feed and its website and you can see playful virtual and augmented realities in the LoubiFuture world. The retro-futuristic vibe is playful and dynamic, just like the vibrantly coloured collection. There was also the chance to immerse yourself in Louboutin’s imagination at ‘L’Exhibition(niste)’, a monograph show at the Palais de la Porte Dorée in Paris in 2020 where the designer’s sense of showmanship and theatre were celebrated.

Read more: Molori Designs Founder Kirk Lazarus on Ultra Bespoke Luxury

His own sense of luxury is more shaped by the real world. He owns a 13th-century château in the Vendée and a beautifully restored 100-year-old sailing boat which is moored on the river Nile. When visiting the boat, he says, “by the second night, the stress of the city has evaporated. I’m looking at this beautiful panorama at a pace that is caressed by the wind. There is no motor, so if there is no wind, you stop. I love to sketch on the river with the landscape passing by. Everyone is affected by stress – even if you adore your working life, it’s important to extract yourself,” says Louboutin.

Christian Louboutin in Egypt, 1999. Copyright and courtesy Christian Louboutin

“Luxury – it has to create a form of reverie. Yet, it’s a huge word and belongs to so many territories. My luxury is not to buy expensive things – I see luxury as a door, an exit that allows for the freedom of mind and identity. And to have that escape is necessary for wellbeing,” says Louboutin. Being able to realise his own dreams has also made him something of a role model for a younger generation. If his twenty-year-old self could see his fifty-something self now, what would he see? “I would see a man living through his dreams. I would look at that person and see someone who tried not to live through preconceived ideas and who has a voice and that means someone who also listens,” says Louboutin. “Success is an added value.”

Christian Louboutin on how male/female fluidity is affecting his design thinking

“Something that has affected my design in recent years is the shifting of identities and the fact that I was compartmentalised between men and women before. That has dissolved for me into another way of thinking about male and female identity. Now, I have a freer way of designing. Outside of the traditional stereotypes, there is a bit of the showman in every man, and this is a new discovery.”

Find out more: christianlouboutin.com

This article was originally published in the Autumn/Winter 2021 issue.

Prince Robert de Luxembourg. Courtesy of Domaine Clarence Dillon. F. Poincet @ OccitMedia

Prince Robert de Luxembourg is taking Domaine Clarence Dillon and Château Haut-Brion, one of Bordeaux’s most prestigious wine estates, into the future by creating new winemaking facilities, a fine wine shop and a visitor centre. LUX speaks with him about mixing the worlds of art and fine wine, and growing the family business

Prince Robert de Luxembourg – just plain Robert to his friends and this interviewer – is in a hurry, although you wouldn’t know it. He is about to embark on his first family trip to the US, to visit the American side of his family, since before the pandemic. But if he’s ruffled by having to deal with the stresses of international travel currently, he isn’t showing it. “And how have things been with you?” he asks, listening thoughtfully and diverting briefly into a conversation about how curious the media world is right now.

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Robert is someone who could easily have done very little at all; after becoming involved in the family company a decade earlier, in 2002 he became Managing Director of the family’s holding of Domaine Clarence Dillon, which owns, among others, one of the world’s most celebrated wine estates, Château Haut-Brion. Haut-Brion is what is known by connoisseurs as a ‘First Growth’, standing alongside Châteaux Lafite, Mouton-Rothschild, Latour and Margaux; the China-driven rise in values of these wines in the past 20 years has meant a surge in profit margins for their owners. A case of 12 bottles of 1989 Château Haut-Brion will set you back more than £15,000 (more than US$20,000); in a restaurant, a recent vintage will usually be priced north of £1,000 per bottle.

Haut-Brion also has more heritage than pretty much any other wine: American founding father Thomas Jefferson famously took a case home to Virginia in the 1780s; and, for those who care about these things, it has a distinctive style, often richer and more earthy than its fellow first growths.

The salle des vignes in the 19th-century Pavillon Catelan, at Château Haut-Brion in Bordeaux, which has been converted and extended into a new visitor centre. Courtesy of Domaine Clarence Dillon

Like his wine estate, Robert has strong links to the US: his mother, Joan Dillon, was a stalwart of the US political establishment, who married Prince Charles of Luxembourg, a direct descendant of King Henry IV and Louis XIV, and a member of the Bourbon family. The heritage of the estate and other holdings in Domaine Clarence Dillon comes from his mother’s line: it was his maternal great-grandfather, Clarence Dillon, a Texan financier, who purchased Haut-Brion in 1935.

There’s an element of the Texan in Robert; his warm-hearted greetings, openness to conversation, straightforwardness. His English is somewhere between the private-school British of his upbringing and the East Coast aristo of his US family.

There is another side to him that needs prising out a little: the creative. He started out as a Hollywood screenwriter, one with considerable potential it appears, as one of his screenplays piqued the interest of Stephen Spielberg and was eventually optioned by Colombia Pictures. Although we don’t talk about it much, he plainly enjoys his interactions and ideas with the media and film crews, and there is creativity in both his planning as he expands and recreates his Domaine for the next decades and in the execution of elements such as Le Clarence and Pavillon Catelan.

The former is the restaurant he opened in Paris in 2015, now with two Michelin stars under chef Christophe Pelé, which, though reflecting a decidedly modern version of French cuisine, has been created to feel like dining at a Bordeaux château. The latter is his new creation at Château Haut-Brion and its (almost equally celebrated) neighbour La Mission Haut-Brion, a lavish visitor centre with contemporary-Baroque drawing and private dining rooms. The key message: the visitor experience can now be as lavish as are the wines.

Château Quintus in Saint-Émilion, part of Domaine Clarence Dillon. Courtesy of Domaine Clarence Dillon

LUX: To what extent have you transformed Domaine Clarence Dillon? It’s a broader business now than when you took over.
Robert de Luxembourg: It was a farm when I arrived as a child. We had no offices, it was just one venerable wine estate, Haut-Brion. There was an accountant who would come maybe one or two times a week to my great-grandfather’s apartment in Paris and that was the only ‘office work’ that was undertaken. There was also a gentleman who would organise visits in Bordeaux occasionally. At that time it was a farm and today, we have become a group of companies, the mother company being Domaine Clarence Dillon. This entity oversees five subsidiaries, three vineyards and many more wines. We have grown into a substantial and expanding wine business enjoying a multitude of related activities.

Read more: David Taggart on photographing our cover star Jeff Koons

I believe considered growth is important for a family company in order to survive and flourish. In the short term, you could do very well having one extraordinary trophy, but if you want to keep the family involved and the shareholders happy over the long term, you also have to evolve and grow. That is as important as the element of pride and belonging and being part of an exciting story. The bottom line is making sure that future generations of our family remain committed and invested in the business. So, yes, growth has been a part of my strategy along with enjoying the creativity of developing new lines of business. This company spirit is important to all of our stakeholders – my colleagues, my family and ultimately our customers. Tradition and innovation are an integral part of our DNA. As an entrepreneur, and standard bearer for our family and company, I find this mix both exciting and rewarding! Every time you start something new, it offers you all kinds of other directions in which you can take the business, whether it’s a restaurant, or retail or wholesale. I am very proud to say that we have accomplished this successfully in all of the related lines of business that we have developed. Clarence Dillon and Haut-Brion were my initial inspiration. This has led us to reach a level of excellence in all of our new activities that become references of quality in their own domains in the world of fine wine.

By the way, we have just had one of the most successful en primeur campaigns of all time. Quite unexpected, given the context! This is particularly exciting for Quintus but also for Châteaux Haut-Brion and La Mission. Our campaign lasted two-and-a-half hours during which we sold all the wine that we released on the market. Life slowly seems to be coming back to normal and it is gratifying to see interest and sales returning from hotels, restaurants and the airlines industry, which had remained very quiet over the previous 18 months.

The salon gentilshommes, one of the private dining rooms at Pavillon Catelan. Courtesy of Domaine Clarence Dillon

LUX: You are building a new cellar at Haut-Brion. What prompted this?
Robert de Luxembourg: All big changes at the estate, even dating back to the 17th century, have been driven by newer winemaking practices. Whether it’s the Pontac family producing new French claret or the introduction of adding sulphur and racking and even introducing estate bottling later, these winemaking developments are constantly driving innovation. When we brought in tractors in the 1950s, I think they were the first in Bordeaux and we had to house them somewhere, so we needed a building. When we brought in new vats in 1961, which were the first steel ones to be used in winemaking in Bordeaux, the buildings needed to accommodate them. And then in 1991, 1990 or even 1987, when we were rebuilding the entire chais at La Mission and designing new vats, this informed our advances during the following decades.

Over the past ten years we have been re-thinking our whole way of winemaking. This is driven by a desire to offer the finest winemaking tools in Bordeaux to our colleagues. We also aim to create carbon-neutral buildings that offer the perfect working environment for my colleagues and an exceptional visitor experience that focuses the attention squarely on the world’s most eminent historical winemaking estate, Château Haut-Brion.

None of this is particularly new. We started integrating the first solar panels back in the early 1990s at our estates, and we’ve slowly continued to build these up over the years. Now, with this new project, our intention is to complete this work at Haut-Brion by fashioning a totally carbon-neutral installation. Through our collaboration with the German-American architect Annabelle Selldorf and her team, we are developing the Château Haut-Brion installations of the future, while respecting the past and placing the focus back on this historic estate. This will be the most important undertaking at this estate for the past few centuries. We have been working on it for six years and it will take four more vintages to complete.

The salle des vignes at the Pavillon Catelan. Courtesy of Domaine Clarence Dillon

LUX: Your winemaker and Deputy General Manager Jean-Philippe Delmas must have a big role in this?
Robert de Luxembourg: Absolutely. The technical considerations for this project were front and centre. Jean-Philippe, alongside our Technical Director, Jean-Philippe Masclef, have together been driving this key process. It is interesting to think that Mr Delmas’s family has been overseeing all of these technical revolutions at this estate across three generations, starting with his grandfather, Georges Delmas, in 1923. At the very start of this project, having identified our architect, I told them, “You have carte blanche. What tools do you need in order to make the very finest wine possible?” Then we built a whole concept around what they had come up with. That has to be the starting point because it is ultimately exceptional terroir and wine that have always driven our success. After this came safety, comfort, ESG, sustainability and the visitor experience. Covid-19 provided us with extra time for reflection.

Read more: Maryam Eisler’s Spectacular New Photography Exhibition Opens At Linley In London

It has been a wonderful experience working with Annabelle Selldorf. Her firm had no experience in the arena of wine but a deep and very varied experience in other sectors, with a particular focus on museums, galleries and art. They recently worked on the Luma Foundation in Arles in parallel with Frank Gehry. They are just completing the extension of the Frick Collection in New York and refurbishing the Museum of Contemporary Art in San Diego, and she’s done galleries for David Zwirner and Hauser & Wirth over the years, and has recently received an important commission to work on the National Gallery in London. So, it was interesting for me to bring all of that expertise into a technical project to look at how these two worlds could come together.

The main challenge for me was that Haut-Brion has the most extraordinary history of any vineyard in the world. We didn’t want to create a huge architectural statement. If anything, we wanted to put the focus back on the Château and its story. So, we needed something technically perfect, as I’ve described already, but also, from an architectural standpoint, a structure that was rather discreet. That’s why we needed an architect whose design principles and statements wouldn’t overwhelm the history but respect and celebrate it, all the while introducing a very modern concept.

Haut-Brion 1985, a classic vintage of the château. Courtesy of Domaine Clarence Dillon

LUX: What about the design of the new chai, and how will it relate to the Château?
Robert de Luxembourg: As I mentioned, it’s a modern, carbon-neutral construction using all the latest technology, whether geothermal or solar. As far as the design is concerned, it’s purposely discreet in order to focus the eye and mind on the Château, which is one of, if not the earliest château that was built solely to oversee wine production for the Pontac family whose house was not far away in Bordeaux. So the Château has sort of been obscured over the centuries as people have added on bits such as technical buildings and farm buildings. I would love to open up the Château again so that it is the first thing you see when you arrive. This is not the case today. And we’re trying to get away from having cars and tractors and stuff in the courtyards around the Château and just have serene parks and gardens outside. And that’s another concern: how do we monitor how people are going to be coming to us? Will they be coming in self-driving vehicles? Will they be coming in self-flying drones? How do we accommodate the new visitor over the next few decades? It’s not just about what’s going to happen in five years, but the next fifty.

LUX: So what will a visitor see in 2022?
Robert de Luxembourg: Well, in 2022, it’ll be a big hole, so there will be nothing. That’s why we have built our new visitor centre. And La Mission and Quintus will still be available for visits. Also, the shop, La Cave du Château Bordeaux, opened in July.

LUX: What will the private dining experience at the visitor centre be like?
Robert de Luxembourg: The idea is to recreate the atmosphere that we have in Paris [at Le Clarence Restaurant] so that people feel they are surrounded by the vineyards and they can have tailor-made tasting experiences. They can bring their friends and have access to an extraordinary range of vintages they will not have access to elsewhere. And the wine is going to be from our estate only.

The façade of Hôtel Dillon, Paris. Courtesy of Domaine Clarence Dillon

LUX: Will there be a kind of VVIP experience that you can offer with this private dining?Robert de Luxembourg: I think anyone that comes to us should be considered a VVIP. That’s our culture here; we’ve always welcomed all visitors and everyone has been treated as a guest in our home. We’ve never, to date, sold anything. We’ve never had anyone pay for any experience: it has always been free, everyone’s always been given free wine. So, in time, that is going to have to shift, because it’s a huge amount of work to have people serve and run the visits and the rest of it. Today, we receive around 10,000 visitors a year, and pouring 20,000 glasses of La Mission and Haut-Brion for free has an impact on our stocks when we are producing very little anyway. So, I don’t think it can go on forever, but within the new buildings, we will have dedicated spaces for visitors and special dining areas. Access to certain areas, depending on what you’re interested in, will be limited, of course, because we have collections of documents in our library, our collections of cultural tools, etc. Our new facilities will be outside the new visitor experience, but for the next few years – because it’s a three-year process before we even start the other building – we will have people using this space and they’ll be able to have catered lunches or dinners.

Read more: Entrepreneur Utsava Kasera on finding his gap in the market

LUX: Is it returning to business as usual at Le Clarence, following the lockdowns?
Robert de Luxembourg: I’ve tried to bother the chef as little as possible because it’s been complex getting up and running again. So far, the feedback that I’ve received from people who are friends of mine who have gone there has been very positive. It’s getting back into training and if you’re playing at the top of the league, you need to build up slowly and so that’s what we’re doing. I anticipate that we will become a little bit more normal in our practices and open up further come September. Our private rooms have had little use – we haven’t felt comfortable doing that – but it’s all now slowly returning to normal. What’s great is that people are so excited to be there with us. People are coming and staying very late. That’s part of the advantage the way the Clarence is conceived: they come and they stay. It can be challenging for our team because we have people still finishing their lunch at 6.30pm just as we have diners arriving, so we need to accommodate that, especially when people have missed this experience so much that they don’t want to depart.

The team of the hotel’s restaurant Le Clarence. Courtesy of Domaine Clarence Dillon

LUX: Can you tell us more about the 2020 vintage and also a bit about Château Quintus?
Robert de Luxembourg: Well, 2020 has been a huge success. Obviously, over the past few years we’ve had Mother Nature on our side. One of the positive aspects of global warming – if you’re looking for them – is that we’ve been making some extraordinary wines with vintages that happen to be in line with some of the finest vintages made over the past century. When you look at vintages such as the ’45s, the ’47s, the ’59s, the ’61s, the ’82s and the ’89s, they tended to be hot, dry vintages but still with enough humidity for the wine not to be stressed. Even 2003, which was the hottest, still has lovely acidity in the reds and the whites didn’t suffer either. The weather conditions have been perfect in order to produce great vintages and obviously the techniques have also improved significantly.

With Quintus, we’ve acquired three sites with different vats, both concrete and steel, so it was also an amazing laboratory for us to work in. Ironically, there was probably more variety to work with here for our winemakers than they had at La Mission or Haut-Brion. It’s taken some time for them to fully come to terms with the terroir, which is normal, but with 2020 we’re now coming up to our tenth vintage.

We’ve grown with the property, we understand it better every year, and I think we’ve made the best wine so far in 2020 and it’s recognised by the market. It’s the first time where, you know, critics are confidently saying, “Yes, this is a truly great wine and terroir”. We have totally changed the winemaking practices here on the right bank. I have never hidden the fact that my motivation is to produce one of the top (if not the finest) right bank and Saint- Émilion wine at this estate. That is why we named the estate Quintus (as the Romans may have named their fifth child). Quintus has the same potential as our first four wines, both red and white, to be one of the very finest wines in the world. I believe that we are up to the task of making this dream a reality!

Robert de Luxembourg’s key milestones

2002: Becomes Managing Director of his family’s Domaine Clarence Dillon, owner of Château Haut-Brion
2005: Launches mid-market wine brand, Clarendelle
2008: Takes over as Chairman
2009: Completes major refurbishment at Château La Mission Haut-Brion and begins the same at Château Haut-Brion
2011: Acquires Château Quintus
2015: Opens Le Clarence restaurant and La Cave du Château wine shop in Paris
2021: Opens the Pavillon Catelan visitor centre and La Cave du Château at Haut-Brion
2025: Château Haut-Brion cellar refurbishment due to be completed

Find out more: domaineclarencedillon.com

James Chen, Chairman, Chen Yet Sen Family Foundation and ‘Vision for a Nation’

‘Moonshot Philanthropist’ James Chen speaks to LUX about the importance of risking capital for a mission that matters

James Chen is on a mission to tackle a major problem that most of humankind doesn’t even realise exists. There are more than two billion people worldwide who suffer from debilitatingly poor vision, with no recourse to help. And yet all it would take to transform their lives is a simple pair of prescription glasses. Poor vision is a life sentence that could easily be lifted, with just a little help. In what he refers to as ‘moonshot philanthropy’, Chen – softly spoken, thoughtful and himself a wearer of prescription glasses – set out to change the world.

During his eighteen-year philanthropic journey, Chen has pioneered developments in optical technology through his company Adlens and overseen its implementation in the developing world through his NGO, Vision For A Nation. In July this year, largely due to pressure from his campaign Clearly, the UN adopted a Vision for Everyone resolution, which was unanimously agreed upon by all 193 member states. By recognising vision as a basic human right, the resolution will kickstart a global effort to help 1.1 billion people with poor vision by 2030. Here, Chen speaks to LUX about his mission.

LUX: You were influenced by your father to become involved in philanthropy. Tell us about that.
James Chen: When my father retired from business, he devoted himself to philanthropy in his hometown. I think a lot of people at that time were very generous, [but] they [only] wrote cheques. The difference with my dad was that he actually went there himself, a few times a year: he made that seven-hour trip [to his hometown], got to know the people and their needs. He set up schools, hospitals, town halls, and everything in between. Later, when he got old and stepped back from it, [I used it as] impetus for setting up the family foundation. Personally it was very gratifying to work with the family, and to build on his legacy, in China. But I wanted do dig into something meaningful globally. I had no idea what it would be.

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LUX: So how did the problem of vision come onto your radar?
Jame Chen: I came across this Oxford professor [Dr. Rob Stevens] who invented adjustable-powered lenses, and it immediately clicked with me. I grew up in Nigeria, where our family business still is, and for most of my career I’ve also been in developing Asia. The thing that struck me was that very few people wore glasses there – either because they don’t need them, or they don’t have access to them. When I met this professor, I could see how I could help solve the problem.

Thanks to Chen’s campaign Clearly, the UN is aiming to help 1.1 billion people with poor vision by 2030. Image by Sarah Day

LUX: Adlens is the vehicle you created to tackle this. What was that journey like?
James Chen: I formed Adlens with [Dr. Stevens]. We wanted to develop the technology and apply it commercially in the developed world, and socially in the developing world. My team spent two years knocking on the door of the World Bank, which ultimately rejected us. The industry and professionals said that it couldn’t be solved, but their model of delivery of glasses is to high resource environments: that model falls over in the developing world. That’s why we set up Vision For A Nation, an NGO, to test our model in a low-resource environment. We picked Rwanda, and developed a protocol to train nurses in three days to do a good enough eye test, and to dispense glasses. In five years, we screened 2.5 million of the 12 million population in Rwanda and dispensed 300,000 pairs of glasses. We left at the end of 2017, [having] done the thing that the policymakers said couldn’t be done.

LUX:  How did you scale that model?
James Chen: Instead of replicating the program one country at a time, I knew that this was a global problem: we had to think differently. That’s where I applied my risk capital to start the Clearly Campaign. Our target was to get policymakers to understand what we called ‘the problem that the world forgot’. We said, ‘if you have uncorrected poor vision, how are you going to achieve your sustainable development goals?’. For someone who has poor vision, it’s probably going to affect their educational outcome, their productivity; even gender equality is affected by poor vision. That’s the crux of our campaign.

LUX:  This concept of philanthropy and vision, had anyone done that before you?
James Chen: No one [has] thought of it in terms of a bigger scale. That’s why I had a brick wall when I first started looking into this. People do these programs [where they] go to a village and take glasses, but that doesn’t, to me, solve the problem. Poor vision is always put into the health silo: in the priorities of what governments have to tackle in developing countries, there’s a whole list of things that are perceived as higher priority than blurry vision. But there are 2.2 billion people in the world who have poor vision, of which, for at least 1 billion people, all they need is a pair of glasses to correct it.

Read more: Gaggenau’s Jörg Neuner on embodying the traditional avant-garde

LUX: Why do you think it took a philanthropist with no prior knowledge of the sector, instead of scientists and governments, to solve the issue?
James Chen: A key problem in the world of aid is there is very little risk capital available. As a philanthropist, I am in the privileged position of being able to take risk with my capital. If it’s successful, it’s hugely impactful. If it fails, I can absorb that loss. It’s now my prime mission [to incentivise] the high net-worth community to do the same. I coined this phrase ‘Moonshot Philanthropy’, and I came up with a tagline: ‘privatise failure, socialise success’.

Chen delivering a speech at a Sightgeist event in London

LUX: What would you say to people to encourage them to do ‘Moonshot Philanthropy’?
James Chen: Recognise the superpower that we have as ultra-high net worth individuals: we can deploy our own capital, and we can take as much risk as we want. Most of the high net-worth community do not deploy that superpower.

LUX: Do you think there is enough dialogue between philanthropists?
James Chen: No. There’s still a lot of scope [for that]. There’s all this noise around impact, investing, and social enterprise, and lots of donors have become confused. Most people who call themselves philanthropists are really doing charity or patronage. With the ‘Moonshot Philanthropy’ idea I want to plant that seed so that there is a model for people to use. I think I’m in a unique position to reframe this, to help people to grasp it. That’s the good thing about philanthropy: it’s different from business. In business you’ve got a great idea and then you try to maximise the value. In philanthropy, if you think you have a great idea, share it, and let people run with it. That’s the best way to scale it.

LUX: What’s next?
James Chen: I’m very focused on proving the link between vision correction and its impact on things like productivity and education outcome. We need to provide the evidence base so that governments will invest. It’s not just helping me by doing all this; I’m bringing more awareness, and capital, and support to the whole sector.

Find out more: jameschen.vision

Harnessing renewable energy from sources like hydro electric power is essential for investing in the future

Jessica Hodges

From renewable energy to alternative food products, biotech to healthcare, ESG is helping to bring impact to the forefront of investment portfolios. As a partner at Deloitte, Jessica Hodges is responsible for helping private clients build responsible investments into their portfolios. She speaks to LUX about the increasing centrality of ESG to business strategy and why family offices need to be ahead of the curve. By Samantha Welsh, Philanthropy Editor.

LUX: What drove your own interest in ESG?
Jessica Hodges: I was interested in ESG issues from a young age – albeit the acronym didn’t exist yet – and was always keen to get involved in projects that had a social or environmental angle. My job means I come into contact with a large number of families, and I’m keen to ensure that we, and they, make an impact through the work we do. Considering environmental, social and governance (ESG) risks is becoming increasingly central to business strategy.

LUX: What trends are you currently noticing among family offices?
Jessica Hodges: Family offices are all unique, but generally we are seeing more of an interest from the next generation in issues that have a positive impact on the environment and on society. Younger generations are becoming increasingly involved in managing their family’s wealth and demanding investments that align with their values. They are particularly focused on how they measure ESG impact, considering on a case by case basis the impact companies are having and how they may change to align to ESG values, as well as using data to understand it.

Many next gen clients feel a real sense of obligation – particularly if the source of their wealth may not have been considered to have positive impacts in the past. Often in a family with multiple siblings, you might see one sibling managing the family business, one running the family office and one leading the philanthropic side of things.

LUX: Which sectors are next gen investors most interested in?
Jessica Hodges: Areas of focus include renewable energy infrastructure projects; alternative food products; agricultural technology and alternative farming; healthcare and biotech. What is so interesting is how ESG is bringing that ‘impact’ element into the broader investment portfolio – an area I think family offices are ahead of the curve on.

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LUX: What makes family offices potentially well suited to ESG investing?
Jessica Hodges: Family offices typically have more control over deciding and managing their priorities than public funds as they are private. They do not have to respond to shareholder demand in the same way, and have flexibility over how they use their large pools of capital. Their investment horizons are also often long term: instead of looking to make a quick return, they invest over five year periods or more, and do not have the same financial return requirements that larger venture capital firms have.

Being smaller, and typically more flexible and agile, makes it easier to introduce policy change and implement if they have the skillset to do so. Additionally, there are some family offices that are heavily focused on supporting their local community, helping to make more noticeable and measurable change locally rather than on a macro level.

Jessica Hodges delivering a speech at the Deloitte Family Office Conference

LUX: What basic interventions can a family make to incorporate ESG targets into an investment model which has been in place for generations?
Jessica Hodges: Due diligence of sustainability practices is key. This is an area that family offices will need to consider planning for, as a resource for sufficient oversight of external managers could be an issue for smaller organisations. It’s also key to have effective controls in place to measure and monitor fund managers, and ensure strategic objectives set by the family office are met.

ESG-proof due diligence and investment processes are also extremely important. This can include fully understanding the investment philosophy of any external managers (without any complicated jargon), obtaining evidence of shareholder engagement, and verifying performance data. The easiest intervention to make is often an exclusionary policy: the family picks a few areas they are not willing to invest in, such as organisations that negatively impact the environment or public health.

Read more: Professor Peter Newell on why the wealthy need to act on climate change

LUX: The ESG sector is unregulated and family offices value authenticity and trust: how do managers evaluate risks such as data validation, fraud, and greenwashing?
Jessica Hodges: It’s key that family offices have independently verified credentials. Besides checking a firm’s governance mechanisms, internal systems and controls, assurance would focus on whether there is a positive risk or ESG culture and a good level of awareness. In the same way that auditors come in to very financial data, providers will come to verify non-financial data over ESG metrics.

LUX: How is the ESG industry model disrupting traditional investing models?
Jessica Hodges: Firms are trying to determine which of their investments have both positive and negative social or environmental impacts and want to be clear on the implications of these with their public disclosures. They are also figuring out factors that will resonate most with their clients. If product governance is not thought through properly then there could well be negative consequences. My expectation is that there will be increased monitoring requirements with regards to asset portfolios, leading to additional costs – although proponents of this would argue that it is money well spent.

The sales part of the investment cycle is more complex since investors in ESG are not seeking to solely meet financial return objectives: at what point do you determine your exit? Historically, family offices – along with private equity – might have been looking to exit at the point when they could maximise their financial profits. Now, family offices will need to consider whether the targets outlined have been achieved, along with the broader impact on society or environment.

LUX: What makes a successful family office?
Jessica Hodges: The most important thing for a ‘successful’ family office is alignment of goals, and understanding what the family hopes to achieve. It is only by knowing where you want to get to that you can understand if you have really got there and measure how you performed!

Landscape photography by Isabella Sanai

Jessica Hodges is an Investment Management Audit and Assurance Partner at Deloitte

Emilie Pastor © Kate Martin.

Emilie Pastor is a scion of the Monaco real estate and art collecting dynasty; Sibylle Rochat works with her as art advisor. Here, they speak to Samantha Welsh about their unique style of spotting and supporting artists

Emilie Pastor was born into art. She is a scion of Monaco’s renowned real estate family, and her father Michel Pastor was one of the most significant European art collectors of the 20th century. Emilie has teamed up with London-based art advisor Sybille Rochat, herself a significant figure on the collecting and consulting scene, to found the philanthropic organisation Concrete Projects. Pastor and Rochat are supporting emerging talent by providing financial and logistical support and expertise, and catalysing some exciting new collaborations with the music scene.

LUX: What made you want to engage in the art world together?
Sibylle Rochat: We started to see how, because of commercial pressures, everything was looking the same. It’s always the same artists represented by these mega-galleries that can produce big shows for a museum. We realised that a lot of young and mid-career artists were talking about projects that were impossible because of a lack of funding. The art world needs new voices, new ideas, new concepts.

Emilie Pastor: I wanted to give back and to make sure that creativity would go on, that it would not become too business oriented. That’s why it challenges us, to know that we are able to give this little bit extra, to have exhibitions that couldn’t be realised without us.

Concrete Projects supported Our Product, an exhibition by Pamela Rosenkranz at the Swiss Pavilion, Venice Biennale, 2015. Image by Marc Asekhame.

LUX: The two things you offer are financial and technical support. How does that work?
Sibylle Rochat: When there’s a big project that we want to participate in, it’s quite challenging financially for galleries because they always need private support, especially with all the cutbacks in the culture sector. But what we offer is never big, big financial support. Rather, we’ll pay the technician, or for the water for the swimming pool, or the painting. For technical support, we have a solid network of art technicians and art handlers – very specialised craftspeople.

Emilie Pastor: For sustainability, we will try to have local support, too. That’s important for us.

Sibylle Rochat: Yes, we try to never fly anyone in for a project. We’re very careful about our carbon footprint. It’s good to source locally, for the community around the museum, for the artists to know the city, and so forth.

Sibylle Rochat © Kate Martin.

LUX: You also support Chisenhale Gallery.
Sibylle Rochat: I really like Chisenhale’s programme – the work they do and the space they give to new voices. They have an amazing track record in terms of artists. They’ve been showing Lynette Yiadom-Boakye since very early on, as well as Camille Henrot, Caragh Thuring and other young artists. We supported the work of Hannah Black there – she’s a very political artist who’s leading challenging conversations about change.

LUX: What does it take for a work to resonate with you?
Emilie Pastor: I need to feel something. I need to understand it, to see if it makes sense in my collection, if it’s coherent. I think about my children when I add to my collection – it’s a kind of legacy. I want to leave them something that has a meaning, that tells them something about the time they grew up in.

Sibylle Rochat: Kids only ever know them as parents. Art allows children to see and know their parents better.

CAT’S PAW by Abbas Akhavan was also supported by Concrete Projects at Chisenhale Gallery, London in 2021. Courtesy of the artist. Photo by Ali Sadeghian

LUX: What projects do you have coming up?
Sibylle Rochat: We noticed the strong rap scene – grime especially – in places in south London like Peckham. Some of the musicians were looking at contemporary art for their album covers, but there was no bridge. So we decided that it would be good to put the two together to create an art video and track. (Think about Kanye West, who asked Louise Bourgeois to do his album cover.) We expose them to another scene. It’s an opportunity for both sides to find another world and be enriched by that. What I see is these young kids creating songs which resonate with video artists today. They need to do something together!

Find out more: concreteprojects.co.uk

This article was originally published in the Autumn/Winter 2021 issue.

One of Molori’s recent and largest projects is this 2,100 sq m home in California, remodelled as a resort

Molori Designs takes the concept of bespoke to a whole new level. Answering all your lifestyle needs, whether you’re on safari in South Africa or settling down in Santa Monica, they specialise in tailoring everything to the individual client. LUX speaks with founder Kirk Lazarus

Super yachts, private jets, sleek urban apartments, tropical beachside villas, endless vistas and infinity pools – global architecture and lifestyle company Molori Designs is in the business of dreams (‘molori’ means ‘to dream’ in Tswana, a southern African language), or rather, the dream. This is the one where you, essentially, have it all. Founded by South African-born, Sydney-raised entrepreneur Kirk Lazarus, the company owns a safari lodge in Madikwe Game Reserve in South Africa, several resorts in Clifton and Cape Town, and Port Douglas in Australia and a superyacht called Told U So. They also develop and design luxurious, turnkey homes for the ultra-rich which are carefully curated to the individual’s needs and tastes, from the art hanging on the walls to the types of spirits stocked in the bar. “Usually when people think of resorts, it’s connected with the idea of going on holiday. Our goal, from a design perspective, is to create a lifestyle where you don’t need to take a vacation from it,” says Lazarus.

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As such, their design approach is focused on not only achieving the highest possible standards of luxury living, but also anticipating the future owner’s day-to-day needs. They often ask clients to talk them through their daily routine from the time they wake up to the time they go to bed so that they can pinpoint moments which could be made more seamless. Of course, this is also the appeal of branded residences, which are kitted out head-to-toe in, say, Giorgio Armani or, in the case of hotel-branded residences, come with all the expected five-star amenities and services: private chefs, valet parking, housekeeping, a 24-hour concierge. The key difference, however, is that with Giorgio Armani or Four Seasons residences, you’re buying into a lifestyle defined by that brand, but with Molori’s homes, every aspect of the design is tailored to the specific individual or family. All furniture is custom-made in Italy and the company collaborates with luxury brands to create bespoke fixtures such as Murano glass × Molori chandeliers, and Missoni Home upholstery.

The living room (top) and formal dining room of an apartment in New York City overlooking Central Park designed by Molori

There are, however, a few design principles that define every Molori residence. “We make sure that every corner of your home has a purpose regardless of how big the property is,” says Larissa Makkonen, one of the company’s designers. “Amazing views are also always a priority for us. We often use mirrors to reflect the ocean or landscape so that you feel surrounded by nature.”

The pool area of a California beachfront home, designed by Molori in 2018

As the company is relatively small, the team is directly involved in every stage of the project, which allows them to continuously adapt their designs and push for greater levels of personalisation. With yachts, for example, that means going to the shipping yard where the boat is being built and discussing how much they can manipulate the basic structure to include bigger windows or more spacious bedrooms.

Read more: How Andermatt became a leading luxury destination

The ability to adapt is also fundamental to the company’s approach to sustainability. They try to “create the greenest environment possible” while also anticipating changes in climate and landscape. According to Lazarus, beachside residential projects have been particularly challenging in recent years due to global rising sea levels and how the need to accommodate this will impact the coastline in the future.

The master bedroom in the New York apartment

For now, though, his sights are set on Miami – “one of the places to be for luxury” – where Molori currently has several turnkey projects in progress. “It’s exciting to see how far we can push the envelope in luxury-style living,” Lazarus says.

Find out more: molori.com

This story was originally published in the Autumn/Winter 2021 issue.

The OWO by Raffles, Whitehall, London

Jeff Tisdall

The Old War Office was the centre of operations for the UK war effort. Three quarters of a century later, The OWO has once again become a focal point, but this time as one of the leading hotels and branded residences in Central London. Ahead of the hotel’s opening next year, Samantha Welsh speaks to Jeff Tisdall, Senior Vice President of Development, Residential & Extended Stays at Accor, about Raffles’ first London-based project

1. How significant is Raffles’ arrival in the UK and London?

It is difficult to underestimate the importance of Raffles’ arrival in London. Really, there is an argument that this is the most important milestone in the evolution of the brand since the opening of Raffles Singapore back in 1887. Raffles Singapore takes its name from the British statesperson Sir Stamford Raffles, founder of the modern city-state. It has been setting the standard for luxury hospitality for more than 130 years, introducing the world to the concept of private butlers. There is something very fitting and meaningful about bringing the brand back to the UK as part of this extraordinary development.

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2. Why does The OWO standout in the London super prime market?

The OWO has really set itself apart in London’s resilient, super prime residential market. Over the last decade, branded residences have really come into their own and often dominate the very highest end of leading property markets around the globe. In this market context, The OWO Residences stands out as a one-of-kind opportunity. The dedicated Raffles team will deliver an unmatched service offering. We spent a lot of time during an extensive planning phase, curating the offering and designing an unrivalled set of private facilities that are exclusive to residents.Without question, this will be an extraordinary address to call home.

The dining room at The OWO. Image courtesy of Grain London

3. Have you seen as much branded residential development in London as has been observed in other super prime markets?

I think it is fair to say opportunities to develop luxury branded residences have been more constrained in markets like London, where we see greater reliance on historical conversions. The integration of the hotel and residences at The OWO ensures an array of services will be available to residents, with an internal courtyard that provides the residences with some physical separation from the hotel. It is this perfect balance between service on one hand, and privacy, exclusivity and security on the other, that is often so elusive, and perfectly achieved at The OWO.

Read more: Pioneering Artist Michael Craig Martin on Colour & Style

4. How does The OWO compare in scale to other Raffles residences?

Each Raffles Residence project forms part of a global portfolio of extraordinary private homes – all meticulously designed, luxuriously appointed, and of course infused by Raffles legendary passion for service. Yet, each project is entirely unique.

In terms of scale at The OWO, our partner, the Hinduja Group, has taken the private amenities available to a new level of luxury. Residence owners will have access to an extremely generous 30,000 square feet of exclusive residential facilities. Of course, The OWO will also be a culinary destination, featuring nine restaurants and bars.

Principal bedroom at The OWO. Image courtesy of Grain London

5. Why have branded residences become so appealing post pandemics?

For many, the pandemic has served to help bring what is important in life back into clearer focus. The fact that for purchasers at The OWO, their homes will be serviced by Raffles, a brand with experience and trust accumulated over more than 130 years, brings tremendous peace of mind. Today’s UHNW buyer is also looking for authentic, meaningful luxury. From a service perspective, we focus on what we describe as emotional luxury. How we make a resident feel is every bit as important as the services we deliver. From a dedicated concierge team to fitness and wellness attendants, dog walking and sommelier services, private chefs and legendary Raffles Butler services, there really is no detail overlooked.

6. What benefits do residents of The OWO receive?

The Residence Director leads a dedicated residential team of 25-30 people. This team is focussed solely on The OWO residents. In-residence dining, catering for private events, spa treatments and housekeeping are just a few of the optional a la carte services that can be arranged. Homeowners will also be embraced as VVIPs at Raffles London, enjoying priority reservation privileges at dining venues and preferred pricing. The effect is to create a sense of belonging, recognition, and privilege. Additionally, through the Raffles Owner’s Club, this preferred status is extended beyond The OWO to 5000+ participating hotels and resorts worldwide, and more than 40 brand portfolios.

Find out more: theowo.london

Portia Antonia Alexis is a leading consumer business analyst, neuroeconomist and mathematician

Portia Antonia Alexis is a consumer goods analyst and researcher specialising in the realm of neuroeconomics, where she uses advanced analytics to determine the thought processes of consumers and how best to appeal to them. Here, the McKinsey alumnus speaks to LUX about the impact of the pandemic on consumer habits and the future of hard luxury

LUX: How do you define hard luxury?
Portia Antonia Alexis: Hard luxury is simply a term that refers to timeless products such as watches and jewellery, while soft luxury refers to products such as leather accessories, bags, and designer clothing. While this may sound a little basic, an easy way to remember the difference is that hard luxury refers to pieces that are physically harder to break, while soft luxury refers to pieces that are soft to the touch.

LUX: What was the relationship between hard luxury and e-commerce pre-pandemic?
Portia Antonia Alexis: Pre-pandemic, hard luxury goods were very rarely sold online. After all, while major hard luxury retailers such as Tiffany & Co., Longines, and Rolex consistently advertised through online channels, the idea behind these advertisements would be to drive people to their in-person stores rather than try to drive online purchases.

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The reasons behind this can mostly be attributed to the price of hard luxury brands. Generally speaking, a high-quality piece of jewellery or a luxury watch will cost over $1,000, and in an online setting, many people were uncomfortable with spending such a large sum of money. Online shopping was also much less conducive to driving sales, as while an in-person salesperson could use sales tactics to condition the brain into making a purchase, the nature of an online shop made it much harder to do so. As a final note, many people enjoyed the experience of shopping for hard luxury in-person, as they get a psychological ‘high’ of sorts due to the increase in perceived status that they felt when shopping for an expensive item in person; however, when online, this reaction was greatly muted.

LUX: How has the hard luxury sector been affected by COVID-19?
Portia Antonia Alexis: As with many industries, hard luxury sales plummeted during the first few months of the pandemic, but by the third quarter of 2020, there was a large resurgence in sales. For example, in the third quarter of 2020, the luxury conglomerate Richemont had a 5% increase in sales that was largely bolstered by its jewellery assets and during that same time period, Maisons had a 13.3% increase in sales, which was largely thanks to a strong performance by its hard luxury brands Cartier and Van Cleef & Arpels. I expect to see this positive momentum continue in 2022, and I would not be surprised if hard luxury revenues meet 2019 levels this year.

LUX: From a neuroeconomic standpoint, why do you believe this rise in sales occurred?
Portia Antonia Alexis: Given that most hard luxury brands were reliant on in-person traffic to drive sales, the pandemic necessitated a complete revamping of the online experience so that these brands could replicate the same psychological triggers that shoppers felt when they were in-store.

One of the biggest innovations in this field was the advent of personalised online appointments. These appointments involve a salesperson booking a time with a client and then having a video conference where they have their entire collection on offer, and these were great substitutes for in-person appointments for two main reasons. The first was that the salespeople were able to use many of the same sales tactics that they used in store, and from a neuroeconomic standpoint, this generated a more positive response in the brain of the client that then led to a higher conversion rate than a simple online store would have. The second major difference was that the salesperson could physically try on a piece of jewellery, and this was important because it not only allowed the client to analyse the fit of a piece using a real person as a point of reference, but made the client more comfortable with shelling out large sums of cash for an item.

Read more: Prince Robert de Luxembourg on Art & Fine Wine

Another major innovation was the increased emphasis on customer service. On a basic level, this was done by having more people on hand to answer questions and do sales calls and by making the waiting time for answers either online or on the phone much shorter. This helped give clients peace of mind while shopping, alleviating a lot of the unknowns that come with purchasing while only having a picture as a frame of reference. This customer service also extended to details such as warranties and returns. In the past, many hard luxury companies had strict return policies, but in light of the pandemic, many made it so that you could try a piece on and then return it if necessary. This was crucial as it made people much more comfortable with making a large online purchase. However, since it is generally a bit of a hassle to return something, this barrier would cause many clients to mentally accept sub-par items, leading to items that would have been rejected in store still getting sold so long as they looked good online.

In tandem, these two factors made online shopping far more similar to in-person shopping than it was pre-pandemic, and as a result, sales were able to remain relatively high despite the fact that there were very few physical stores that were open.

LUX: Are there any other major factors that you feel were important?
Portia Antonia Alexis: I’d say that the influence of geographic variation cannot be overstated. While business in the United States was lacklustre, China and Japan, which are the second and third largest luxury markets by annual sales respectively, became especially influential after removing their COVID-19 restrictions earlier than most. That’s because there was a marked rise in ‘revenge buying’, which were shopping sprees driven by a feeling of having missed out during the lockdown, and ‘reunion dressing’, which were surges in demand driven by re-uniting with people after large periods of time in lockdown, and in tandem, this led to a massive growth in sales in these countries. In fact, mainland China was the only region on the planet to come out of the COVID-19 pandemic with higher local spending than it had in 2019, as it experienced a massive consumption growth rate of about 45%. When you further consider the increase in per capita wealth being generated in China, I’m confident that in the next few years, China may overtake the United States as the world’s leading hard luxury market.

LUX: What will hard luxury companies have to do to encourage growth post-pandemic?
Portia Antonia Alexis: I think that one of the single most important changes that hard luxury companies will have to undergo is the shifting of their focus from the American market to the Asia-Pacific one, with China being their primary long term target.

Research has shown that relative to American consumers, Chinese consumers tend to have very different responses to advertisements. More specifically, it seems that while American consumers respond well to brand awareness, which is created by, say, commercials at the Super Bowl, Chinese consumers tend to be far more concerned with intrinsic value, which derives from factors such as the quality of the materials used, how the goods are created, and what the brand’s story or ethos represents.

Chinese consumers also seem to respond poorly to discounted merchandise. Now, during the pandemic, many American brands dropped prices or released lower cost lines of products in order to make their goods more affordable to cash-strapped consumers. However, this often backfired in the Asia-Pacific, where consumers perceived this fall in prices to be a drop in intrinsic value, which therefore made the goods less desirable than they were before the prices were decreased!

In any case, I think that if American brands are to fully take advantage of the Chinese markets, they will have to focus more on building a long term story for their brand and less on simply creating a recognisable logo with flashy advertising. However, given that the Chinese and American markets are so large yet so different, the big challenge here will be to straddle the competing consumer mindsets in both regions. In my opinion, hard luxury brands can achieve this by applying different neuroeconomic principles to their marketing campaigns and brand building on a regional basis, and my hope is that in the coming years, more analysts with a neuroeconomic background will enter the consulting field so that this can be achieved!

Portia Antonia Alexis is a neuroeconomic consumer goods analyst and researcher who works with luxury brands such as L’Oreal, Estee Lauder, and Tiffany & Co. @portiaeconomics

Georg Karl Pfahler in his studio, 1965

Our contributing editor and columnist Sophie Neuendorf caught up with renowned Mayfair gallerist Simon Lee to discuss the Asian art market, NFTs and the enduring influence of Georg Karl Pfahler

Sophie Neuendorf

Simon Lee has always been at the forefront of artistic movements and changes in taste, showing emerging and established artists that represent the zeitgeist and rapidly gain popularity. Now, he’s presenting the first ever exhibition of German hard-edge painter GK Pfahler (1946-2002) in Asia.

Pfahler’s dogged pursuit of the hard-edge style make him one of the most unique German artists of the last half century. Throughout his career, his work remained steadfastly focused on the interplay of space, shape and colour. At the same time, his paintings contain traces of pop and minimal art, unifying two of the most prevalent styles of the 1960s.

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During his lifetime, Pfahler exhibited alongside artists such as Frank Stella, Ellsworth Kelly, and Kenneth Noland in shows such as “Signale” at the Kunsthalle Basel, Switzerland and  went on to represent Germany alongside Gunther Uecker and Heinz Mack at the Venice Biennale in 1970. In the decades that followed, Pfahler continued to experiment with the constraints and boundaries of painting and today, his work remains more relevant and perhaps, even more cutting-edge than much of the contemporary art being shown and hyped.

Sophie Neuendorf: 2021 has been quite a tumultuous year for most galleries. How do you feel about the changes we have experienced within the art business?
Simon Lee: The pandemic has given rise to some fundamental shifts in the way art is mediated and bought. Online sales have greatly expanded the reach of the art market and we have seen a corresponding shift in taste and commercial success.

Sophie Neuendorf: Recent reports suggest that Asia is a force to be reckoned with in terms of creativity and sales, even post-pandemic. What insights can you reveal from your years of experience in Hong Kong?
Simon Lee: Asia has seen tremendous developments across many industries over recent years and I think that the overall growth in the economy, alongside technological advancements and adaptation has contributed to the flourishing creativity seen in the art world. There has been a huge increase in young collectors and the interest in art of this young and active group of people has risen exponentially as their taste becomes increasingly sophisticated and international. The pandemic inevitably provided people with more time on the internet and social media platforms to discover new artists and experience art in a different way.

Sophie Neuendorf: You’re opening a show of German artist Georg Karl Pfahler in Hong Kong this month. What motivated you to choose a hard-edge painter for Asian collectors?
Simon Lee: It’s very exciting to be presenting Pfahler’s work for the first time in Asia and to introduce him as part of the gallery programme with his inaugural exhibition in the Hong Kong space. The language of abstraction and colour in Pfahler’s work is of historical importance but it also feels very contemporary and is something that Asian collectors engage with well. Pfahler is a very well-known artist in Germany but hasn’t had much exposure in other parts of the world so it’s a privilege to give the opportunity for an Asian audience to discover his work.

Read more: Shiny Surfaces, Lawsuits & Pink Inflatable Rabbits – In Conversation with Jeff Koons

Sophie Neuendorf: Pfahler was, and continues to be, an inspiration for many artists as a pioneering hard-edge painter. When was the first time you experienced one of his works and how does it feel to represent the estate?
Simon Lee: Pfahler’s work has had a lingering presence in my career dating back to the 80s and 90s, when I spent a lot of time in Germany and first discovered his work. Over the years I saw his works pass through auction houses and when the opportunity came along to view his work again, I found them very compelling and relative to the gallery programme. It’s a pleasure to be working with the estate and I’ve been particularly impressed with how organised they are. There are fascinating archival materials and historical documents, which we are excited to share with a wider audience across our platforms and publications.

Sophie Neuendorf: Are you planning a London show of Pfahler as well?
Simon Lee: Yes, we look forward to presenting a more comprehensive survey show next Spring in the London space.

Sophie Neuendorf: If you could juxtapose Pfahler with any two other artists who would you choose?
Simon Lee: Looking at our programme, I would say Angela Bulloch and Sarah Crowner. Pfahler, Bulloch, and Crowner’s practices all present similar investigations into colour, shape and space. There are spatial and architectural elements in all their works. Crowner embraces the idea of painting as object and her works embody the experience of architecture and space both within themselves and their display, especially her tile works that echo Pfahler’s experiments with environments and art, and which embrace the spectator. Bulloch’s work also engages with architecture, colour, and mathematics, her stylised geometry recourse some aspects of Pfahler’s hard-edge sensibility.

Sophie Neuendorf: Richter, Uecker, Mack, Pfahler… Germany is known for producing a plethora of important and popular artists. How do you feel the German market will develop over the near future?
Simon Lee: The German market is constantly evolving. It’s a large nation with many talented artists and many young artists that are gaining a lot of attention. There’s a great tradition of German modern and contemporary art which has transcended national boundaries so I’m sure the market will reflect this. The art market has become truly global, reinforced by digital communication but there are certainly many talented German artists playing a role at the forefront of this market.

Read more: Maryam Eisler’s Spectacular New Photography Exhibition Opens At Linley In London

Sophie Neuendorf: NFTs are all the rage right now. Will you enter the market?
Simon Lee: We’re certainly exploring the opportunities that exist in this sector and market. There seems to be a growing recognition of the fact that NFTs will be a feature of an emerging mainstream market.

Sophie Neuendorf: How do you choose the artists you represent? Is it a gut feeling or more analytical?
Simon Lee: It’s neither one nor the other but a combination of many factors that play a role in selecting our artists. Certain people carry more weight than others with their recommendations but, it’s most important to consider the overall gallery programme and the connection to our other artists. I look at both our established artists and emerging artists to see how their practices and works link together. It’s interesting to me to observe this in artists that are at different points of their career.

Sophie Neuendorf: If you could have dinner with any 3 artists, living or dead, who would you choose and why?
Simon Lee: I’ve dined with many great living artists and sadly some dead ones as well, but of those who I’ve never met and are no longer with us, I would say Leonardo, Michelangelo, and Titian as I love Italian food. Other scenarios would have to include Rothko, de Kooning, and Pollock or Cézanne, Monet, and Kandinsky.

“Georg Karl Pfahler” runs until 8 January 2022 at Simon Lee Hong Kong.

Sophie Neuendorf is Vice President at artnet. Find out more: artnet.com