Looking back at your business over the years – whether in hospitality, tourism or luxury retail – what do you think has changed the most?

In the end, everything is connected. Hospitality, retail, travel, lifestyle – it all interrelates far more than people realise. The last few years have been very turbulent and have transformed practically everything: the way people travel, the composition of clientele and what customers expect. In the luxury segment, I see a very clear polarisation of the market today. For me, there are essentially only two worlds left – genuine luxury and the mainstream. The gap between them has widened considerably.

You mentioned that a fundamental shift came in recent years. Was the pandemic the turning point – when not only retail, but also the hotel business and tourism in Prague began to change?

I think so. Covid was one of the principal turning points. Then came the war in Ukraine and the broader geopolitical situation, which further altered the composition of the clientele. For Prague hotels, for example, Russian guests had been extremely important for many years. They loved Prague, often stayed for five or six days, and played a significant role in filling what we call midweeks – the days in the middle of the week. By contrast, most other tourists tend to visit for shorter stays. And this year we are seeing another shift: due to the situation in the Middle East and restrictions on air travel, a significant portion of high-net-worth clients from Asia and the Arab world are travelling considerably less.

Do you sense that Czech customers’ relationship with luxury brands has been changing in recent years? Are they more open to quality and more willing to pay for it?

I think so, but it is a long-term process that did not happen overnight. Czech customers are, in my view, far more experienced today – they travel more, they see how the world works, and their relationship with quality and what they are willing to spend on has changed naturally as a result. I sense that people think about their lifestyle in a much more holistic way than before. I personally believe life should have a certain equilibrium. There is how you live, how you travel, how you spend your time and how you dress. All of it should be in harmony with who you are.

You are associated with the philosophy of so-called quiet luxury – luxury that is not defined by a logo or ostentation, but by material, craftsmanship and detail. How do you recognise genuine quality?

I think you have to experience it to truly understand it. A photograph or a product online is not enough. You have to feel real quality. You have to take that material in your hands, put it on, sense how it fits, how it is finished, how it makes you feel. And at the same time, you need to know something about it. You need to understand how much work and craftsmanship goes into a product like that. Once you do, it stops being about the price. It becomes about quality, comfort and long-term value.

When it comes to the quiet luxury segment, what resonates most with you personally?

If I were to name one brand that perfectly embodies this philosophy, it would undoubtedly be Brunello Cucinelli. For me, it is an absolutely exceptional example of what genuine luxury should look like. A large part of the production still takes place in family-run workshops. Many pieces are still knitted by hand, the finest materials are used, and every detail reflects an immense respect for craftsmanship. That is precisely why we have clients who return to these brands year after year.

If you were to define luxury purely from a personal perspective, what does it truly mean to you?

For me today, luxury is above all freedom. The freedom to do work that genuinely excites me. The ability to decide how I spend my time, to travel and to meet inspiring people.

You run companies, represent global brands and lead very diverse teams. What kind of leader are you?

I am certainly not the type of leader who needs to be approachable at all costs. I would probably describe myself as demanding – towards myself and towards the people around me. I expect a high level of commitment, discipline and perhaps sometimes more than is considered standard. I need people around me who do not simply come in every morning because they have to. I want to work with people who find meaning in what they do and who are loyal. For me, that is an absolute foundation. In my business, for example, there is no such thing as working from home – and I am glad of that.

Your portfolio includes brands such as Dolce & Gabbana, Moorer and Brunello Cucinelli. How do you identify that a brand has the potential to endure over the long term?

I have a strong affinity for family-owned brands. That is a very important criterion for me personally. I am drawn to companies with specific people behind them, a genuine story and clear values. I enjoy meeting those people and talking with them. I see many of the owners regularly, and for me that is an integral part of a long-term partnership.

When you think about growing your businesses, what is decisive for you – location, service or the brand portfolio itself?

Ultimately it is a combination of everything, but if I had to name what is truly essential for me, it comes down to very clear parameters. A brand must have a stable ownership structure – ideally family-led, so that there are no constant shifts in strategy or direction. It must be grounded in quality, in craftsmanship, in a high proportion of handwork. And it must have long-term value.