The iconic colourful terraces overlooking the pool at the Byblos Hotel

Antoine Chevanne is the owner of the legendary Byblos Hotel in St Tropez. Opening in 1967, the hotel is known for its exceptional service, hosting many of the greatest celebrities in the world and for having the most exclusive location in the area. Here Chevanne speaks to Candice Tucker about how the hotel has kept its status and its future plans to keep it’s  iconic reputation as the ‘it place’ to stay in St Tropez

Antoine Chevanne

LUX: Has there been a consistent theme running throughout the ownership of the Byblos?
Antoine Chevanne: We continue to honour the same values and high standards that were originally instilled by my great grandfather, Sylvain Floirat. The impeccable service is our main consistent theme that has been running through our hotel for the past four generations alongside an incredible sense of loyalty and sincerity. Those values are shared by the staff, some of whom have been at the hotel for over thirty years now. From the beginning, we have wanted to preserve a comforting “family” element so that our guests feel at home, whilst still in tune with what is expected from a “Palace” hotel. With an unrivalled sense of hospitality and an unequalled attention to detail, Hotel Byblos highlights the very best in terms of French “art de vivre”.

LUX: How have the type of guests, staying at the Byblos, changed over the decades?
AC: We pride ourselves in offering a sense of warmth in our service which guests appreciate, and ultimately this is a big reason why we have such a high number of returning guests every year. Over the years, we have seen generations of guests coming back for our ultra-personalised service, with guests who came when they were younger, bringing their children and now their grandchildren. Same goes with our employees. Our guests love seeing them again every year. This is part of the “homely” and “family” feel I mentioned before. That’s partly what makes this hotel so special. And just like our guests, the hotel continuously evolves whilst still finding ways to cater to all generations.

The entrance to the Byblos Hotel

LUX: How have guest demands changed since the hotel was founded by your great grandfather/
AC: My family has owned the Byblos since the beginning (1967), so we are uniquely placed to see how guests demands have changed over the years. Our guests’ lifestyle has changed exponentially in the last 50 years, with people wanting more flexibility when they come on holiday. This has been reflected in our services – such as longer opening times for breakfast so that guests still retain some freedom and don’t have strict timings imposed on them. We also have a large variety of food offerings (such as French gastronomy, Italian cuisine, tapas or even by the beach with Byblos Beach) so that guests have a wider selection to choose from. Having choices is a true luxury. When guests come to a Palace like the Byblos, they do not want to be constraint – in fact our hotel adapts to their lifestyle.

LUX: What makes the Byblos, the standout hotel in St Tropez?
AC: One of the key aspects that makes Hotel Byblos stand out is its unique heritage. Over the years, the hotel has remained far-removed from the flashy, ostentatious luxury of the grand hotels of the Riviera and continues to offer an oasis in St-Tropez for guests to escape to and relax under the ever-watchful eye of our attentive staff. It is a village within a village which offers high levels of gastronomy in an intimate and relaxed atmosphere while still keeping that sense of luxury intact. Our employees demonstrate daily their exceptional professional know-how, dedication and high-quality service to each and every guest while creating an atmosphere of pure contentment.

Another of our key standout aspects is the location of the hotel, right in the centre of St Tropez and just a stone’s throw away from La Place des Lices and the port.

The Two bedroom Suite at the Byblos overlooking the hills of St Tropez

LUX: What has been your fondest memory of the hotel?
AC: There have been so many good memories that it is difficult to choose just one. The one that comes to the top of my mind is probably the extreme satisfaction of having been one of the first hotel’s on the Côte d’Azur to have received five stars in 2010 followed by the “Palace” recognition in 2012. It’s a huge reward to the whole team who have worked so hard over the years to make the hotel what it is today. This achievement is even more rewarding when you remember that we are independent hoteliers and we do not belong to any big international group. To put it simply, we are a French family who – with a great team – managed to build the Byblos’ status over the years.

On a more personal note, I cherish a lot of memories based on some of the unique encounters I have had over the years: from Lionel Richie to Bruce Willis, as well as Naomi Campbell and Quincy Jones. We’ve also had incredible concerts by the pool such as Joe Cocker, Roger Hodson from Supertramp and Niles Rogers.

Restaurant Arcadia

LUX: What has been the most surprising aspect of running the hotel?
AC: The most surprising aspect of running a hotel is discovering the true nature of mankind: this encompasses both good and bad surprises though. You learn a lot about yourself at the same time. You have to learn to stay in your lane, to not be judgemental no matter what happens and find a solution. When you’re in charge of a hotel as unique as the Byblos, nothing can prepare you to live such an experience. Why? Because our clientele is different. They have seen everything, experienced everything, and they want more novelty. This means that we are constantly reinventing ourselves whilst still remaining true to our DNA. This is why I often tell people that if they have worked at least two years at the Byblos, they can easily work anywhere in the world.

St Tropez

LUX: Why has St Tropez retained its special reputation as one of the leading summer destinations?
AC: There’s so much to discover in Provence, especially in St Tropez. We are surrounded by beautiful landscapes, views, forests, lakes and coasts. St Tropez also has a great connection with art, culture and traditions qualities that are equally reflected in the hotel. It has retained over the years an authentic character thanks to its origins as a fishing village while keeping a charming aesthetic thanks to the old, winding streets and daily Provencal markets. Many artists during the 19th and 20th century came to St-Tropez to find inspiration and contributed to the growth and popularity of the destination. The well-known summer parties are also one of the many reasons St-Tropez has a reputation as a leading summer destination. However St Tropez managed to combine this with exceptional service and a large variety of diverse dining concepts which sets it apart from other summer destinations like Mykonos or Ibiza.

St-Tropez merges the old with the new, authenticity with glamour, and offers something for every generation.

The Missoni Suite

LUX: Where is your favourite secret place to visit in the Côte d’Azur?
AC: I don’t wish to reveal too much about my favourite place as it wouldn’t be a secret anymore!  There is however a little cove along the Côte d’Azur, close to St Tropez which is beautiful when the sun rises…

LUX: What do you think will be the next big trend in the hospitality industry?
AC: The next trend is something I’ve been working on for years which can now be revealed. We live in a world that is constantly connected, where we are travelling and performing at a high level. Having time for oneself has become a luxury. Being able to reconnect with oneself and with others is what will guide our industry in the future. We have just started on this journey with the new version of the Sisley Spa.

The Lebanese room in the new Sisley spa

LUX: How does the Byblos meet the increasing demand for environmental responsibility?
AC: Hotel Byblos, alongside all Groupe Floirat properties, is part of an eco-friendly movement that respects the surrounding environment of each hotel. We are wholly committed to a programme of sustainable development and over the last year have implemented a sustainable development charter. The charter is founded upon five key commitments with the goal to reduce all three hotel’s environmental impact in various means. These commitments comprise of: waste and used product management, integrated water resources management, optimum energy consumption, socially oriented initiatives and the enhancement of local economy.

With our Executive Chef Nicola Canuti, we also worked on increasing our sustainable offering in our kitchen and through our food. Chef Canuti is passionate about Mediterranean food and aims to offer our guests local and highly qualitative products that he cares about. To hold to his promise, the hotel features a 300sqm vegetable garden that offers the best of Mediterranean fruits, vegetables and aromatic herbs. We also produce our own honey, served at breakfast from our very own beehives.

Byblos Beach

Our environmental responsibility is also to protect the natural beauty of St Tropez and its region. With our beach, Byblos Beach Ramatuelle, we worked on ensuring as little impact as possible was made on the coastline in an effort to preserve our environment. The Byblos Beach Ramatuelle has a strict “no plastic” policy and the entire structure can be dismantled at will, being made of 100% wood, meaning the beach can regenerate during the winter months.. Water and electricity consumption is eco-oriented.

LUX: If you could give one piece of advice to a prospective hotelier what would it be?
AC: To know your guests, what they want and anticipate their needs. This is ‘key’ in producing and offering the best product!

LUX: Why do you think your regular clients return again and again?
AC: We believe that luxury means being able to provide our guests with a level of convenience and attention to detail that enables them to find the time they need for themselves. Through our service and staff, we offer exclusive guest experiences that reflect the spirit of Groupe Floirat and its legacy.

Find out more: byblos.com

Chef Elena Arzak

Award-winning Basque chef Elena Arzak is the latest in a long line of chefs from the same family. Working in the same eponymous restaurant that her great-grandparents began as a tavern in San Sebastián, she creates innovative yet traditional dishes alongside her father, Juan Mari Arzak, who pioneered the New Basque cuisine in the 1970s

LUX: Tell us about your restaurant’s history.
Elena Arzak: The restaurant has existed since 1897, and I am a fourth generation chef. The restaurant has been in the same building in San Sebastián. When I was a little girl, I lived next to the restaurant, and I used to come round a lot during the summer holidays to visit my grandmother who was a chef, and my mother who also worked here. And to be with my father, who I have now worked with for 25 years.

Follow LUX on Instagram: luxthemagazine

LUX: You travelled a lot. Has your cooking been inspired by any particular place?
EA: I’ve always maintained my family’s philosophy that travelling is a constant source of new ideas. You can get so many ideas in a small neighbouring village, as well as abroad. I like to visit other cultures because the food and ingredients that for them are familiar, for us they are new. And Basque cuisine has a code of flavours. I can pick up ideas and adapt them to my own code of flavours.

Elena Arzak’s ‘vacuno selado’, a salt beef dish

LUX: Is it correct that your father started the New Basque cuisine?
EA: Well, he started serving nouvelle cuisine in 1976 in Madrid. The Gourmet Review organised a round table where they invited young chefs from Spain and the French chefs Paul Bocuse and Raymond Oliver. My father and his colleague from the three-star restaurant Akelarre in San Sebastián were so impressed with what they heard that they came back to the Basque Country and started a cuisine revolution with a group of chefs. They corrected Basque recipes that were overcooked or made with poor ingredients. They started to introduce new flavours like exotic fruits and ones that were not Basque. And they wanted to get closer to the people in San Sebastián, who love to eat – they went round small villages speaking and giving cooking demonstrations, and sometimes they introduced special prices in the restaurants so that ordinary people could come.

LUX: Do you feel that you have a duty to encourage women?
EA: In Basque culture, women are very strong. When I was growing up, my grandmother was a chef, my mother worked in the restaurant and three quarters of the staff were women. I grew up thinking that this was normal. When I went abroad and I saw I was the only woman in a team of 40, I thought, what happened? Perhaps if I’d been born in another part of the world, I wouldn’t be talking with you now.

The restaurant building in San Sebastián

LUX: Has the core philosophy of Arzak changed much over the years?
EA: Yes. In the beginning, it was a popular traditional restaurant, a tavern. They served wine, Basque cider and a little bit of Basque food. Then my grandmother changed that style to modern Basque while always thinking of local traditions and flavours. We always like to be up to date – we don’t cook like we did 10 years ago, and we won’t cook the same in 10 years.

LUX: What trends do you see emerging in the next 20 years?
EA: Everybody wants to be eco-social and to be helping producers. For me, the future is going to be about a cuisine that looks simple but is not. There are trends in cuisine – before, we wanted “Wow”, “It’s spectacular”, we needed lights, and now it’s going to be calmer but very interesting.

LUX: How has the rise of sustainability affected you?
EA: Well, here we are very lucky because in San Sebastián there are many farmers who live nearby. But we don’t have curry in the Basque area, or Himalayan salt, and I like to use things like that, so what can I do? Spices have always been traded around the world. But for me, the most important thing is to support the local suppliers.

The dessert call ‘Enigma’

LUX: How has the pandemic affected your creativity in the kitchen?
EA: It affected our way of thinking, sleeping, behaving; everybody was in shock. I was so frightened, and if you are frightened you cannot create. But I said to myself that I am a chef and creating is what really makes me relax, so I will create, because it’s the one thing that is mine. I got a lot of positive ideas during this pandemic. My children like to drink infusions so I drank rooibos tea with vanilla with them, and now I want to do an ice cream.

Read more: Chef Ángel León: Ocean Sustainability Supremo

LUX: Which is your favourite of the dishes you’ve made?
EA: I remember the first plate I presented to my father. It was a tuna salad with strings of vegetables. I was 19 years old. For me it was a challenge and I was so nervous, and when he accepted my plate, that for me was the beginning of everything.

The restaurant’s dining room

LUX: Is there a favourite dish you have by another chef?
EA: The last plate that has really impressed me was by chef Andoni Luis Aduriz at his restaurant Mugaritz. He let me taste a dish called ‘How Long a Kiss Lasts?’ It’s a tongue of ice with sea-urchin cream at the tip.

LUX: Arzak has a strong family dynamic. What has that added to the restaurant?
EA: It has added personality and identity, and people know us. And there is, of course, a super team. Some of the staff worked with my grandmother – imagine that! Being a family business is a plus.

Find out more: www.arzak.es

This article appears in the Summer 2022 issue of LUX

Simon Hodges. Photograph by Matt Porteous

In last month’s column, life coach Simon Hodges explained how and why problems arise in familial relationships. Here, he shares his top tips for breaking free from a competitive mindset and reactionary behavioural patterns

From an early age we are taught to live in scarcity. We learn that the world is made up of limited resources and that we are in constant competition for them. We talk in ‘not-enough’s, and think in terms of wins and losses.

Many of the families I work with are built on this model. They are driven by fear – fear of loss, and of losing – which often leads to huge financial success achieved through the relentless exertion of control. But when the world you have built is founded on fear, you end up believing that control is the only thing that can stop you from getting hurt. And if the stakes are so high, why would you ever delegate and willingly allow uncertainty into your life?

Follow LUX on Instagram: luxthemagazine

Time and again I see how this competitive mindset ultimately erodes trust. It is a vicious cycle which leads to parents feeling isolated, believing that no one can understand the weight of their responsibility. This, in turn, can leave children feeling unwanted and unneeded. In the ‘I win, you lose’ culture, it turns out that everyone feels like they are losing!

With this lack of trust and destructive sense of competition, families learn to live off a pattern of reactionary behaviour. The smallest criticism and briefest remarks are often met with machine-gun fire (over)reactions. We go from nought to sixty in a matter of milliseconds. We assume we are being judged and fall back into a habit of confrontation and conflict, often without even meaning to or knowing why.

So, how can we step out of these unwanted patterns of behaviour?

Photograph by Matt Porteous

The Journey

Changing deep-seated patterns is one of the most difficult things we can (try to) do, and it is where I focus a lot of my time and energy in helping the families I work with. In many ways it is like recovering from an addiction. It is extremely tough (even brutal) at the start, messy and confusing in the middle, but incredibly rewarding in the end.

The first step is to accept that all change begins with awareness. Understanding what the behaviour is, and coming to terms with the damage it has done and will continue to do to yourself and those around you, is essential in establishing the ‘why’ behind your desire to change. It is also a key stage in realising that although you are part of a family, only you can be responsible for changing your behaviour.

Read more: Simon Hodges discusses why we act the worst with those we love the most

In truth, the reality of changing habits is that most people won’t. Willpower alone can’t get you through. You have to make making a change a priority, keep an open mind alongside a willingness to try almost anything, and have people who can hold you accountable along the way (this is where a coach can be indispensable!). To help you out, here is a small selection of my top tools for interrupting unwanted behaviours.

‘Mind the Gap’

In every family there are points of conflict which seem to recur and repeat like a broken record. The same arguments eagerly pop up and our reactions become more and more automatic and involuntary the longer this goes on, and eventually, we lose ourselves to our unconscious behaviour.

Before you bundle onto a runaway train of outrage and confrontation: ‘mind the gap.’ Take ten to twenty seconds to pause, breathe and do nothing. Give yourself the space to interrupt this old pattern and ask yourself a better question – i.e. ‘How would the most loving version of myself behave right now?’

I often ask my clients and their families to come up with a familiar code word which anyone can use at any time to press pause on an argument (using your dog’s name works wonders here…!) and take stock.

Photograph by Matt Porteous

Laugh at Yourself

‘The man who trips is the last to laugh at his own fall, unless he happens to be a philosopher.’ – Baudelaire⁠

We spend so much time in our heads and our own busy little worlds that reality begins to distort our own version of the way things work.⁠ Learning to laugh at yourself is the fastest way to step out of your ego and the destructive behaviours which feed off it.

Read more: Entrepreneur Wendy Yu on creativity & charity

Self-deprecation and laughing at your own foibles and falls make even the most embarrassing and excruciating failures seem inconsequential. It diffuses tension; it pulls the rug from under the ‘serious’ and allows you to distance yourself from your reactive ‘self’. Laughter lets you step out of your old stories and see them for what they truly are. It also brings joy, and this joy brings families together – it lets us cross from fear to love.

Words, words, words

I’ll get the cliché out of the way first: if your friends spoke to you the way you speak to yourself, how long would they be your friends for?

The language you use to describe the world you live in is true from the moment you use it.

Language alters the way you see things and how you interact with those closest to you. You can convince yourself of anything with the right words, and you can change your behaviour if you slowly begin to change the way you describe your life and the people around you. What words make up your internal monologue? Are they keeping you small and making space for fear, or are they empowering you to move away from old beliefs and behaviours?

The Nub of It

Scarcity seeps into everything once you let it in. It is a world view built on the fear of missing out, of losing and being lost, and it keeps us small in every way. Scarcity happily offers up control as the solution to all anxiety, and then it prescribes confrontation and conflict as the most direct route to a feeling of superiority and self-worth. In a culture or family grown on the assumption of lack, scarcity wins all.

But if we step out of old, competitive patterns of behaviour and break free from a reactionary approach to our relationships, we can stop fear in its tracks, we can pass from scarcity to abundance, and in an abundant world, trite though it may sound, everyone wins.

Find out more about Simon Hodges’ work: simonhodges.com; @simonhodgescoaching

Life coach Simon Hodges with his family. Photograph by Matt Porteous

Life coach Simon Hodges has transformed the lives of royalty, entrepreneurs, billionaires and their families. In the first of his new monthly column for LUX, Simon discusses how and why problems arise in familial relationships

Wealth is a magnifying glass – under its focus, problems seem larger and the fall from grace far further. In this way, money accumulates fear – just as it brings comfort and security, it also raises the stakes and expectations for everyone in a family.

Follow LUX on Instagram: luxthemagazine

Having worked with some of the world’s wealthiest families, I have seen how this fear can become all-encompassing, insidiously eroding the foundations of a healthy family dynamic. If left too late, suppressed ill-feeling and latent passive aggression almost always lead to conflict.

So, with this in mind – and given the surprising amount of time we are having to spend with our relatives of late! – I thought I would share how and why families fall apart and (in my next column) the steps you can take to prevent this.

Simon Hodges. Photograph by Matt Porteous

Where does it all go wrong?

‘Home is where you are loved the most and act the worst’

We reluctantly know and accept that we behave our worst in our closest relationships, the question is: why?

Assumptions

Each and every one of us is a teeming mass of assumptions. We suppose, surmise, infer and predict all the time, partly out of necessity, but primarily because of our beliefs (more on this later!). Within our families, we consistently assume that we know:

• what the other person is thinking
• how someone is going to react to a specific situation
• how things should be
• what’s right and wrong

And yet, the reality is that we don’t actually know ‘The Truth’ in our relationships; how are we supposed to, if we can never really understand what the other person is feeling and thinking?

When we make assumptions, we aren’t just deceiving ourselves based on our own predispositions and beliefs, we are also limiting our ability to remain open and loving to those around us.

In this way, embedded in every assumption is a veiled judgement. This judgement stifles love and authenticity and tears families apart from within.

Read more: Activist José Soares dos Santos on environmental responsibility

Wanting to change each other

This is a big one and one of the most destructive behaviours I see come up again and again.

Although families are ostensibly a single unit, they are always made up of individuals with their own unique skillsets and viewpoints. But all too often, these differences are seen as obstructive and unwanted complications. Parents want to iron them out, grandparents see them as a threat, and children learn to smother their real identities for the sake of everyone else.

When these differences can’t be dealt with – how are you actually meant to change someone’s nature? – it becomes a constant source of shame for the parents. They believe that not bringing up a child who is identical to them in every way is a sign of some parental failure.

And so, over time, families become locked in a self-sabotaging pattern of ‘I win, you lose’ behaviour. A cycle of blame and shame takes root when those who are different feel ostracised, and those who can’t ‘sort out’ these differences feel powerless.

Photograph by Matt Porteous

Labelling family members

Think about the members of your family for a moment and come up with some labels that you have for each other. Do the following resonate?

• the black sheep
• the prodigal child
• the anxious one
• the emotional one
• the difficult one
• the prima donna
• the control freak

Just like assumptions, labels can quickly pass from opinion to fact; a passing remark can stay stuck for a lifetime and feed into a burgeoning narrative of ‘us and them’. But in reality, these ‘facts’ almost always grow out of fear. Labels, like judgements, are without fail more a reflection of our own insecurities than the person we’re labelling.

Think about the different ways you typecast and characterise your relatives and how this reflects your own beliefs and fears. Are you jealous of the black sheep’s freedom? Do you envy the attention the prima donna receives?

Read more: OceanX founders Ray & Mark Dalio on ocean awareness

We love to push each other’s buttons

In some families, the need to push each other’s buttons is relished as if it is a sport. The competitive urge to provoke a reaction and test the limits of those we know best chips away at any harmony and goodwill that might exist.

The lugging baggage and dense experience which accumulates around all families eventually explodes under this compiled pressure and the default reaction is always one of fear – fight, flight or freeze. We either challenge, flee or shut down, but no matter the response, it never brings a family closer together.

The heart of the matter

We all want to be loved, worthy and enough. Yet throughout our childhoods we pick up limiting beliefs which convince us that love and worth and abundance are conditional:

I will only be loved when I….
I will only be enough when I…
I will only be worthy when I…

These beliefs are deep-rooted and drive incredible amounts of our behaviour. They are also the primary force holding back a family from longevity and genuine connection.

Thriving as a family, as a cohesive and loving unit, can seem like an ever-developing enigma. As parents age and children have children and grandparents pass on legacies, there are always new issues arising.

Over the last decades I have seen countless families fall apart and come together again. At the heart of every success story was a personal commitment from every member to let go of judgement, to renounce the labels and destructive assumptions, and lead with love rather than fear.

Find out more about Simon Hodges’ work: simonhodges.com; @simonhodgescoaching

One of the panel discussions at the YPO Edge global leadership conference in Singapore in 2018, an annual event that brings together nearly 3,000 business leaders

The YPO may just be the most influential organisation in the world that most people haven’t heard of. An association of major business owners and chief executives spanning Asia, the US, Europe, Africa, South America, Australasia and the former Soviet Union, it is part high-end networking forum, part extended family. It is notoriously difficult to join, and those who are in say its discussion groups, events and networks have transformed their business and, sometimes, their personal lives. LUX Editor-in-Chief Darius Sanai hears some insights from YPO members in Asia

Joelle Goudsmit

Joelle Goudsmit, CEO of Dimension-all Group, Philippines

YPO member since June 2012

LUX: How did you first come across the YPO in the context of your business?
Joelle Goudsmit: I took over the family company when I was 24, because my mother passed away quite suddenly. I had a liberal arts degree that I enjoyed but it did not really prepare me for working in construction and scaffolding, the family business in the Philippines. A degree in economics and Japanese literature does not prepare you for negotiating with contractors.

I was talking to someone in Hong Kong, who asked whether I’ve ever heard of this group called YPO and said that I really should join. I was a bit suspicious, as she was a random
person in my yoga class, so I answered that I was a bit overwhelmed just then and that I didn’t have room for anything else. Then YPO came up in a business context with several other people across Asia. So, I joined when I was 30, when there was critical mass with lots of people who were around my age, and it was wonderful.

Follow LUX on Instagram: the.official.lux.magazine

Leading a company is really quite lonely. You don’t necessarily have peers at work, you have colleagues who work for you. That’s a very different dynamic. When you work in a family business, there can be complications because the work tends to come home and your family then becomes stakeholders first, not necessarily family.

Your YPO forum does not have a vested interest in your business, they just listen, they are peers, and tend to be willing to share. Looking across the organisation, the common denominator is that the people come in with a willingness and a desire to constantly learn throughout their lives. I personally think that it doesn’t matter how challenging work gets, there is a point at which one gets a little stupid doing the same thing over and over. It’s much better t go to a YPO event to unplug, get inspired, and get new energy in order to bring that drive and inspiration back to work, and to maybe look at problems in a different way.

LUX: When you joined, did being a member help your business in specific ways?
Joelle Goudsmit: Yes, I have a number of examples of where I received unbelievable business support. When I purchased my first company, I was trying to find out about the business as quickly as possible. I decided I’d be doing business development straight away, not to be the CEO, just to go out, meet with potential clients and see whether the business was truly viable.

YPO has chapters and networks. The networks deal with your current interests , whether they be business or personal/social. I joined the deal network, I was quite active with them, and they organised these sessions around the world where you went in and met with a group. You were open about what your company needed at this point and whoever was in the room would volunteer leads for you or they could suggest someone they know or a chapter mate or someone in your realm. I remember I was in Dubai at that point and was looking for potential strategic partners. I put my need out to the table and really wasn’t expecting anything. Someone at the table goes, “come speak to me at work tomorrow”. They became my first client I acquired on my own for the company, and it was a wonderful “Phew! This company is viable” moment. It gave me a lot of confidence and hope for that company. That came out of YPO and has repeated a lot of times ever since.

I recently had breakfast yesterday with someone I met through YPO. Previously, he had a work colleague he had sent to the Philippines who needed emergency medical care. He didn’t know what to do, so he had sent a message out to the network. We responded and we were able to make a phone call to someone who owned a hospital close to where the man was, and was able to get him the right care.

So, at breakfast recently, he mentioned he was going to Kazakhstan, and I mentioned I’d like to explore potential business opportunities in Kazakhstan. So, he is phoning people to make introductions. You never know where these will lead, but it saves you having to go into a country that is very foreign, where you don’t know anyone. It’s a huge deal.

Delegates at the YPO Edge conference in Singapore, 2018

Jennifer Liu

Jennifer Liu, Hong Kong-based owner of The Coffee Academics and founder of HABITŪ, Asia

YPO member since May 2017

LUX: Why did you join the YPO?
Jennifer Liu: When your entrepreneurial businesses reach a certain international scale, the YPO makes great sense, in terms of forming an alliance with other business friends and understanding the business environment.

I have not been a member for long, and I am getting active; for example, there is a very interesting event where YPO members in Hong Kong and the region visit the Greater Bay Area of China [the region connecting Hong Kong with mainland cities such as Shenzhen and Guangzhou]. YPO has a very selective process for its members. The calibre and the sophisticated mindsets of the people set it apart. I believe there are fewer than 100 members in Hong Kong. I went through three interviews.

LUX: What kind of questions were you asked?
Jennifer Liu: They want to know if you really are the person who makes all the important decisions in your company. Whether you’re an entrepreneur or a top manager. And whether or not you can impact your company and the city or the world, one way or another both in the business world or the charities space.

Read more: Tips for a successful application to one of London’s most exclusive members’ clubs

LUX: You have been a member for less than two years ; how has it been?
Jennifer Liu: I love it. There are the very senior members who have seen it, done it, and they have all the words of wisdom. They have so much to share and for us, coming into this point in time where you’re no longer a young business person and you’re quite big, but you still have a lot to work on and to learn about, YPO has that resource of some of the best talents in town and also in the region or in the world, to openly and safely provide suggestions or networks. So, I think, in a way, when we come out and we say we are YPOers, it immediately means a certain standard, in terms of trust, respect and confidentiality. And in YPO, there is no specific hierarchy. Everyone is equal, and we all share . When it comes to confidentiality, it very clear what is level one, what is level two, and you feel very comfortable to share things you can’t even share with your family or your spouse or your co-workers.

LUX: In what way is it useful for your business?
Jennifer Liu: It’s very useful for me as person to have a safe environment to open up and to know people and to know what’s going on in Hong Kong or elsewhere in the world. It has a well-built system where we are not soliciting business between each other, but it’s a platform where we share useful and trusted information, both for business and personal matters.

Mathew Boylan

Matthew Boylan, President and CEO of Matador Systems, Singapore

YPO member since October 2010

LUX: How has YPO helped your business?
Matthew Boylan: YPO has done two incredible things . Number one, it is an amazing security blanket because for a company like mine the only way that we can survive is to be able to support clients in more than one location. Our clients need to work with one supplier for their entire IT support strategy whether that is in Singapore, Vietnam, Australia, Korea or Japan. That means we need to have operations in all of those countries, meaning we have to incorporate a legal entity in those countries, meaning we have to navigate the rules and regulations that apply to employing permanent staff in those countries.

Before I joined YPO, one of the experiences that we had when we wanted to set up an office and incorporate a legal entity in China, we started talking to corporate consultants in Singapore who provided that service. The frustrating thing was that we would receive a quote from one corporate consultant for US$30,000 to incorporate in Shanghai, we would receive another quote for US$300,000 for exactly the same service. You are going into a market that you don’t have much knowledge about or experience in, you have to put a certain amount of trust in third party suppliers, but it is very difficult if you have not been recommended to those third-party suppliers, you have to do your own diligence, your own research.

You completely bypass the entire process by being a YPO member. All you need to do is pick up the phone or send an email, in this case it was to a YPO member who is based in Shanghai, and ask, “Can you please provide me with a recommendation to a corporate consultant who you have done business with, who you can trust, who you know will be able to support our needs in Shanghai?”. You know straight away that you can trust whoever they recommend. No matter where you are doing business you know that through the YPO network you can receive trustworthy and credible recommendations to third parties you need to rely on.

Read more: Inside Bangladesh’s Rohingya refugee camps

Number two – and this is so important in today’s business world – YPO allows you to conduct business at hyper speed.

I have been able to leverage off Matador’s expertise and infrastructure and resources to incubate and accelerate a lot of other different businesses. So, if you are looking for a manufacturing partner in a certain market, you’re looking for a distribution partner in a certain market, again you can leverage off the YPO network to actually source those.

One of my new businesses for 2018 was releasing a new product into the Japan market, we needed to source a manufacturer either in China or Vietnam, and through the YPO network I was able to source potential manufacturing partners within 24 to 48 hours. The two business partners who I am working with are based in Tokyo, who are not in the YPO, they have been struggling with this for twelve months with no progress, and they just said, “Matt, how did you do this?” I said it was through YPO and they were fascinated. Basically, within a 48-hour period I was able to source a manufacturer in Vietnam and also a manufacturer in China and in both cases, they were recommendations from YPO members in those respected countries. So, you can really work at speed, which is critical.

A speaker at the YPO Edge conference in Singapore, 2018

Noni Purnomo

Noni Purnamo, President Director of Blue Bird Group Holding, Indonesia

YPO member since November 2003

LUX: You were one of the first female YPO members in your region.
Noni Purnamo: Yes, I was first introduced to YPO about 15 years ago by a good friend who is a very successful businesswoman, Shinta Kamdani. When I joined there about only like three female members in Indonesia, including her and myself.

LUX: How has the YPO helped you?
Noni Purnamo: YPO has help me grow all sides of my life. I went through the ups and downs of various challenges. When I was in my mid thirties I was faced with this challenge of how do you balance being a mother and being a business person at the same time. It was the busiest time of my business life, when you have the most energy and so many things to do, you have so many things to handle and yet you have to handle young children because that’s normally what happens when you’re in your early thirties . So, during those times I was really relying on the YPO network, YPO experiences and YPO learnings. I have really relied on the forum [where up to ten members get together and talk confidentially], I have been in the same forum for the almost 15 years now, and they know more about me than I do myself! They have been through all the ups and downs of my life and the good thing about sharing this in a forum is because of the forum’s rules – it’s strictly confidential and there is no judgement, you can only share.

That structure really helped. At one point I faced what was almost a depression, and I went to the YPO Life, which is a five- day course for members in Mumbai, and doing it I learned a lot about myself. It saved me from that depression.

I then initiated the mother/daughter retreat in Indonesia. YPO is one of the organisations where you can get help in all aspects of your life. Some organisations are purely commercial, some organisation are purely networking, with this you can have a family, you can grow with it. That’s what I have gained from YPO.

Dimitri Goutenmacher

Dimitri Gouten, CEO Asia, Buccellati

YPO member since 2012

LUX: Why did you join the YPO?
Dimitri Gouten: In my previous company [the luxury goods conglomerate Richemont], we were doing an entrepreneurship award with a similar organisation. Some members went on to join the YPO and they recommended it. For many reasons. The first reason being the networking; with the YPO you are not seven degrees of important people, you are one or two degrees because you can really access entrepreneurs, bankers, investors, in a very quick manner. And then once you join, you have a lot of expertise available to you, and there are events where there are presentations on different subjects, so it’s like a university . You can be talking about the US economy one afternoon, then the singularity another afternoon, and AI. There are many subjects that are discussed at a high level and that are very interesting for all the members.

There are also events related to family, also events with children, because the whole point is about learning something – so you can learn something with your children, or you can learn something with your spouse, there are different kinds of events that are organised to promote business, family and personal life. That’s the holistic approach that it offers.

Read more: Rosewood’s flagship hotel opens in Hong Kong

It’s a later stage the YPO forum comes, which is when you have this group of people that we gather every month to talk about personal, business and family subjects which are shared in an environment that’s 100% confidential, where you have trust with the different people. And the idea is really for everyone to really express themselves, share their emotions, share their values, and you know, tell you stories, memories that happened to them in a similar case to what’s happening to you or friends of theirs.

The idea is never to judge you, never to give you advice, but to just give you some relevant information that they see could help you make your own decisions. So, it’s not about “Oh you should do this, you should do that”, it’s really an open forum, where everybody can share and everybody can take the most out of what they want. It’s never about “Oh, I have this problem, what are the solutions?”, it’s “I have this problem, I’m going to do a small presentation to my forum mates, my forum brothers, and we will see and they all share”.

One of them can be in a family business, one of them can be an architect, one of them can be in the printing business, or finance.

LUX: It sounds like the forum is something that doesn’t really exist elsewhere?
Dimitri Gouten: Yes, and it’s true that you don’t really find it outside this forum because it’s ruled by confidentiality and trust, and the other aspect is the quality of the people, because the people who are also recruited join the YPO because of certain criteria that are fixed by the YPO itself.

LUX: And you found it useful in terms of business and personal support?
Dimitri Gouten: Very useful. As well as the forum, you also have all the rest of the YPO network, that you can also contact for certain things. For example, I can ask if there is anybody who has experience in importing jewellery into China? You will find somebody, and then you will have some sharing of information if the person wants . That’s the whole idea of the organisation, that you share with others and you benefit from that.

For example, a few years ago, we went to Taiwan with a member of my forum and we met other, different companies that belong to YPO and studied their business models . So, you mix that with excellent food on the trip, and it’s a very interesting experience. We also went to Japan at one time where we saw a company making electric cars. In Asia the YPO is very powerful, you can quickly touch some entrepreneurs, and most of the time we share because we know what YPO is and we are willing to share.

LUX: Is there a mechanism by which contact happens?
Dimitri Gouten: Yes, there is a website where you have access to all the members worldwide. It doesn’t accept solicitation, so it means a member can’t call me and say, “Do you want to buy this?” But they can send me a message and say “I’m in this type of business and I’m in Hong Kong next week, could we meet for a drink?” And you trust them, you know that they are in the same organisation and they also follow the same standards.

For more information visit: ypo.org

Panorama of summertime in St. Mortiz

A short blast in a vintage Ferrari from the crowds of the Côte d’Azur, the two most prestigious villages in the Alps offer glamour, sunshine, fine dining and more than enough space. Darius Sanai would go nowhere else in summer

Walking through the grand dining room of Le Restaurant at the Badrutt’s Palace, I felt two dozen pairs of eyes glance up at me. Our table, a good one, was a little beyond the centre of the room, meaning a decent double catwalk’s length stretched between the landing at the bottom of the staircase leading from the lobby hall, to the sanctuary of the table. The glances – Badrutt’s Palace clientèle is far too well brought up to stare – varied between the mildly interested and the appraising. The Palace has a claim to be the grandest legacy hotel of the Alps, the epitome of old money in St Moritz, the resort which personifies Europe’s inherited and regenerated wealth. Its regular guests wanted to know who was joining them.

After a couple of days, we got to know the Badrutt’s regulars, at their tables. The lady in the Chanel glasses, immaculate in white Dior trousers and a vintage Dior jacket, sitting and nursing her green tea and water, reading the Süddeutsche Zeitung. A ringer for Greta Garbo, she could have been one of a number of German movie stars from the sixties. The young couple with a little boy who conversed with them in French, English and Italian, seemingly at will, and who had befriended all the waiters. The jolly English family, extending from a baby via teenage girls on Instagram to a paterfamilias who looked like he had enjoyed as many bottles of First Growths as he had bought and sold enterprises. After three days, we started to feel at home.

Follow LUX on Instagram: the.official.lux.magazine

Badrutt’s is the hotel of St Moritz; if you want to get in to its New Year’s Eve gala dinner, you had better get in your time machine and ensure your great-great-grandmother marries a significant German count. We were there in summer, when it’s easier to book a room; in fact, the occupancy ratio was perfect, with enough people around to create a buzz, but enough space not to feel remotely crowded.

If Le Restaurant, with its etiquette and dress code, suggests the formal holiday experiences of the past, around 50m diagonally below it, cut into the rocks, is the holiday experience of today. A 25m pool, with picture windows facing the mountainsides across the valley and an extensive spa and wet area. The pool is bordered on one side by a 5m-high rock formation, which serves as diving board, waterfall and, underneath, a cave. Outside on the great lawn are swings, slides and a trampoline, all with a dramatic view.

The Hans Badrutt Suite

Our rooms had the same view, albeit from a slightly higher vantage point; creams and floral curtains, subtle wood panelling and mahogany furniture suggest the tastes of the European aristocracy who form the heart of the hotel’s clientèle.

One of the most charming, and certainly the most surprising, element of the hotel is a little chalet that sits on the hillside across the road from the main building. Chesa Veglia is an ancient chalet that now belongs to the hotel, housing three restaurants, including a casual-chic rustic pizzeria, where the super-rich can eat with their hands and pretend to be normal people. We sat at a table on a first floor balcony, watching informal St Moritz in action; one of our party was invited down to make pizzas with the chefs in the open kitchen. The pizzas, Napoli-style, were picture perfect.

Read next: CEO & President of Acqua di Parma Laura Burdese on the unique beauty of craftsmanship

Badrutt’s outdoor swimming pool

It would have been easy to chill out in Badrutt’s for five days, perhaps stepping outside for a little jewellery shopping, before sliding into the limo and slipping away across Europe. I get the idea a lot of people do; while it’s 1800m up in a high Alpine valley, unlike many villages in the Alps, St Mo is not exactly crawling with people who look like they clamber up rock faces for fun.

But the mountains either side of the broad, high, light Engadine valley are far too tempting for anyone with a little mountain blood in them to ignore. On the second day, we took a funicular train through a steep forest, emerging at an Art Deco-inspired hotel called Muottas Muragl. High on a ledge just above the tree line, the hotel’s restaurant terrace floated over the Engadine, with the valley’s lakes set as blue splashes against the deep meadows; and also over another valley branching out immediately below, which rose to a wall of high peaks thickly covered in snow and ice. In this surreal setting, on a warm, sunny summer’s day, we sat on the terrace, and chose from a short menu strong on local ingredients and with a dash of panache. Perhaps it was the clear mountain air which augmented the senses (although a lack of oxygen is supposed to suppress taste buds) but the beef tartar with cognac tasted more vivid, more limpid, than its famed counterpart at the Cipriani; and a ‘Pork steak gratinated with tomato and mountain cheese on red wine sauce with pappardelle and vegetables’ had clearly delineated flavours, unlike some mountain food. The Muottas Muragl terrace was as memorable as its name, and we lingered until the view started to fade in the late afternoon light, before staggering down the mountain through a forest.

The Alpina is built on a knoll just above the village of Gstaad, facing off against the Palace, on its neighbouring knoll.

Apart from St Moritz, Switzerland, the country where the world’s wealthy have stored their money and visited for sport for the past century or more, has a few mountain village destinations that are known to the high net worth A-list. Zermatt, Crans-Montana, Verbier, Wengen, Arosa; all have their bijou appeal, their private bank branches, and are witness to a parade of furs in winter. But perhaps nowhere epitomises what Henry James called “the happy few” (the reference was ironic, but is now not always used as such) as Gstaad. And if the Palace Hotel has been the embodiment of old money at play for more than a century, its new rival, The Alpina Gstaad, tries to take everything to a new high.

The Alpina is built on a knoll just above the village of Gstaad, facing off against the Palace, on its neighbouring knoll. For breakfast here, we were ushered through a room combining ancient Alpine timbers and contemporary art and colour, onto a granite-lined terrace next to a flowerbed and a few metres from an outdoor pool. Beyond the pool, a lawn and more flowers, and then an uninterrupted view across a broad valley to round, forested hillsides, with rocky peaks splashed with snow beyond.

It was August when we visited the Alpina. Gstaad is one of the lower Alpine resorts, at 1000m lying roughly halfway between the high-Alpine vibe of the likes of St Moritz or Courchevel, and sea level. The sunshine was hot, tempered only by a hint of glacial cool. It wasn’t a great leap to imagine the crowds on the Côte d’Azur and people leaping off yacht diving boards, a few hours’ drive in the Ferrari, to the south. But, unlike the Med, the terrace at the Alpina was both sun-splashed and tranquil. After breakfast we walked the few metres to the pool’s sun loungers and spent the day sipping Margaritas and occasionally taking a dip, being careful not to get burned in the (semi) mountain sun. We had a few other people for company, but it all felt as private as having your own villa.

In the evening, we strolled down to the village; there were no teeming hordes here, either. Just enough people, from families to retired residents and the occasional romantic couple; just enough vibe.

Gstaad may be a gentler location, but it is still very much in the Alps; on the next day we took a cable car to Wispile, at the top of the small mountain overlooking the village. From the terrace here there is a 360-degree vista, towards high, glacial peaks to the south; across spiky, meadow-lined foot-peaks to the east and west; and to the northernmost ridge of the Alps to the north, with a glimpse of the hazy lowlands of Switzerland beyond. We walked along a series of meadows, past forests and farmsteads, through herds of curious cattle, and were ourselves herded onto a rock by an Appenzell cattle dog, until its smiling farmer owner emerged from a barn to tell us she was harmless.

Read next: The world’s most exclusive polo tournament in Gstaad

A steep, zigzag path dropped down through a forest, so dark we only had snapshots of the precipitous fall beneath us; after almost disappearing through a muddy field, the path emerged again and led us to a hotel on the edge of a little village, Lauenen, where we had a refreshing beer and called a taxi to take us back to dinner in another picture-postcard village, Schoenried. This is on a little plateau above Gstaad, and at its gourmet restaurant, Azalée, we felt we had no choice but to try the Simmental beef – acclaimed throughout the Alps, and from the valley we were in. The Azalée, with its vista across the Gstaad valley, was a gentle, spiritual place to be as summer evening turned into night.

Switzerland is the home of haute-hotellerie; nowhere has a higher concentration of five star hotels in small towns and villages. These hotels have faced a challenge as a new generation of wealthy guests arrives, brought up on the casual chic of the likes of Ian Schrager’s creations and the Soho House group. How much do they bend to cater for the new guard? In some cases, new hotels have sprung up which feel a little out of place, Greenwich Village in the Alps. In the case of the Alpina, which was created in 2012 on the site of an old hotel of the same name, the balance is exemplary. The building feels local through its extensive use of timber rescued from abandoned Alpine buildings and huts, and through the local stone on display throughout. It feels contemporary through the openness of its internal architecture, its colour, light and the museum-quality art displayed throughout, courtesy of its owners. None of that would matter if the quality of offerings didn’t stack up.

Chalet style interiors of one of the bedrooms at the Alpina

Sommet, the main restaurant, has a Michelin star, the highest Gault-Millau rating in the area, and a wall sculpture composed entirely of cutlery, under which we were seated. Expecting fine but rich Alpine fare, we were surprised: then executive chef Marcus Lindner’s tasting menu is 100% vegetarian, with carnivores catered to on request (Lindner has since been replaced by Martin Göschel). Redolent of the aromas of Alpine meadows, the succession of dishes proved that meat is far from essential to a signature evening: as one example, the artichoke with truffles from Perigord, sweet chestnut and brussels sprout was as savoury and protein-balanced as you could hope. It would be hard to match such an experience – in such a refreshingly light ambience – let alone to do so in the same establishment.

Megu is the Alpina’s Japanese restaurant, bringing the flavours of Tokyo to the Swiss alps

Megu is a Japanese restaurant, overseen by chefs who have come over from the homeland expressly to create a slice of finest Tokyo in the Alpine hills. Toro tartare with ponzu sauce, fresh water shrimp and Oscietra caviar was a study in subtle contrasts. We developed a serious yearning for the crispy asparagus crumbed with Japanese rice crackers, chilli and lemon – more, please, every day. It’s fine dining with a slice of wit, and a thorough and reasonably priced Swiss wine list – pinot noirs from Malans, Cornalin from Valais, local white grapes from the edge of Lake Geneva, all wines you just can’t find outside Switzerland.

Megu–sleep–pool terrace–repeat. What’s not to love about August in the Alps?

Our thanks to the Switzerland Travel Centre for organising first-class transportation on Switzerland’s beautifully efficient train network: switzerlandtravelcentre.co.uk

badruttspalace.com, thealpinagstaad.ch

Model Will Chalker and his family star in the campaign for Acqua Di Parma’s newest fragrance, Colonia Pura

As famous for its striking yellow Art Deco packaging as its ‘colonias’, Acqua di Parma has developed over the years into a lifestyle brand that embodies the romance and artistry of Italian culture. Now under the leadership of new CEO & President, Laura Burdese the LVMH-owned brand is moving in new directions. Following the launch of Colonia Pura, the brand’s latest fragrance, LUX’s Digital Editor Millie Walton speaks to Burdese about the beauty of the Italian lifestyle, working with artisans and the future of luxury.

Acqua di Parma CEO & President Laura Burdese

LUX: All of Acqua di Parma’s products are handmade. How do you maintain a high-level of craftsmanship in the fast paced, technologically driven world?
Laura Burdese: I must admit that matching hand-crafted processes with an always faster time to market, while delivering outstanding products, is not easy at all, but this is our mission. We have some very clear convictions as a brand. We love things made slowly and by hand, so they develop a soul and we cherish the imperfect as the only true form of perfection. We admire the handcrafted, the slightly irregular, the almost perfect. As you may notice, labels on our products are not perfectly applied sometimes, this is because they are applied by hand. So are our iconic rounded hatboxes.

With this in mind, the high-level of craftsmanship resides in the ability to work closely with our artisans since the very inception of a product, controlling each phase of the process and not only the final outcome. I believe this is a very productive and stimulating way to manage the creative process, which let the essence of our products shine through.

Follow LUX on Instagram: the.official.lux.magazine

LUX: How does the city of Parma – the birthplace of the brand – continue to inform the company?
Laura Burdese: If you just have a walk in this beautiful Italian city, you can easily recognise that our iconic shade of sunny yellow resonates with the yellow façades of Parma’s historical buildings.

Elegance, beauty, harmony, mastery of craftsmanship: this is what you perceive in Parma and what the brand first experienced in this city, making its own from the very beginning in 1916. More than that, today Parma is a vibrant, lively Italian city, still a source of inspiration for us because here you can truly “smell” the warmth of the most authentic Italian way of life. And I believe that it’s the same spirit you can smell in all our fragrances.

Read next: Czech designer Jiri Kalfar’s bumble-bee collection at London Fashion Week

LUX: How do you see the luxury market developing over the next ten years?
Laura Burdese: It’s a very difficult question. Things are changing so fast nowadays that it’s already difficult to foresee what could happen in 1 or 2 years’ time, nothing is written in stone and 10 years is an eternity. However, I do believe that the luxury market will continue to grow, even if probably at a slower pace, therefore strategy will become paramount. Emerging battlegrounds will be e-business and data management, with the necessity to drive-up investments into luxury, bespoke and taylor made experiences and “lifestyle branding“.

LUX: Acqua di Parma supports many art forms and is culture partner of venues such as the Peggy Guggenheim Foundation in Venice. How do visual arts influence the brand?
Laura Burdese: Acqua di Parma has always supported the best of artistic creativity in all its expressions with publications, partnerships and events. As you properly mention, one particularly prestigious activity is our collaboration with Guggenheim Intrapresæ, a group of companies dedicated to sustaining the Peggy Guggenheim Collection.

We understand the importance of our cultural heritage and we keep considering it as a major source of inspiration in all our creations. In this respect, the values that Acqua di Parma espouses are perfectly reflected in Italian visual arts: the same adventurous spirit and the courage to set aside what is good in order to achieve the best. But also the ability to create styles that resonate with people, that communicate something new, something truthful, allowing the essence of things to shine through.

LUX: Your leather and home collections also promote hand-crafted products. Is it difficult to find traditional artisans nowadays?
Laura Burdese: Honestly, it’s pretty difficult. Making a creative process, such as the artisanal one, also effective and efficient is not simple, but this is how we work. This ambitious objective is possible only if you, as a brand, co-operate closely with your craftsman, motivating them, stimulating them and making them proud to work for you. And I believe this is what give our products such a shining soul.

Acqua di Parma’s latest fragrance, Colonia Pura

LUX: Do you have a favourite fragrance?
Laura Burdese: While I wear different Colonias, depending on the season, I prefer to wear Blu Mediterraneo Fico di Amalfi in summer. Usually I gravitate towards scents that are unisex or more masculine. Lately, I’m in love with Colonia Pura, our new fragrance, a light, modern interpretation of the iconic Acqua di Parma Colonia. True to Colonia, Pura opens with the brand’s signature citrus top notes of crisp bergamot, orange and petit grain. A heart of narcissus, jasmine and coriander, and base of cedar wood and patchouli give Colonia Pura a youthful energy.

Read next: Ruinart’s decadent art hub at Rosewood London

LUX: What’s next for Acqua di Parma?
Laura Burdese: We have always represented the most refined elements of the Italian way of life, but in an understated, discreet way. We are now leading the brand to the next level and keep developing this beautiful Italian story into a global success. Our new fragrance, Colonia Pura, opens a new chapter in the history of Acqua di Parma. Undeniably, Colonia Pura advertising campaign makes a turning point in the way we’ve always communicated. For the first time in our history, we presented an advertising campaign which features a man and his family.

We chose Will Chalker because we believe he embodies the spirit of the brand and conveys a strong yet modern and open masculinity. We were quite fortunate that Will’s family is in the campaign – his wife and young son add a lovely spirit of authenticity and warmth. The campaign images depict Will as a sincere and affectionate father and husband, values that are important in the Italian culture and resonate with the Acqua di Parma client.

As for the next launches, I cannot really reveal our new creations at the moment, but I can assure you they will express the Acqua di Parma personal signature and perfectly embody our brand equity. They will be scents of Italy and scents of life. The ultimate in sophistication: light and simple. Stay tuned.

LUX: How do you relax?
Laura Burdese: I do relax spending time with my kids and my husband. I know it might sound weird, but honestly I have a hectic life and quality time with them is just a gift. We do a lot of sport together, watch movies, talk, share experiences. It’s just about little things that make me feel complete and relaxed!

LUX: What’s the secret to Acqua di Parma’s success?
Laura Burdese: Acqua di Parma is so successful because it is much more than “just” a fragrance brand, it’s a way of life in its most sophisticated form. Our secret has always been moving forward into the future while keeping our DNA intact. We are very proud of our heritage, history and values but we never forget to keep an eye to the future and new generations. Our most important skill and what distinguishes us is the ability to bring style – specifically Italian style – into life.

acquadiparma.com

The historic main house at Stapleford Park

Stapleford Park is a historic manor house hotel set in stunning parkland two hours north of London. But it is much more than that: its clever structure means that it caters to families without being overwhelmed by them, and offers fine dining, indoor swimming, a spa, falconry – and it even has its own crèche and registered babysitters, as Serena Hamilton discovered.

The Library Bar

The Leicestershire countryside is beautiful and sometimes overlooked – for Londoners, it’s a county you drive through en route to the more famous sights of Yorkshire or Scotland. And unfairly so, I mused, as our car made our way through the stunning 500 acres of parkland surrounding Stapleford Park. Green, flush with mature trees, rolling, and entirely free of development, it seemed a place you could lose yourself in.

Our particular challenge was the children. We have young children, and as many parents know, they don’t always mix well with luxury hotels. Particularly the kind of place where others might go for romantic breaks; and every parent knows the drawback of checking into a stunning getaway with their children, only to find themselves doing exactly what they would have done back home.

Follow LUX on Instagram: the.official.lux.magazine

We needn’t have worried. Of course, we wanted to spend our weekend with the children, primarily, and it was glorious to see their faces as we tried out the falconry (they were particularly taken by the eagles and owls). Stapleford’s grounds seem endless, and we immersed ourselves in them.

Many of the state rooms originally belonged to the lords and ladies of the house with high ceilings and regal furnishings

The Midlands of England are privileged with many things, but a Mediterranean climate is not one of them, so it was fabulous to have a big, and uncrowded, indoor pool to swim and play in (and snooze by) on a rainy day. Some of the rooms are created to specific designs, like Osborne & Little or Nina Campbell; our room was relaxing as they come, with views over the trees, and a big marble bathroom.

Read next: Luxury hotel owner and serial entrepreneur, Andrew Brownsword on British innuendo 

The Old Kitchen restaurant

All of that would have amounted to a fun family weekend, but where Stapleford came into its own was with its Ofsted-registered crèche and in-house, staff babysitters. Many hotels take no responsibility for childcare, handing you the number of a local agency with a disclaimer. On both nights, were able to have an excellent dinner à deux in the two-AA-rosette restaurant – which is big on local sourcing, and tasted like eating the countryside – while the hotel’s own babysitter took care of the kids in the room. Chef Luke Holland told us he prides himself on using only the local producers and foraging for edible ingredients around the estate. The sweetcorn risotto with wild garlic, wood blewits and slow cooked onion was so good that I had it both nights. Another highlight was the duck egg “62oc” with spring peas, broad beans, coppa and pea sorbet.

The indoor swimming pool provides the perfect refuge on rainy days

Next to the pool is the spa, and the next day the children spent a couple of hours in the crèche – a real crèche, not a token kids’ club – while we had extremely invigorating spa treatments.

It is a rare country house hotel that would be just as idyllic for visitors with and without children – and Stapleford Park is just that.

staplefordpark.com

The business model proves how important close bonds are to achieving success

For family-run objet d’art purveyor and producer Lotus Arts de Vivre, it is all about relationships – and not just within the family. YUEN LIN KOH catches up with the von Buerens

Their sprawling family home, hidden in the high-rise jungle of Sukhumvit 23 district of Bangkok, has for decades been a sanctuary for travellers from near and far. Rolf von Bueren, now 73, a prominent industrialist who arrived in Thailand from Germany in 1962, and his wife Helen – also of the same age and of Thai and Scottish parentage, are the hospitable couple who lavished dinners and parties on friends visiting Thailand from around the world. Witnessing and interacting with a cosmopolitan mix of guests passing through their doors as young children, elder son Sri and younger son Niklas von Bueren – the second generation of the family – perhaps understand better than anyone else that the world, huge with different and divergent cultures, can also be very small.

After all, the von Buerens were as cosmopolitan as it gets for a family living in Thailand during the sixties. Despite being seen as foreigners, given their European blood, they embraced traditional Thai culture with fervent passion. Their home, sitting on grounds purchased by Helen’s family close to a century ago, is a vision of classicism. Nine hardwood houses with soaring peaked roofs and generous wooden decks rise from the verdant 1.5 acre plot, and are connected by a maze of wood and stone paths meandering across a garden lush with tropical flora. When locals were looking to shed that heritage while they were moving forward with times, Rolf embraced it as someone enthralled with this new culture he was experiencing. The Catholic later even converted to Buddhism. His passion for Thai culture – which is passed on to his children and distinctly showcased in Lotus Arts de Vivre pieces – makes the von Buerens perfect ambassadors of the graces of the Thai culture. Yet at the same time, they are also familiar with the fashions and aesthetics of the European culture.

Sri and Niklas’ cosmopolitan views and tastes were also nurtured through their many journeys around the region. “We were always travelling to Indonesia, India and other destinations all around the Asian region even before they were fashionable,” recalls Niklas, now 41 years of age. “Father of course, was the disciplinarian. But the most valuable thing he taught us was curiosity. He has a curious mind and is always interested in art and culture, and would constantly be making us learn and enjoy other cultures, be it trying new things, eating new foods, visiting temples… All that learning was quite boring when we were young, you know, but today we know that this curiosity is the root of all of Lotus Arts de Vivre’s new developments.”

This galuchat (stingray leather) elephant stool has a touch of silver sterling to make it shine

For the benefit of the uninitiated, Lotus Arts de Vivre – though with a history of just 30 years – is one of the most revered names in the niche jewellery business of producing one-off pieces. In fact, it is one of the largest producers of single-piece jewellery in the world. Their statement pieces, adorned by members of high society and royalty alike stretching from Palm Beach and New York to London and Cannes to Beijing and back to Bangkok, are sought after worldwide. Elizabeth Taylor, Gore Vidal and even Gianni Versace are just some personalities who have fallen under its spell.

Each unique piece is inspired by nature and crafted from a fantastical combination of wonderous materials – from humble coconut shell to innovations of gold-fused glass, from sparkling diamonds, rubies and emeralds to iridescent scarab wings. Sumptuously textured, riotously colourful, outrageously glamorous and exquisitely graceful, they are pieces not to be carelessly worn by all and sundry. With the pieces from Lotus Arts de Vivre, you have to carry it with all your personality, lest it outshines you.

They are also producers of fantastical homeware – ranging from gold-leaf and lacquer-lined ostrich egg containers and black onyx and silver toothpick holders in the form of a miniature porcupine, to stools clad in stingray skin and a magnificent mahogany eagle that took 17 artisans and more than a year to carve and cast with 99 pounds of sterling silver.

For all its sophistication, Lotus Arts de Vivre has amateurish beginnings. It was set up as a mother’s way of keeping herself busy when her children had left the country to study abroad. Though of course, the von Buerens didn’t just set up a shop at any place; they placed themselves strategically at what is now the Four Seasons Bangkok. It was 1983 and the hotel, then the Bangkok Peninsula, was the place for anybody who is anybody to see and be seen. “My father encouraged my mother to start the first shop through selling pieces that have been purveyed and collected through their travels. But my mother is not a businesswoman – if anything, she didn’t want to carry on with this!” reveals Niklas.

Abalone Shell Bowl – The sterling silver grasshopper features onyx stones for eyes

Even though he and his brother were sent to boarding school in the United Kingdom when they were about 10-years-old, it is clear that unbreakable bonds with the family have been fostered even in their tender ages. Without the slightest bit of pressure from their parents, both Sri and Niklas eventually joined the company, in their own time. Sri, now 45, went on to study gold and silversmithing after his studies in the United Kingdom. “It was after I returned that we started our own jewellery workship; it then slowly morphed into a retail business. It was really run very much as a hobby until about 10 years ago, but a lot of the philosophy still stands, in that it is inspired by travel around the region, by places such as China, India, Japan, Indonesia and of course, Thailand.”

Niklas himself went to business school and entered the banking industry upon graduation. Spending four years in the finance industry, he saw the family operation very differently. Where others saw exoticism, he saw Unique Selling Points. Joining the company in 1998, after the economic crisis, he made it his mission to market the brand globally in a time when Asian aesthetics were not widely appreciated.

Together, the brothers injected new vigour into the company and created a brand – a name known today for its inimitable style that applies delicate, time-honed traditional craftsmanship to bold, innovative designs from a distinctly young spirit.

Through exhibitions, events, dinners – each month sees an average of two events, one held in Bangkok and another internationally – and naturally, their personal connections, the von Buerens keep their global audience enthralled with their unique sense of style. It’s a work that sends the entire family to different parts of the world: as Niklas speaks to us from their home office in Bangkok, Sri is at Mozaic Beach Club, one of the two boutiques in Bali where their pieces are sold – and attending Jeremy Irons’ Indonesian screening of his environmental documentary, “Trashed”. In the meantime, Rolf and Helen are in Europe talking to a carpet purveyor for their other retail business, Theatre of Indulgence, before moving off to London for an exhibition with Couture Lab, an impossibly chic retailer of exquisite luxuries, founded by Carmen Busquets, previously a major investor and board member of Net-à-Porter.

Dragon Ring – A key symbol of Chinese mythology, this dragon features diamonds, citrine and pink tourmaline

But their work is not just about spreading the word. It is really all about the pieces they produce. “Over the last 30 years, we have probably created some 10,000 pieces,” shares Niklas. “We are in the midst of doing a large format coffee table book, and in the process have spoken about our favourite pieces – as it turns out, some of the pieces dearest to each of us are custom orders for our clients. These pieces are special to us because there is a sentimental story behind each commission, and each piece holds a profound meaning for them. To us, the profound meaning comes from the fact that these people have entrusted us to create this for them.

“Our pieces are predominantly one-offs, 50 to us is a big number. Each piece – even those that are not bespoke – has a story behind it.”

And it’s not just a story of the wearer that it tells. Working with Her Majesty Queen Sirikit’s SUPPORT Foundation, Lotus Arts de Vivre collaborates with silk embroiderers of Thailand. The von Buerens family also takes years to cultivate relationships with master craftsmen such as a Chinese cinnabar lacquer artist based in a place five hours outside of Beijing; maki-e painters in Noto, Japan; and even Indonesian ivory carvers, now preserving their skills through carving coconut shells. Each meticulously crafted piece is a many-fold story of traditional craftsmen from Asia, each lending his unique touch to the piece, and in turn, leaving a little piece of his own story in it.

Each piece also tells very much a story of the von Buerens – their taste for Old World charms, their rich globetrotting life, their all-embracing spirit, their sense of wonderment. Their principle of being true to themselves extends to beyond the immediate family, now expanded with Niklas and Sri becoming fathers themselves. This is because every patron, every craftsman and everyone from the team of over 200 is considered family. Niklas for one is quick to declare that theirs is not a closed operation limited by blood ties – kindred spirits who hold the same values are also welcome to join them in Lotus Arts de Vivre’s journey into the future.

“It is the network that we created over the 30 years which has opened us to business opportunities – it’s an interesting way to move forward. We never really plan to go into something, we just naturally go into it because our customers were looking for these services or products.”

And perhaps therein lies the beauty of keeping things in the family. The brand isn’t developed – it is nurtured; the company isn’t developed, it grows organically. Certainly there are challenges to working with family members – even staying under the same roof can be a trial for some of us – but for the von Buerens, the pros outweigh the cons. “And it allows me to spend more time with my kids!” beams the usually-stern Niklas. And that alone, for anybody who understands the joy of a family, is priceless.

lotusartsdevivre.com

Planning a holiday en famille? Kids and parents, know now that kids’ clubs are very 2013. Caroline Davies outlines eight proper children’s activities for the imaginative and adventurous

1. RUN OVER ROOFTOPS

The practical way to teach look before you leap. Sign your child up to learn parkour, the art of ‘overcoming’ obstacles, progressing from a frog leap to full blown urban exploring. You can tell your child it’s good exercise and great for their balance, but they’ll be doing it to look like Spider-man.

Where to do it: Baltimore, USA
Age range: 6-14 years
Top tip: The phrase bouncing off the walls might take on a new meaning.
urbanevo.com/kidsparkour

2. BUNGY JUMP

Fresh air, great views, a heartstopping plunge… Even the thought of watching your child jump from a great height, tied only to a piece of elastic, can cause sweaty palms. No longer the preserve of the gap year student, bungy jumps are available even before they hit the tweens in New Zealand.

Where to do it: New Zealand, find a good gorge
Age range: Certain bungy jumps are possible from 10+
Top tip: Buy the video. You might not want to watch it live.
bungy.co.nz

3. LEARN TAXIDERMY

Some children love animals. Some love gore. There’s something for everybody at a taxidermy class. Death Warmed Up specialises in anthropomorphic taxidermy: animals engaged in human activities. Starting with baby rats and progressing to the advanced stage of foxes, you may end up with an entire menagerie. Try to find an iPad app which teaches anatomy and creativity in the same hands-on way.

Where to do it: Death Warmed Up, Stockport
Age range: 9-17 years (under 16 needs adult permission)
Top tip: Don’t bring your own pet.
deathwarmedup.co.uk

4. RIDE AN OSTRICH

Camel rides are so 2010. To guarantee that your child comes back with the best holiday diary, let them ride an ostrich. For those of you who haven’t read National Geographic in a while, ostriches can’t fly, but they can sprint. Up to 43 miles an hour. Just watch out for their legs; a single swipe can kill a lion.

Where to do it: Cango Ostrich Farm in Oudtshoorn, not far from Cape Town, South Africa
Age range: 6+
Top tip: Don’t grab their neck. It’s their throat, not a joystick.
cangoostrich.co.za

5. SWIM WITH SHARKS

You’ve made the mistake of showing your 8-year-old ’Jaws’. Perhaps the only way to confront the fear you have instilled in your child is to face it head on. Deep Sea World in Scotland offers scuba diving with sand tiger sharks. Around 3 metres long with rows of ragged teeth, they look vicious but are known to be docile “unless bothered”.

Where to do it: Deep Sea World, Scotland
Age range: 8+
Top tip: Keep your hands inside the cage.
deepseaworld.com

6. DO A BOBSLEIGH RUN

One of the most risky of the Winter Olympic sports, groups of four squeeze into a fibreglass sleigh and set off on their steel runners down an icy track for over a kilometre, reaching up to 100km/h. A step up from sliding down the stairs on a cushion.

Where to do it: Innsbruck, Austria
Age range: 12+
Top tip: Hold on tight.
innsbruck.info/en

7. RECORD AN ALBUM

Is your child a mini Mariah or a budding Kanye? Set your small songbird’s sights high and rent out an entire studio for them to “find their sound”. Villa RockStar at Eden Rock has an inbuilt slick studio, Grammy award winning producers and the console used to record John Lennon’s ‘Imagine’ to tease out a hit. Beware; once you let your child near a mic, you’ve no idea where it might end.

Where to do it: Rock Star Villa, Eden Rock, St Barths, Caribbean
Age range: If they can hold a note…
Top tip: Think twice before putting it online. Remember Rebecca Black?
edenrockhotel.com

8. BECOME A HORSE WHISPERER

Life isn’t all about digging in your spurs and cracking the whip. Teach your child the art of equine deliberation. Horses are pretty picky about who they listen to; highly strung conversation causes them to panic, too quiet and they don’t consider you a leader. Lessons for life…

Where to do it: Monty Roberts, California
Age range: You can start learning a language at any age.
Top tip: Horses’ ears are their tell. Not all lessons translate to the boardroom.
montyroberts.com