Great British Brands 2026 PROMO

2026

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GBB 2026

Contents

This image: Boodles (p100) Below: Thom Sweeney (p298)

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THE OLD NEW GUARD Alex Bilmes on the brands that balance provenance with progression

FEATURES

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CODING CRAFT AI is here: where and how it turns up in luxury might be unexpected, says Greg Williams

THE GREAT BRITISH BRANDS AWARDS The winners revealed

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THE A-Z OF BRITISHNESS Huge Rifkind’s laugh-out loud guide of what it is to be British

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IT’S ALWAYS BURBERRY WEATHER Lisa Armstrong profiles one of our greatest British brands

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THE BIG QUESTION Where should brands look to expand: East or West, asks John Arlidge 6

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THE SPECIAL RELATIONSHIP IN THE AGE OF TRUMP Musings by Anthony Scaramucci

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WELCOME TO THE AGE OF EXPERIENCE Ditch your handbags. Luxury is now in what you do, not what you have, says Dylan Jones

THE LONG GAME Who is at the forefront of helping us age gracefully with science on our side, asks Celia Walden

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MODERN BRITISH MAVERICKS The blueprint of business has to change: these are the brands doing it

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CHANGING OF THE GUARD Charlotte Metcalf on the new names leading the cultural vanguard

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BRITISH LUXURY ACCESSORIES WWW.ETTINGER.CO.UK

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BY APPOINTMENT TO HIS MAJESTY THE KING MAKER OF LEATHERGOODS G ETTINGER LTD LONDON

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GBB 2026

Contents LEADING VOICES

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BRITISH FASHION UNPACKED

by Laura Weir

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SPIN CLASS 2.0

by Mark Borkowski

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HOW THE OTHER HALF (WANT TO) LIVE

by Liam Bailey

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THE AI ADVANTAGE

by Dr Nicola Hodson

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This picture: Barbour (p90) Below: National Portrait Gallery (p232)

DIRECTORY

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Celebrating some of our most famous, original, unique and quirky British brands, from A to Z

TRADING PLACES

by Paul Russell

REGULARS

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6 EDITOR’S LETTER

5 FOREWORD

A FOUNDER’S PLAYBOOK

by Joanna Jensen

292

IS DEI DEAD?

by Jamila Brown

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REDEFINING SUCCESS

by Dalbir Bains

8 CONTRIBUTORS 324 INDEX

ON THE COVER Black leather trench, Small B Clip messenger bag, EKD bucket hat, cashmere scarf, long Kensington Heritage trench, all Burberry.

Fashion director: Nicole Smallwood Photographer: Simon Lipman

Editorial Director Lucy Cleland Editor Charlotte Metcalf Editor-at-large Dylan Jones Deputy Editor Lucinda Baring Copy Editors Olivia Cole, Harriet Compston, Stephen Cooper, Richard Hopton, Emma Love, Maggie O’Sullivan, Kate Patrick, Xenia Taliotis, Amy Wakeham Fashion Director Nicole Smallwood Sub Editors Tessa Dunthorne, Evie Calver Creative & Production Director Parm Bhamra Design & Production Manager Mia Biagioni Digital Director Rebecca Cox Digital Editor Ellie Smith Digital Culture Editor Olivia Emily Digital Style Editor Charlie Colville Digital Writer Isabel Dempsey Social Media Manager McKenzie Mullany Head of Fashion Emma Marsh Senior Account Director Pandora Lewis Account Director Serena Knight Account Manager Cosima Woodard Digital Business Development Director Joey Goldsmith B Corp & Projects Manager Charlotte Ryan Finance Controller Lauren Hartley Finance Administrator Ria Harrison Acting Finance Administrator Klodi Sade C&TH EVENTS Managing Director Louise Close Events Director Josie Williamson Marketing Manager Dominic Christie Publisher Ellie Rix Chief Financial Officer Gareth Morris Chief Commercial Officer Tia Graham Chief Operating Officer James Thrower Managing Director Jeremy Isaac Copyright © 2026 Country & Town House Ltd. All rights reserved. Reproduction in whole or in part without written permission is strictly prohibited. All prices are correct at the time of going to press but are subject to change. While every care is taken to ensure all information is correct at the time of going to press, it is subject to change, and Country & Town House Ltd. takes no responsibility for omissions or errors. Country & Town House, Studio 2, 115 Harwood Road, London SW6 4QL, +44 (0)20 7384 9011

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GBB 2026

Foreword

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f you were to believe the negative intensity of the narrative surrounding the UK right now, you might believe that the luxury market has rarely been so challenged. A headline dump might include inflation, tariffs, business rates, VAT challenges, national insurance, market uncertainty, a bewilderingly punitive Budget and a government that not only refuses to engage with sectors which actually deliver extraordinary growth – the worlds of luxury, hospitality, auto and property, for instance – but that also appears to be legislating against it. But Britain – Great Britain – has always been a keen competitor where adversity and austerity are concerned.

We simply power through.

This edition of Great British Brands is testament to that, an example of what this country does best, and what this country continues to do in spite of global trends, economic fluctuations or hostile retail environments. What you have in your hands is a distillation of what is happening in luxury in the UK right now – an expertly commissioned, precision-targeted and beautifully produced artefact that is as bespoke as any of the brands contained within it. Great British Brands is a manifestation of all that is truly heroic about British luxury, a full English smörgåsbord of sartorial, experiential and occasionally indulgent lifestyle solutions that you simply can’t find anywhere else.

The world of luxury changes all the time.

New centres of excellence pop up all over the world in the same way that new markets open up, driven by customer appetite and pan-global marketing expectations. Travel websites identify new retail hotspots, and social media desperately tries to promote influencers who increasingly appear to be interested in promoting little but themselves. And the luxury world, because it is never less than whip-smart, takes note of all this and feeds it into whatever unnecessary Monday morning doom-Zoom meeting it reserves for worrying about what everyone else is doing in the world.

But when all is said and posted, brands in the luxury world turn back to what they do better than anyone: understanding what they are and what their clients and customers want. What luxury brands need more than anything else right now is confidence. Not confidence in governments, not confidence in global markets or ingenious new marketing strategies, but confidence in whatever it is that made them great in the first place.

And that confidence can be found in the pages of this issue, a truly great magazine that reflects the luxury world today and one that I’m proud to be associated with.

Enjoy.

Dylan Jones Editor-at-large, Great British Brands

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GBB 2026 —— EDITOR’S LETTER

New Frontiers

A ‘This year’s book is testament to our brands’ ability to adopt the necessary strategies to tackle all daunting new frontiers ahead’

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year ago, we were celebrating our tenth anniversary, asking brands to list their triumphs and tribulations over the last decade as they valiantly battled onwards in the wake of Brexit and Covid. ‘We made it!’ was the overall congratulatory message, underpinned by Philip Colbert’s joyfully bright lobster on the cover.

Today, many brands stand on the brink of an abyss, which throws up unprecedented opportunities and daunting challenges. It’s why we’re exploring new frontiers and asking, ‘Where (and what) next?’

In his foreword, Dylan Jones, our new editorat-large, applauds our brands for retaining their undisputed quality and the confidence to keep powering on through, despite all that is being thrown at them. Just look at Burberry, which has continually ‘course corrected’ through its long, up-and-down history, as recounted by Lisa Armstrong on page 30.

Summing up its optimistic outlook, Burberry’s CEO Joshua Schulman insists, ‘Our best years are ahead’.

Burberry’s positivity and our brands’ confidence apart, Britain as a country feels unsettled and unsure of itself. Who are we as a nation, what values do we represent and where do we stand on the world stage?

In his dazzlingly witty and astute ‘A to Z of Britishness’ on page 20, Hugo Rifkind sets out to encapsulate just that. From a peculiar fondness for wellies, tweed, kettles, umbrellas, queuing and carpet in the bathroom to a quintessential urge to keep apologising, quirkiness, humour and politeness are often perceived assets for British brands. Indeed, as John Arlidge – who examines where our brands have the best opportunities abroad on page 38 – points out: Britishness remains aligned internationally with being polite, elegant, refined and respectful, values which are in peril of being lost in today’s world.

Given we are exploring new frontiers, we asked Anthony Scaramucci, financier, podcaster and political insider, best known for his 11-day White House stint,

to address the more serious question of whether the Anglo-American ‘Special Relationship’ still exists (p42). In a word, ‘yeah’, he says, but with a big ‘but’. He argues that we lack ambition and must stop thinking parochially and nostalgically about our heritage.

Yet so many of our brands have long realised how essential it is not to turn away from their heritage but to lean into it with a modern lens – and a whole load of the latest technology. This is something that Alex Bilmes reflects upon in ‘The Old New Guard’ on page 52.

To ignore AI and technology is to be left behind, so we asked Dr Nicola Hodson, chair of IBM UK & Ireland, to recommend ways of using it to improve our businesses (p192), while Greg Williams, deputy global editorial director of Wired, urges brands to explore agentic AI, saying that the future of luxury is not so much robots but ‘quiet intelligence in the background’ (p56).

Many brands cited caring for the planet and doing good as prerequisites for survival and growth. Jamila Brown, founder of LIGHT/WORK, argues that the brands which are really thriving have recognised the ‘essential truth’ that ‘doing good means doing well’.

She cites McKinsey’s findings that companies with strong social initiatives are over two times more likely to survive ‘when the economy shakes’ (p292).

She is echoed by Dalbir Bains, who writes about the beneficial impact of women in leadership. Bains, founder of Santalan, which delivers coaching for women, finds female CEOs create well-balanced, respectful workplaces rooted in clarity, confidence and calm rather than exhaustion. Overall, companies that have moved away from a cut-throat, profitoriented approach are now more likely to succeed.

And there are numerous examples in this book of brands, founded or led by women, which are synonymous with success, from Bamford, Neal’s Yard and EVE LOM to Barbour, the National Portrait Gallery and Holland Cooper.

We’ve also entered, as Dylan Jones points out,

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FROM TOP: Kiki McDonough (p202); Pragnell (p262); Manolo Blahnik (p220); The House of Creed (p190)

‘the experience economy’ (p46). With real luxury increasingly expressed by what you do and your lifestyle rather than by anything you own, brands are reconfiguring how they show up in their customers’ lives, offering them something rather more intangible.

From hosting private viewings, atelier visits or invitation-only salons to customisation, workshops, tastings and masterclasses, brands are thinking way beyond traditional retail models to create brand community, with customers as their biggest advocates.

Reassuringly, our reputation for superb quality, craft and culture endures, reiterated by Scaramucci who says we’re strongest in the cultural space where we show momentum and global reach with innovative formats. Indeed, it’s our creative changemakers across art, theatre and music, film and television, profiled on page 72, who continue to give Britain the global relevance that Scaramucci appreciates.

Overall, this year’s book is a testament to our brands’ ability to adopt the necessary strategies to tackle all daunting new frontiers ahead. They’ve doubled down on their commitments to community and sustainability, embraced new technology, continued to innovate and pivoted towards creating unforgettable customer experiences. In these stormy times, what more could you ask for?

So, does British luxury have a bright future? To quote Scaramucci, a resounding ‘yeah’.

Charlotte Metcalf Editor Great British Brands countryandtownhouse.com⁄gbb

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GBB 2026

Contributors

Dylan Jones Former editor at the Evening Standard, GQ, The Sunday Times, The Observer, Arena, The Face and i-D

Anthony Scaramucci

Founder of SkyBridge and co-host of the Rest is Politics US

Hugo Rifkind

Fashion director of The Telegraph and, in her own words, ‘a little bit town and a lot country’

Times Radio presenter, regular Times columnist and an unrepentant Scottish novelist

What Great Britain does best… Picturesque country pubs with delicious food, cosy fires and dogs.

If Great British Brands do one thing next year, it should be… Finally persuading the government to reintroduce duty-free shopping.

What Great Britain does best… Making the rest of the world wish they were British, too, even if only secretly.

Where Great Britain could do better… We could certainly tone up the weather and tone down the cynicism.

My favourite Great British Brand is.... Irn-Bru, the ultimate hangover cure.

Alex Bilmes

Dalbir Bains

Greg Williams

Writer and editor. He is working on his first book

Global coach, former senior executive and entrepreneur

Where Great Britain could do better… There is nothing more stylish than kindness.

If Great British Brands do one thing next year, it should be... Celebrating our extraordinary cultural diversity.

My favourite Great British Brand is… Palace, because old farts like me can wear hoodies, too.

If Great British Brands do one thing next year, it should be…

Getting radically relevant.

Listen harder, simplify everything and show up with bolder ideas.

My favourite Great British Brand is... Greggs, because it doesn’t take the p*** by charging a fortune for a teabag and hot water.

Technology journalist, strategic forecaster, author and chair of Venture Creative Group

What Great Britain does best… The world of bespoke – from Cleverley shoes to weekends at The Newt.

Where Great Britain could do better… Get a new Chancellor.

My favourite Great British Brand is… British Airways because they’re getting better.

What Great Britain does best… The weather!

Just kidding.

Where Great Britain could do better… Be positive. It’s a beautiful place with great people and needs to allow itself to enjoy that.

My favourite Great British Brand is.... Rolls-Royce – to showcase my bougie-ness.

Celia Walden Journalist, novelist and flea-market obsessive What Great Britain does best… Humour.

If Great British Brands do one thing next year, it should be… Giving us some fun marketing campaigns!

Make me laugh and you can have my money.

My favourite Great British Brand is.... Alkemii, a hair longevity brand that has changed my world.

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Lisa Armstrong

What Great Britain does best… Soft power – our creative industries are the envy of the world, our universities world-class and our mindset global.

If Great British Brands do one thing next year, it should be…

Spending more time outside London.

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Laura Weir

John Arlidge

Joanna Jensen

Mark Borkowski

Chief executive officer of the British Fashion Council and former chief creative at Selfridges

Senior business writer at The Sunday Times

Exited entrepreneur turned angel investor, author, and SME super-supporter

Publicist who has spent four decades reverse-engineering chaos into strategy

What Great Britain does best… Create very dry, very smart, very satirical humour.

Where Great Britain could do better… Managing our water supplies. We’ve neglected it through greed.

My favourite Great British Brand is… Favourbrook, because their jackets elevate any outfit instantly.

What Great Britain does best… Turn cultural eccentricity into global influence.

If Great British Brands do one thing next year, it should be… Stop performing heritage and start acting with conviction.

My favourite Great British Brand is… Glastonbury.

Liam Bailey

What Great Britain does best… Our creativity.

Where Great Britain could do better… Funding for the creative industries, which are the backbone of our country.

If Great British Brands do one thing next year, it should be... Investing in the next generation of creatives.

What Great Britain does best… Not take itself too seriously.

Where Great Britain could do better… Believe in ourselves and our great brands as much as most overseas consumers do.

If Great British Brands do one thing next year, it should be… Telling their story better.

Jamila Brown

Paul Russell

Founder of LIGHT/WORK impact agency

Behavioural psychologist

Dr Nicola Hodson

What Great Britain does best… Create brands with heritage, understatement and a certain self-assured calm.

Where Great Britain could do better…

Protecting and promoting our own expertise, because we have world-class makers who are often quieter than their global competitors.

What Great Britain does best… A lot. It is one of the world’s leading economic superpowers.

Where Great Britain could do better... Harnessing our creativity and innovation to power the next wave of growth.

My favourite Great British Brand is… Harrods (for the food hall).

What Great Britain does best… B Corps. There are roughly the same amount of B Corps in the UK as there are in all of the US. My favourite Great British Brand is… House of Hackney because they are bold, brilliant, obsessively respectful of Mother Nature, and make it so that you can be too.

Chair of IBM UK & Ireland

Knight Frank’s global head of research and editor of The Wealth Report What Great Britain does best… It has a world-class cluster of British heritage and challenger brands.

Where Great Britain could do better… Lower taxes to retain entrepreneurs.

My favourite Great British Brand is… Blackhorse Lane Ateliers because of their relentless focus on service.

What to do with Great British Brands when you’ve finished reading it Ideally, we’d love you to pass it on to a friend or a community place which might enjoy it (doctor or dentist surgery, community centre etc), but you can also rest assured that your issue (including cover) can be disposed of in your paper waste recycling bin. countryandtownhouse.com⁄gbb

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2026 Awards SPONSORED BY

The 2026 GBB judging panel unites some of the most authoritative voices in British business, luxury and culture, further endorsing and enhancing these annual industryleading awards, which have this year added three additional categories: experiential, collaboration and storytelling.

MEET THE JUDGES Beverley Knight

Caroline Rush

A true icon of British music, Beverley Knight is a pioneering soul artist and celebrated West End leading lady.

Philip Colbert

Pop artist Philip Colbert is famous for his cartoon lobster alter ego that fuses historical art with modern digital culture.

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Dylan Jones

Caroline Rush is a prominent fashion executive and cultural advocate recognised for shaping the landscape of British fashion.

José Miguel Sokoloff

José Miguel Sokoloff is celebrated for ad campaigns that have n uenced g oba conversations.

ead ng gure in British media, Dylan Jones is an award-winning editor, author and long-standing commentator on culture and style.

Dr Nicola Hodson

As chair of IBM UK & Ireland, Dr Nicola Hodson is leading the tech giant’s strategy across innovation and responsible AI.

Simonetta Rigo

h e c ent o cer of Rathbones Simonetta Rigo has 30 years’ experience across global and nanc a services.

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GBB 2026

BEST EMERGING BRAND

Recognising an exciting newcomer making waves in British luxury. ◀ WINNER

Town Hall by Bottaccio

Town Hall by Bottaccio redefines the modern town hall as a space built for the purpose of connection and cultural exchange. Judges praised its originality and ambition – a multi-layered destination where art, ideas and community come together. Still evolving, it offers London a new civic hub, with programming that welcomes everyone. townhall.co.uk HIGHLY COMMENDED

AVALON BY LOOMAH impressed judges with its clarity, craft and strong emerging identity. Beautiful collections and a coherent design ethos make it instantly recognisable, while its presence across design-focused media signals real creative momentum. avalonbyloomah.com

BEST EXPERIENTIAL ACTIVATION

For the most creative and impactful brand experience – physical or digital – which engaged audiences and left a lasting impression. ◀ WINNER

Cadogan – Chelsea in Bloom

Chelsea in Bloom won unanimous praise for its extraordinarily executed experience. Judges highlighted the sheer beauty of the installations, the inclusivity of an event open to everyone, and the staggering number of visitors it attracts each year. It’s truly original and transforms the streets into a celebration of creativity and community. cadogan.co.uk/event/chelsea-in-bloom HIGHLY COMMENDED

CHRISTY x WIMBLEDON impressed judges for its authenticity and deep alignment with the tournament’s heritage. The iconic towel – already synonymous with Wimbledon – was brought alive in its Pavilion space to show off its craftsmanship and design legacy. Judges loved how true it felt to the spirit of the Championships. christy.co.uk

BEST COLLABORATION ◀ WINNER

Barbour x Farm Rio

Barbour’s collaboration with Farm Rio caught the imagination of the judges for its originality, cultural richness (bringing the British countryside together with Brazilian vibrancy!) and beautifully crafted product. They loved how Barbour immersed itself in its partner’s world, creating a collection that delved deep into the DNA of both brands. barbour.com/gb/womens/ collaborations/barbour-farm-rio HIGHLY COMMENDED

ELEMIS X ASTON MARTIN F1 was celebrated for its bold strategic leap.

Judges admired the partnership’s recognition of the rapidly growing female and youth audience within Formula 1 and the ambition to meet that shift head-on. uk.elemis.com countryandtownhouse.com⁄gbb

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COMMITMENT TO CRAFT

Celebrating brands that keep heritage techniques alive or elevate craftsmanship into contemporary art forms. ◀ WINNER

Purdey

Purdey impressed judges with its exceptional craftsmanship that is felt in every detail of its work. Its heritage, multi-generational skill and uncompromising commitment to excellence set it apart, with judges praising how the brand’s authenticity and artistry are notable across all its offerings. purdey.com HIGHLY COMMENDED

BRITISH RACING MOTORS (BRM REVIVAL) captivated the panel with its bold resurrection of an iconic British racing brand. The meticulous reconstruction of the legendary V16 showcased impressive engineering craft and judges admired the technical brilliance and modern storytelling behind the revival. britishracingmotors.co.uk

COMMITMENT TO PLANET

Recognising brands that champion environmental responsibility and embed sustainable practices at every level. ◀ WINNER

DEPLOY

DEPLOY impressed judges for having sustainability built into its business model, from zero-waste, on-demand production to local manufacturing and full transparency. With one of the highest B Corp scores in global fashion, the brand leads with purpose, empowering women and prioritising low-impact design. deployworkshop.com HIGHLY COMMENDED

BERRY BROS. & RUDD earned high commendation for its significant sustainability progress as a heritage brand. Judges admired the difficulty and ambition of retrofitting operations across a centuries-old business, from supply chain improvements to responsible delivery systems. Achieving B Corp certification, BBR shows how legacy brands can evolve with integrity. bbr.com

COMMITMENT TO COMMUNITY

Honouring brands that go beyond profit to nurture people and place – building meaningful connections within local or global communities. ◀ WINNER

County Hall Kingston by London Square

London Square wins for its authentic and measurable approach to communitybuilding. Judges praised its commitment to meaningful engagement, supported by strong KPIs and a clear sense of purpose. In a post-pandemic landscape, London Square stood out for investing thoughtfully in place-making. countyhallkingston.co.uk HIGHLY COMMENDED

KING’S CROSS TOWN HALL receives high commendation for its inclusive vision of community. Judges admired its ambition to unite paying members with students, locals and creatives, with an open and democratic space. Though newly launched, it shows exciting potential to support emerging talent and enrich the ever-evolving King’s Cross area. townhall.co.uk 18

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GBB 2026

BEST PRODUCT

For the product that captures the spirit of British luxury today – exceptional design, craftsmanship, and desirability combined. ◀ WINNER

Banham

Banham redefines the everyday with a lock elevated into an object of craft and distinction. Judges praised its originality, engineering integrity and the delight of transforming something functional into something ‘that makes you feel safe’. With its tactile key design, the Banham lock stood out as unexpected and refreshingly distinctive. banham.co.uk HIGHLY COMMENDED

DEIRDRE DYSON’s hand-woven carpets impressed the judges with their painterly artistry and exceptional craftsmanship. Each design begins as a fine artwork, translated into vivid, light-driven rugs woven by skilled artisans. The panel admired the originality and colour mastery of her work. deirdredyson.com

BEST STORYTELLING

For the brand that has mastered the art of storytelling – through film, digital, social, print, live activation or a combination. ◀ WINNER

Holland Cooper

Holland Cooper wins for its bold and brilliantly British storytelling. Judges loved the unexpected casting – from Clare Balding to Mary Berry – which injected wit and warmth into the campaign. High visibility across print, digital and social demonstrated excellent brand communication. Women-led, Holland Cooper delivered a narrative that felt fresh and confident. hollandcooper.com HIGHLY COMMENDED

PURDEY’s tweed campaign showed a natural brand extension brought to life with charm and character (literally), instantly conveying Purdey’s world of heritage, craft and rural elegance. Judges loved the campaign’s consistency. purdey.com

GBB JUDGES’ AWARD

Awarded to a brand chosen at the judges’ discretion that exemplifies how a brand excels in every sphere. ◀ WINNER

Berry Bros. & Rudd

Berry Bros. & Rudd receives the Judges’ Award for its extraordinary blend of heritage, integrity and modern relevance.

Judges praised its iconic brand universe – from the unchanged St James’s shopfront to its exquisitely maintained interiors – as well as its commitment to innovation, sustainability and craft. Berry Bros. & Rudd remains a benchmark of British excellence: a historic brand that is looking the future in the face, while staying true to its character. bbr.com n

All physical awards have been made bespoke by Thomas Lyte, a world-renowned luxury goldsmith and silversmith company holding a Royal Warrant, which designs and creates bespoke, high-end silverware, especially iconic sporting trophies like the FA Cup, Webb Ellis Cup, and Davis Cup. thomaslyte.com

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THIS SAYS IT ALL —— GBB 2026

From Anne (Princess) to zounds!, Hugo Rifkind trots us through an eye-raising alphabet of what it is to be British

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GBB 2026 —— THIS SAYS IT ALL

A

C D is for Dickens

As in, Charles. Not necessarily the best British author, but certainly the most ‘British-British’ author. He sees class, he sees country and town, and he bloody loves a gentleman of a certain age in a natty waistcoat.

Most of all, he nails down British sentiment, like few others before or since. ‘The kindness of people,’ he wrote in Martin Chuzzlewit, ‘is enough to break one’s heart.’

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A is for Anne

As in the Princess Royal, unequivocally the best royal. This even though – or perhaps because – she has a reputation for being really quite rude and everybody is pretty scared of her.

She also spent the 1960s looking like she was friends with Austin Powers and the last Coronation looking like she was about to wage war on a distant galaxy, on behalf of another distant galaxy. Hurrah.

B

B is for British Bulldogs

They are the ubiquitous British dog, yet hardly anyone owns one. Being fairly sickly and disastrous, they’re also fundamentally bad at being dogs in the first place and have basically been usurped by the French bulldog, even though it looks like a proper dog which has been hit repeatedly with a shovel.

Despite this, we cherish them. An extremely British situation.

C is for Carpet In The Bathroom

Less common than it once was, mainly because it’s a disgusting idea. Most other nations have always been baffled at the concept, such as the Germans, because they are health freaks, and the French, because their own toilets are usually just holes in the floor. Yet to be truly British is to yearn for the sensation of stepping directly from the bath onto a plush underfoot shag.

D

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F G is for Girls Wearing Almost Nothing

Outside of London, no nation does this better. The moment you start thinking we have a domesticated nation is also the moment you should take a trip on a Friday night to Newcastle, Liverpool or Glasgow and watch a 17-year-old girl in a boob tube and hotpants and nothing else, defeating frostbite in the queue for a nightclub by means of pre-drinks, vaping and sheer force of will.

E

E is for Embarrassment The quintessential British emotion.

We are embarrassed when we succeed and embarrassed when we fail.

Consider, for example, the British Empire, when we conquered half the globe through a combination of vicious brutality and raw cunning, and yet while still usually wearing ties, even in the jungle, because we were too embarrassed to take them off. See also: Sorry.

F is for France

Best understood as ‘the main place that Britain isn’t’.

G H

H is for Henry VIII

Technically English rather than British, although also ginger so the Scots probably won’t complain.

Basically invented divorce and Anglicanism, shagged and ate himself to death, and still found time to write Greensleeves. The template Brit.

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GBB 2026 —— THIS SAYS IT ALL

I is for I Couldn’t Care Less Our kids already say ‘can I get a ride?’ and ‘fire truck’. Nonetheless, we will remain culturally distinct for as long as we know that the Americanism of saying ‘I could care less’ is wrong and stupid.

Care a lot, and you could care less. Care a little, and you could still care less. As David Mitchell once put it, ‘the only thing it rules out is that you don’t care at all, which is exactly what you are trying to convey.’ Bloody annoying.

J is for Julius Caesar

He came, he saw, he conquered, and thus British recorded history began.

Never forget, though, that he also went home again, probably because it was raining and he was bald.

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J

I

K is for Kettles

Only Britain does these properly. To cross the Channel is to enter a miserable world of kitchens dominated by coffee machines. Cross the Atlantic, and things get even worse. They sometimes think they have kettles, sure, but what they actually have are programmable waterboiling devices premised on the peculiar delusion that different drinks require water to boil in different ways. This is enraging madness. As for toasters...

L

L is for Le Carré

As in John le Carré, the man who taught us all that, when a Brit wants to save the world, he must first turn on a two-bar fire and make an unsatisfying cup of tea, before spending a while standing at a dirty window watching grey rain fall on grey streets, perhaps while smoking a filterless cigarette.

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M is for Megalithic Structures We have a few of these dotted around, and Britain would not be Britain without them. And yet, I have never been able to look at any of them in quite the same way since I read the writer Tom Gara, describing what happened when he showed a photograph of Stonehenge to his Egyptian wife. ‘This is pathetic,’ she said. ‘Your ancestors were small and weak.’

M N O is for Oaks

The quintessential British tree.

Apparently there are still about 170 million of them, even though acorns are good for nothing. In our history, they have faced two grave threats. The first is the Royal Navy, which chopped down huge amounts of British oaks from the 16th century onwards, in order to build boats to defeat the Spanish Armada and then to rule the waves. The second, more recently, is moths.

P is for the Political Power Pose

Distinctively British, this is the stance adopted by British politicians on stages, when they stand with their legs extremely far apart, like Wonder Woman did. No other nation’s politicians do this, and nobody really knows where ours got it from. It may be that they feel they have more to prove. Alternatively, it could be a pants thing.

P

N is for Newton

As in, Isaac, who discovered gravity after seeing an apple fall from a tree in Lincolnshire, and without whom we’d all still just be floating around. Some historians draw a direct line between the Britishness of this discovery to the Britishness of the Industrial Revolution.

The tree is still standing, having been put back up after blowing down in 1820. Which is mildly ironic, given the whole gravity thing, but there you go.

O

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Q

GBB 2026 —— THIS SAYS IT ALL

Q is for Queues

Brits really do stand in queues an awful lot. According to a 2023 study, the average Brit will spend about a week of every year in a queue. A poll the same year found that over three-quarters of Brits feel that how one behaves in a queue is an important reflection of one’s character. Funnily enough, though, the one place Brits never queue is in the most British institution of all – the pub.

Here, the etiquette is more to sort of mill around. Nobody really knows why.

R

R is for Routemasters

The old Routemaster had an open platform at the back, allowing you to leap on or off at will, usually by means of a distinctive swinging manoeuvre around a sturdy pole. These were phased out in 2005, leading to public outcry and a popular promise from the then mayoral challenger Boris Johnson to bring them back. The new ones, though, had normal doors. This was roughly when British people stopped trusting politicians.

S

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S is for Sorry

The most important word in British English. Deployed with fluency, it can not only mean ‘my apologies’, but also a bewilderingly broad variety of other things including, ‘you’re wrong,’ ‘get out the way,’ and ‘I’m about to say something for which I am not sorry at all’. According to a survey from a couple of decades ago, the average Brit says ‘sorry’ about nine times a day. Sorry, but no. More like nine times an hour.

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T

T is for Tweed

A distinctly British fabric developed in Scotland, which is basically what you end up with if you invent rain long before you invent waterproofs.

Incredulously, some uninformed foreigners may suggest that extremely heavy clothes made of a fundamentally porous material are actually a fairly impractical thing to wear when water is sleeting from the sky and it’s cold enough to make your nose feel raw.

Never let on, but these people are right.

U

V is for the V sign

Just make sure you get it the right way around. As in, the wrong way around. Churchill was known to do both, probably because he had never heard of punks, but these days there is a vital difference between the forward V (meaning ‘victory’, or for hippies, ‘peace’) and the backwards V which means ‘f*** off’. Recently, it has been under threat from the rival American single raised finger, which must be resisted.

W is for Wellies

Essential British footwear, linked to our propensity for mud. Nobody knows why Continental Europe has less mud, but it might be something to do with them really going off it a hundred years ago, thanks to the Somme. Traditionally, wellies should be either green or black.

The big exceptions here are yellow, which will make people think you’re a fisherman, and white, which will make people think you work in an abattoir.

W

U is for Umbrellas

Along with a bowler hat, a black umbrella was famously part of the uniform of every British gent working in the City of London for at least 100 years. Traditionally they were carried closed, in all weathers. Some time around 1980, the discovery was made that they could actually be opened and used to keep the rain off. Whereupon, for the most part, men immediately stopped carrying them altogether.

V

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GBB 2026 —— THIS SAYS IT ALL

X

X is for X Marks The Spot Sorry about this, but it turns out xylophones and X-rays are both German. Who knew? Also, no king or queen has yet had an X, even though there have been 12 Edwards. (The last one was Edward VIII; go figure.)

Helpfully ‘X Marks The Spot’ is thought to have been first used in Treasure Island

by Robert Louis Stevenson, and he was from Edinburgh. So that’ll have to do.

Y

Y is for Yorkshire Puds The cooking of a Sunday roast can be a surprisingly intricate affair with many moving parts. Generally, the meat is the hardest bit to perfect, followed by roast potatoes followed by the Yorkshire puds, which an ape could make in a blindfold.

In terms of pleasure, however, this spectrum very clearly runs inversely. Or to put that another way, all that bloody work, and everybody’s favourite bit is always the easiest. Deeply British.

Z

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Z is for Zounds!

A fantastic, forgotten word. You will find it in Shakespeare. ‘Zounds, ye fat paunch!’ says Poins to Falstaff in Henry IV. A contraction of ‘God’s wounds,’ it is an exclamation with heft, somewhere between ‘blast’ and ‘bollocks’. How did we let it fall out of common usage?

Imagine how confused Americans would be if we started saying ‘zounds!’ again. Zounds zings. Bring it back! Not least because we don’t have zebras.

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COVER STORY —— GBB 2026 Cashmere check blanket; gabardine car coat; rugby shirt; straight leg jeans; leather belt; nylon hooded jacket; check mini kilt; leather cavalier boots Burberry

It’s Always Burberry Weather From trenches to tech revolutions, Lisa Armstrong charts the tale of one of Britain’s most enduring luxury exports – and why its next chapter matters as much as its past

Fashion Director NICOLE SMALLWOOD Photographer SIMON LIPMAN countryandtownhouse.com⁄gbb

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OPPOSITE FROM TOP: Lucky Blue Smith starred in Burberry’s 2025 outerwear campaign; Olivia Colman in the same campaign; Burberry trench cape in camel brown; Thomas Burberry founded the brand in 1856

PHOTOS: DREW VICKERS/BURBERRY

ABOVE: Cashmere check scarf; leather trench coat; small B-Clip messenger bag; leather cavalier boots; wool tailored trousers; leather Chelsea boots; Castleford trench coat Burberry

nyone landing at Heathrow Terminal 5 could be forgiven for inferring that Burberry, rather than Buckingham Palace or Beefeaters, is the nation’s mascot. The superbrand’s electronic ads dominate the vast arrivals hall, as changeable as the British seasons: Olivia Colman’s wintery turn in a field next to an old-school Range Rover is followed by Kate Winslet in a sand-coloured trench framed by wisteria; Jodie Turner-Smith under a Burberry-checked umbrella; Richard E. Grant, Naomi Campbell and David Gandy all in various degrees of sodden ecstasy for its summer campaign. Ecstasy because they’re wearing Burberry outerwear.

Tagline: ‘It’s always Burberry weather: London in love.’

Those images tap into a Beefeaters-and-Windsor-Castle view of Britain, but they’re not untrue. They’re charming, diverse, warm, optimistic, beautiful, often celebrating one of this country’s greatest assets: its countryside. Britain could do with a little more Burberry right now. And the truth is, Burberry needs Britain. It couldn’t exist without this country’s can-do, inventive Victorian spirit.

Thomas Burberry, a trained draper’s assistant, was 21 when he launched the brand from Basingstoke in 1856; 45 when he invented the waterproof gabardine; 57 when he opened a swanky store on London’s Haymarket. The Burberry trench would prove foundational, though it was initially a strictly formmeets-function garment. Even the ambitious Thomas B couldn’t foresee that, 145 years after its debut, it would become a fixture on every ‘five fashion classics you should own’ list.

This ‘performance’ item (long before Nike or Puma were a glimmer in anyone’s eye) became the outerwear of choice, not just for the ever-expanding middle classes pursuing the new-fangled pastime of the British minibreak – which was pretty much invented by Thomas Cook – but also as an expedition must-have for the explorer Ernest Shackleton. ‘There is no such thing as bad weather, only the wrong clothes,’ the British explorer Sir Ranulph Fiennes famously said. Burberry took this to heart and made it a religion.

Serving officers in the Boer, First and Second World Wars wore it, though lower ranks were not granted the pleasure. Roald Amundsen, the first man to reach the South Pole, was a fan.

George Mallory wore a trench jacket on his attempt to ascend Everest in 1924.

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PHOTOS: DREW VICKERS/BURBERRY

COVER STORY —— GBB 2026

Hermès has leather. Rolex has chronographs. Burberry has gabardine raincoats, which represent a very specific British luxury: not soft or decadent, but rugged and pragmatic. Once civilians could see the value of gabardine, the sky was the limit for the label – literally. It designed special aviation garments for Mrs Victor Bruce for her 1930 round-the-world flight, as well as her one-woman flight to Japan. Since you ask, Mrs Bruce chose a reversible coat with waterproof gabardine on one side for flying, and a tweed inner, which she turned to the outside to create a smart look for disembarking in the full glare of the photographers’ flashbulbs.

Over the next five decades, Burberry (or Burberry’s, as it was then), still under family control, solidly built out a sporty-butsmart offer, adding a distinctive check pattern in the 1920s. By the early 40s, Hollywood had pounced on the allure of its wide, turned-up lapels and waist-defining belt. Beloved by ruggedly handsome, inwardly tortured private souls, the trench soon became a wardrobe backbone for everyone from Humphrey Bogart and Lauren Bacall to, much later, Kate Moss, Sienna Miller and the late Stella Tennant.

In 1955, the Burberry family sold its namesake to Great Universal Stores, which spent the following decades doggedly signing off agreements with manufacturers around the world to produce lines for men, women and children under licence. While it never forgot its quintessential Britishness (Lord Lichfield, a cousin of the late Queen Elizabeth and master of a certain kind of misty-eyed Britishness, became a regular campaign creator), like so many labels it sold its name too far and widely. Just as at Gucci, Pierre Cardin and Dior, quality and style were sacrificed.

Allow me to transport you back to 1997.

Rose Marie Bravo, a fast-talking buyer from the Bronx who’d worked her way up to become vice president of Saks Fifth Avenue, takes the wildest punt of her life and accepts the job of CEO at a quaint but tired British brand so far off the fashion radar it could have been selling mints. A few months later, she invites a handful of London’s fashion editors to see what she’s been working on. I am one of them.

That capsule featured a checked mini kilt and some promising knits and lit enough of a spark to get the Burberry flame going. The fiddly apostrophe was soon dispensed with.

Could Britain be about to find its own Gucci, which, under Tom Ford, had staged a Lazarus-like comeback from the dead in Milan by sloughing off all those brand-damaging licences and investing heavily in a new design team and ethos?

It could. In the following years, that presentation grew from static to buzzing.

The first one, designed by its new creative director Roberto Menichetti – the ItalianAmerican designer who has been largely written out of the brand’s history – was held in the company’s palatial new showrooms in a 19th-century building on Haymarket, which had been the site of an early Burberry store.

Menichetti brought an Italian’s perception of luxury to Burberry. If occasionally overwrought and heavy, it was also lush and helped change

perceptions about London being an inhospitable incubator for true luxury. The effect on the capital’s confidence in its fashion industry cannot be overestimated.

Tom Ford, then the creative director of Gucci and Yves Saint Laurent, moved to London, relocating his HQ to Mayfair. Bond Street and Sloane Street boomed.

New restaurants and hotels filled with a shimmery new crowd hungry to shop luxury. Kate Moss, in her Burberry trench, seemed to channel Christine Keeler, an earlier figure of scandal and fascination. British style – heavily featuring trench coats, bed heads and skinny jeans – temporarily ruled the world. The city was the place to be, and Christopher Bailey CBE, who replaced Menichetti in 2001, soon moved the shows back to the capital from Milan, which had been considered a step up from the slightly amateurish confines of London Fashion Week but now seemed out of step with the pulse of this nascent British star.

Bailey, a softly spoken, eternally boyish Yorkshireman, had an impeccable CV but was largely unknown to the wider industry, despite having worked for Tom Ford and Donna Karan. Borrowing from the Tom-Ford-at-Gucci playbook, he sloughed off the lacklustre licensed products, doubled down on Burberry’s heritage and hired Peruvian anglophile Mario Testino as lensman-in-chief, introducing cheeky touches like the Burberry checked bikini.

In 2002, the company floated on the London Stock Exchange. Before long, both the shows and Burberry’s campaigns became the window for British talent – not just Moss and Miller, but every ascendant comet in the UK’s galaxy of sport, music, theatre and film.

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GBB 2026 —— COVER STORY

Britain could do with a little more Burberry right now.

And the truth is, Burberry needs Britain. It couldn’t exist without this country’s can-do, inventive Victorian spirit

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Shearling scarf; cargo trousers; leather cavalier boots; check umbrella; check bomber jacket; poplin shirt; cargo trousers; Chelsea boots Burberry TEAM Fashion assistant: Lacie Gittins Photographer’s assistant: Kailas Gurung Video: Carl Wilson @ Adrenalin Photographic Make-up: Ruth Warrior @ Ray Brown Productions using Sisley skincare and Charlotte Tilbury Hair: Ruth Warrior @ Ray Brown Productions using Hair by Sam McKnight Female model: Lauren de Graaf @ Premier Models Male model: Sang Gun @ IMG Model casting: Elizabeth Miles Production: Adrenalin Photographic

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ABOVE: Bucket hat; leather trench coat; cargo trousers; check trousers; check shirt; cashmere check scarf; trench coat; Chelsea boots Burberry

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OPPOSITE FROM TOP: Liu Wen for Burberry’s 2025 outerwear campaign; Burberry quilted jacket in mahogany brown; Raye and Dame Anna Wintour were front row at the brand’s SS26 show

acts and stellar front rows (the tents were transparent, the better to observe the changing seasons), became a London Fashion Week totem – proof that the country had got serious about building a major home-grown luxury fashion brand.

Tall poppy syndrome is another British hallmark. In the early 2000s, Burberry’s classic check became so ubiquitous that it tipped from status symbol into overexposed cliché, seen everywhere from the football terraces to baby buggies. The media got sniffy.

As shares plunged and ridicule mounted, Christopher Bailey, who had by now been joined by Angela Ahrendts as CEO, reacted in that most British of ways: by keeping calm and carrying on – and stripping all but ten percent of Burberry’s products of that check. In due course, everyone moved on, and in 2012, Burberry opened a huge store on Regent Street.

In 2014, turnover hit £2bn. Britain finally had a globally recognised luxury brand in the first division. A few months earlier, I went to their state-of-the-art, 160,000 sq/ft HQ at Horseferry House with the then-editor of The Daily Telegraph to have lunch with Angela Ahrendts. We were stunned by the slickness, ambition and root-and-branch cohesiveness of the vision. This was Burberry in the seat of its tech revolution. One of the first luxury brands to embrace livestreaming its fashion shows and an early adopter of the ‘see now, buy now’ approach, it ceaselessly experimented with new ideas. ‘If it works, it works. If not, we try something else,’ Christopher Bailey told me, grinning. This exhilarating, move-fast-break-things attitude was not remotely business as usual in British fashion.

But in the same year that Burberry hit £2bn, Angela Ahrendts left for Apple in California. Christopher Bailey became CEO as well as chief creative officer – an overreach, perhaps, even for him. By 2017, he’d decided, after almost two decades of relentless pressure, to take some time out for his young family.

Marco Gobbetti, hot from Céline, where he had steered Phoebe Philo’s tremendous critical success to an equally impressive commercial bounce, seemed to promise Burberry was in safe and interesting hands.

Riccardo Tisci, the Italian creative director who’d turned Givenchy from a slightly lost waif of a brand to a supermodel, was announced as Bailey’s successor. But despite Tisci’s achievements at Givenchy, reactions were mixed. No one doubted his talent for working magic with leather accessories, nor for designing clothes with a refined goth sensibility beloved by the Kardashians and Katy Perry. He also had a knack for creating hugely lucrative entry-price catnip that included trainers, t-shirts and nylon bags featuring pictures of Bambi. But would he get Burberry, which stood for a very different, British kind of luxury?

There was a new logo, emblazoned across Burberry’s LA and Cheongdam-dong stores. Tisci collaborated with Vivienne Westwood and Peter Saville, the British graphic designer responsible, inter alia, for Joy Division and New Order album covers. Out went the Burberry knight on a horse; in came pictures on Tisci’s Instagram of Nicki Minaj head to toe in a full-throttle outfit composed of Burberry checks.

It was bold, confrontational, art-school cool – and after four years in the role, it seemed the doubters had been right. ‘This is a house that can be something for everyone – mothers and daughters, fathers and sons,’ he told me after his first show in September 2018. ‘I want to capture everything that’s part of British DNA, from anarchy to conformity, punk to the Queen, rock to rap.’ Nice idea, but Burberry ended up seeming rootless.

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COVER STORY —— GBB 2026

More to the point, when Tisci took the brand ever more upstream, introducing ultra-luxury leathers, prices had to rise too – prices that outpaced demand. Tisci’s fanciful interpretations of British tropes sometimes felt as though they’d been run through a rudimentary visual equivalent of Google Translate. The results could be beautiful and precious, but precious is never the defining trait of British luxury. Crafted, timeless, pragmatic, witty perhaps, even whimsical – but luxury here doesn’t take itself too seriously.

Tisci could design luscious trenches, but Burberry has always been about outerwear that protects us from our changeable weather. The climate that makes this country so beautiful on a good day can also be damp and soul-sapping. Our most successful brands and innovations – from Land Rover to Harris Tweed – have always leaned into our elements.

Daniel Lee took over from Tisci in 2022, having enjoyed similar cult status at Bottega Veneta. When I interviewed him in 2023, his mission sounded eerily similar to Tisci’s. ‘Burberry should appeal to everyone, from the street to the royal family,’ he said. ‘It has that unique breadth as a brand that means you can push both ways. It’s legitimate to have lower and luxury prices.’

The difference is, Lee understands that British luxury is more robust than the soufflé Italian version and knew immediately that a utilitarian grainy leather you can throw around would be part of Burberry’s core language. Because he’s brilliant at accessories, he knows the touchstones that make boots or a bag bypass the rational part of a consumer’s cortex: exaggerated proportions, slick fastenings, leather that – rugged or not – feels almost creamy to the touch. From the first look on that first Burberry catwalk (a category-defying, bottlegreen trench with a fake fur collar that looked both utilitarian and deeply plush, and a new squashy shoulder bag with sheepskin trim), it was clear he’d been working round the clock on every category.

It hasn’t been plain sailing. Burberry was slow to come out of a Covid downturn, tardy in rediscovering what makes the brand unique and uniquely British. But since Joshua Schulman arrived from Coach as CEO in 2024, morale within and outside the company has risen. Schulman’s candour helps. ‘We are operating in a difficult market,’ he said a few months into the job.

‘However, our underperformance is also a consequence of the decisions we have taken. It stems from an inconsistent brand execution, and a lack of focus on our core outerwear category and our core customer segments. We are acting with urgency to course correct.’

Straight after he’d delivered this speech, shares jumped 19 percent. That confidence was palpable at Burberry’s show in September 2025. ‘I think I’ve grown more confident in letting the clothes speak in a more natural, instinctive way. There’s definitely a sense of ease that’s emerged – not from trying to be more relaxed, but from trusting the codes of Burberry and letting them evolve organically. It’s about being grounded in the heritage, but also allowing room to play, to experiment, and to respond to the world around us and move the brand forwards.’

A huge white and blue marquee near Kensington

Gardens saw a Burberry front row that harked back to the good old days: Sir Elton John, the Gallagher brothers, Naomi Campbell, Dame Anna Wintour, Twiggy, and Joanna Lumley (who starred in those 70s Lord Lichfield campaigns) and Jennifer Saunders gamely hamming it up as their Ab Fab alter egos. The clothes were a crowdpleasing medley of slick, checked mini trenches, sheath dresses and colourful knits.

Three years in, what have been Lee’s biggest lessons?

‘Really learning to trust my instincts and stay true to my process. It can be tempting to second guess, especially in such a fast-moving industry, but I’ve found that the best work happens when I stay grounded in what feels right creatively.

I’ve also been incredibly fortunate throughout my career to work alongside some truly talented and generous people – collaborators who not only elevate the work but help push things forward in ways I couldn’t do alone.’

It’s too early to say how well Burberry will do. The market’s tough for everyone. But Schulman and Lee are intelligent, talented operators. ‘We over-indexed on modern at the exclusion of our heritage in our brand expression,’ says Schulman. ‘We took pricing too high across the board, particularly on leather goods.’ That’s now been redressed. Bags will be £1,200-£2,000 rather than above. The rest will follow. He could just be right when he says: ‘Our best years are ahead.’ n countryandtownhouse.com⁄gbb

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The Big Question:

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GROWTH —— GBB 2026

PHOTOS: GETTY IMAGES

Where can British luxury brands grow?

Should brands look east to China and India, head west to the US or stick closer to home in Europe? John Arlidge investigates

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FROM TOP: When people see a Range Rover, they are more interested to see who’s driving it than in the car itself; it’s less about bling, more about personality Wearers of Dunhill align themselves with the typically British qualities of elegance, politeness and respect

onathan Akeroyd has run Burberry, Versace and Alexander McQueen and worked between London and Milan for three decades. He has navigated the dot-com crash, 9/11, the global financial crisis and Covid, but says he has never seen anything like ‘the perfect storm’ that has buffeted luxury brands over the past 18 months. President Trump’s imposition of tariffs; a sharp decline in luxury spending in China; revelations of poor working practices at some maisons; ‘greedflation’ price hikes by top brands; and the ailing US department store model have all left brands reeling.

But Akeroyd can see a path for British brands to make it through to calmer waters. ‘It’s all a question of product, timing and, most important of all, the story you tell about your brand. It’s hard to get those things right but, if you do, you can prosper in particular in Asia and the US, where economies are growing faster than in Europe.’

And it might be the right time for brands to get back on the front foot. Overall sales of luxury goods have stopped falling due to stabilisation in China and a surge in creative momentum 40

across the industry generated by the debuts of new designers and new leadership at top brands – notably Burberry, where CEO Joshua Schulman has reinjected much-needed British quirk and lowered prices. ‘There is a sense that the worst is behind us,’ says Bernstein luxury goods analyst Luca Solca.

Chinese consumers accounted for up to 35 percent of sales of some brands before Covid, but that figure has slumped as they have tightened their belts in response to domestic economic pressures. Consumers who do have money are opting for Chinese brands. But those who know the market well say China will continue struggling to develop its own homegrown, super-upscale luxury labels, which creates opportunities for British brands.

Andy Palmer, former CEO of Aston Martin, says: ‘I don't think Chinese brands have really understood luxury, so there are chances for British brands.’ But he cautions that the gap is at the top end of the market. ‘It’s very hard for brands that are trying to sell volume.’ Burberry has been struggling in China but Palmer points out there are signs of life at Bentley and RollsRoyce, as well as the likes of Hermès and Louis Vuitton, with

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GROWTH —— GBB 2026

the latter having recently opened a hit flagship store in Shanghai American consumers have a long-established love of Britain and shaped like a cruise ship.

British brands, but the imposition of tariffs on goods from Britain Jonathan Siboni, founder and CEO of Paris-based research and EU countries has roiled the market. ‘The uncertainty around analyst Luxurynsight, agrees that there is room for growth in China tariffs and pricing is a huge issue,’ says Achim Berg, founder and for high-end brands which successfully weave a compelling story managing director of FashionSIGHTS, a think tank focused on the future of the luxury industry. ‘If you are the CEO of a British brand, about new products. He singles out Miu Miu, Brunello Cucinelli and Moncler for nailing a new look – respectively, rebel college are you really going to double down, opening stores in the US and girl chic; quiet luxury with a twist; upscale modern outerwear. Then deploying capex? No, you're not. I think everybody is just waiting to backing that up with a powerful, uplifting backstory – Prada’s edgy see what is happening now.’ Looking at luxury car brands, Palmer little sister; responsible yet fun luxury; hi-tech chic that works as agrees. ‘There is a lot of love for British brands in the US, but you’ve well in Manhattan as it does on Mont Blanc. ‘These brands are got a lot of delayed decisions. Do I buy a Bentley this week or do I seeing sales increases of up to buy it next year?’

HSBC’s global head of 20 percent in a flat luxury consumer and retail research market. China is not a bad market for everyone,’ he says.

Erwan Rambourg is more British luxury brands need sanguine about the prospects to copy the approach of these for luxury brands in the US. labels to create what Siboni calls He points out that ‘wealth is ‘bubbles of British happiness’. spreading out geographically: The best way is to leverage the you are seeing a greater heritage of UK brands and importance of Texas, Arizona and other pockets of wealth combine it with traditional outside the traditional NYC/ British values. ‘British brands Miami/LA markets’. The need to dial up their sense of soaring value of US equity elegance, which is timeless, markets during most of last and combine it with values of year has boosted consumer politeness and respect, which spending. Morgan Stanley people associate with Britain managing director Édouard but have been lost in today’s Aubin reported in October: world. You can imagine a ‘As per channel checks, credit Chinese consumer seeking to align him or herself with those card data and luxury mall data, values by wearing Dunhill or spending on personal luxury driving a Bentley, a Range goods has been accelerating Rover or an Aston Martin. in the US in recent months.’

Or by drinking rare single British brands that appeal malt whiskies, the grand cru to growing middle classes – of Britain. The message is: I’m notably Burberry – could do the opposite of those wannabes well, argues Bernstein’s Solca. who are on TikTok all day long.

The luxury market in the I am more refined.’

Gulf states is currently the fastest Akeroyd agrees. British growing, Rambourg says, with double digit sales increases year brands, from small (John on year. But he cautions that it Smedley, Mulberry) to big (Burberry, Jaguar) have heritage, remains small in comparison JONATHAN SIBONI ‘but not all have created an to China, the US and Europe, easily relatable narrative about accounting for a modest three themselves that means they to five percent of global luxury resonate with global consumers. spending. ‘It is moving the Look at how clearly Brunello Cucinelli has created its own mythology needle less than US and China markets.’ of quality, craftsmanship and ethical responsibility through its base in India will remain a key market for super luxury British brands, the village of Solomeo and the personality of Brunello. It’s fantastic. notably car brands so beloved by the Mumbai business elite. But British brands have a lot of the same qualities, and need to work some analysts point out that when it comes to fashion, many harder to create their own storied appeal’.

Indian consumers prefer to buy outside India, in the country of Siboni, a proud Frenchman, admits British brands could a brand’s origin. ‘India is a difficult place for luxury,’ says Berg. have an edge here because their history gives them a rich, distinct One market in which all analysts agree demand for all luxury goods brands will remain subdued is Europe. ‘It is pretty flat,’ personality, which is more valuable at a time when luxury goods says Berg. ‘The aspirational customer is not spending.’ purchases ‘are more about defining and exhibiting your identity than showing off your wealth’. He explains: ‘When you see a The UK is particularly flat, but that is in no small part the Ferrari, you say: “Wow, look at that car.” When you see an Aston result of the government’s decision to end tax-free shopping.

Martin, a Range Rover or a Bentley, you look less at the car and Siboni points out that most luxury brands’ goods are cheapest in their country of origin. The tax changes means British brands instead are more interested to see who is driving it. Is it the King are more expensive in Britain, ‘which means there is no reason or of England? James Bond? David Beckham? Done right, there is urgency to buy British in Britain’. This, he scarcely needs to add, more personality and quality infused in British luxury goods and ‘is – how do you British like to say? – bonkers’. n less bling bling. This has great modern appeal.’

‘British brands need to dial up their sense of elegance and combine it with values of politeness and respect, which people associate with Britain but have been lost in today’s world’

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GBB 2026 —— TRUMP

PHOTOS: ALAMY

The Special Relationship in the Age of Trump

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PHOTOS: ALAMY

Do Americans still love the Brits – your businesses, your products, your humour, your culture, your country, and the people behind it all? Short answer: yeah. But let’s not kid ourselves.

That love comes with conditions, says Anthony Scaramucci

Churchill coined the phrase, and it has held our collective imaginations for nearly a century since. Will it persist?

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‘The Special Relationship is still special. It’s just more awkward. Less Churchill and Roosevelt. More transactional oom ca with dod wifi ’ et me level with you. The phrase ‘special relationship’ has been tossed around for decades – like a potential football no one wants to fumble.

Churchill coined it. Reagan and Thatcher waltzed with it. Blair and Bush tried to rekindle it. Obama gave it a cool nod. Trump? He grabbed it by the collar and asked if it was still worth the trouble.

That’s the crux of it: is Britain still great?

As an American entrepreneur, investor, and someone who’s worked in both politics and finance, I’ve spent time with people shaping both countries. I’ve seen the love affair, the tension, and the reality behind the diplomatic optics. So: yes, America still loves the Brits – but with caveats.

FOLLOW THE MONEY – LONDON STILL DELIVERS

Let’s start with the money. London’s still a global financial capital. Sure, Brexit rattled the house – the windows shook, the china smashed – but the foundations are still solid. New York bankers still hold meetings in Mayfair. US tech firms continue to launch European HQs in the UK for good reason: stability, expertise, and a shared language.

From Wall Street to Sand Hill Road, American investors still take Britain seriously. Whether it’s fintech in Shoreditch or green energy in Glasgow, there’s real opportunity. You’ve got the brains and infrastructure. What you need is more ambition.

Scale matters. Speed matters. Britain’s brilliant at ideas – but half the time it ties its own shoelaces together before sprinting.

On regulation, the UK can be surprisingly nimble – especially compared to the US. While Britain often gets bogged down in committees when it comes to scaling big ideas, it’s shown real agility on fronts like AI, crypto, and data privacy. That’s attractive to American capital – but the window won’t stay open forever. Be bold.

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TRUMP —— GBB 2026

HERITAGE MEETS HYPE – AND NEEDS SCALE

Americans still love British products. It’s the paradox of polished heritage and underground cool. We love the luxury – RollsRoyce, Aston Martin, Savile Row – and the quirks: Marmite, Dairy Milk, novelty tea towels that say ‘Keep Calm’.

That heritage sells. But it doesn’t scale unless you move fast and think globally. Look at how the Germans industrialised branding. Or how K-pop went global in under a decade. Britain has that potential in niche areas – from heritage fashion to podcasting, from historical storytelling to premium audio and food brands – but it needs to stop thinking parochial and start thinking scale or die.

Even in media, the strongest UK exports are the ones that adapt. Take Goalhanger. Their podcasts aren’t just British – they resonate beyond borders. The Rest Is History doesn’t talk down to its audience. The Rest Is Politics is open about its perspectives and invites debate rather than pretending to be neutral. That’s modern brand thinking: own your lane, double down – never apologise.

THE REST IS POLITICS

But Britain did. Because post-Brexit, the UK needed to be seen on-side with America. And if that meant a little obsequiousness, so be it.

It wasn’t quite lapdog territory, but you could hear the leash dragging. Starmer, like any leader now, walks a tightrope – needing to keep Trump onside without alienating domestic voters who find the man radioactive. The Special Relationship is still special. It’s just more awkward now. Less Churchill and Roosevelt. More transactional Zoom call with dodgy wifi.

Trump’s visits have become surreal rituals: bagpipes, golf carts, flattery, blunders, and the occasional cultural grenade.

He praised Scotch whisky, insulted offshore wind, called both Keir Starmer and Nigel Farage ‘good men’, and somehow made Victoria Starmer a topic of sympathy. Classic Trump: unpredictable, unscripted, and entirely uninterested in tradition unless it can be monetised.

But here’s the thing – under Trump, sentiment doesn’t matter. Only leverage does. Britain has to prove its worth, not just in trade and defence, but in influence. And that influence doesn’t come solely from politicians. It comes from voices like Rory and Alastair, Tom and Dominic, and from writers, playwrights, and producers behind global hits – from The Crown to Downton Abbey, from J.K. Rowling to James Graham.

America still romanticises the UK – the Oxford quads, Highland castles, Cornish coastlines. But we’re also watching the headlines and wondering: is the UK still… stable?

From Brexit to Boris to Truss to Sunak to Starmer – it’s felt like a political revolving door. And from a US investor or tourist perspective, that matters. Predictability breeds confidence.

Still, amid the chaos, the charm endures. The UK can host a royal wedding, a Wimbledon final, or a G7 summit like no one else. That counts. Just make sure the wifi doesn’t cut out – nobody’s flying six hours for cold tea and no signal. Soft power is delicate. Lose credibility at home, and it echoes abroad.

Which brings us to Trump. Because you can’t talk about the special relationship without talking about him.

BRAINS – BRITAIN’S NEW EXPORT

THE TRUMP TEST

The answer? Yes – but it’s earned, not inherited.

Britain is still great when it shows up with ideas, with edge, and with execution – not just nostalgia. When it brings something new to the table and knows how to tell its own story – whether that’s in Parliament or on a podcast.

Trump’s visit reminded us: sentiment doesn’t carry weight anymore. Substance does.

What keeps the special relationship alive isn’t history. It’s momentum. And right now, that momentum is clearest in the cultural space – innovative formats, global reach, British confidence that doesn’t lean on the crown or the empire.

So yes, America still loves the Brits. But not just for Shakespeare, tea and Bond. We love you when you’re sharp, modern, and know your worth. n

The relationship didn’t disappear under Trump – in fact, you could argue it thrived, just not in the usual, polite-society way.

Say what you like about him, but Donald Trump is more of an Anglophile than any US president in the last 25 years. The UK secured a post-Brexit trade deal under him – done relatively quickly and, let’s be honest, at a 33 percent discount to the EU. Trump played host like a monarch in exile – greeting the UK Prime Minister at his Scottish golf course, standing outside a manor house he owns, waving like it was Balmoral. It felt absurd, theatrical… and yet, revealing.

Imagine if Macron bought a château in Virginia and hosted a US President there – would anyone show up? Probably not.

Here’s the truth: Americans like Brits. You’re polite, sharp, and weirdly obsessed with beans. But more than that – you’re changing. The old clichés are giving way to a new generation of creators with global reach.

Look at The Rest Is Politics – ideological opposites modelling the kind of civil discourse the US sorely lacks. Or The Rest Is History – making the ancient world feel urgent. This is Britain’s new export: brains that travel faster than The Beatles ever did.

THE VERDICT

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GBB 2026 —— EXPERIENTIAL

Welcome to the Age of Experience

ny journalist who has worked in the luxury sector – reporting on upmarket fashion and lifestyle brands, travel, interiors etc – will know that the perks can often be bewilderingly extravagant. Even now, when interviews are often conducted via Zoom, with budgets being increasingly tight, and with baby-faced influencers obliterating journalistic integrity, fashion editors and lifestyle writers are still afforded the kind of experiences that add considerable lustre to their day jobs. First-class travel to fashion shows in China; a shop opening in Luxor; interviews with designers in Paris, New York and Los Angeles, often involving a completely unnecessary three-day stay in an uber-luxury hotel with a shopping trip included for good measure; incongruous press trips involving hot air ballooning in Mexico City, a Nile cruise, or a week in Tuscany (with the only ‘work’ being a two-hour visit to a leather factory).

But these days, it’s not just journalists who are being bombarded with these luxuries, it’s consumers, too. Luxury these days is no longer defined purely by products, nor are hotels simply places to stay. Increasingly, it’s about intangible, highly curated experiences that promise emotional connection, status through exclusivity and personal transformation. Just look at what Dior, LV, Hermès, 46

PHOTO: DOLCE & GABBANA

Forget handbags and heels: the real luxury now lies in what you do, not just what you own. Dylan Jones explores fashion’s obsession with curating unforgettable lifestyles

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PHOTO: DOLCE & GABBANA

No brand excels more at creating lifestyle experiences than Dolce & Gabbana, which hosts its decadent Alta Moda and Alta Sartoria events – British brands could learn a lot

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Chanel and Dolce & Gabbana are doing. This taps into our need to feel, not just to own, and the turn-off from just accumulating stuff. Brands know this and they’re doing something about it.

Today’s rich consumers, particularly millennials and Gen Z, value stories over stuff and want access, authenticity and sustainability over ownership. Luxury brands are pivoting towards experiences, blending product heritage with lifestyle and cultural cachet. And everyone’s at it. Last summer, Burberry collaborated with The Newt in Somerset to celebrate the essence of a great British summer via immersion, part whimsical escape and a targeted soft sell. Elsewhere, Bamford Wellness Spa in the Cotswolds offered curated wellness retreats blending yoga, nature immersion and sustainable living. Then there were the Rolls-Royce bespoke experiences and its Whispers club, an ultraexclusive members’ platform offering unique private art tours and Michelin dining. Gleneagles offered culinary workshops, wildlife safaris and wellness escapes, reinforcing its ‘adventure with elegance’ positioning. And not to be outdone, Fortnum & Mason had a fish and chips collab with a Margate chippy.

There are so many new restaurant launches in London right now that getting cut-through becomes increasingly difficult.

Couple this with the fact that restaurant critics are not as powerful as they were in their heyday, marketing tactics become imperative. So instead of doing press-only dinners, restaurateurs now host exclusive dinners involving journalists, podcasters and customers. Because while it’s always important to flatter the press, impressing your clientele is where the money is.

Even art galleries are getting in on the act. Saatchi Yates, in St James’s, has quickly developed a reputation for transformative and confounding marketing strategies, building on its notoriety for groundbreaking shows. This year, it launched the UK’s first art gallery membership platform, giving the general public broader access to entertaining ways to engage with art, from home-cooked dinners at artists’ studios to late-night theatre performances in a gallery setting.

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Members get the opportunity to partake in art offerings and drops, with offers ranging from exclusive merchandise to fractional ownership of museum-quality masterpieces. There’s even an educational programme, including poetry slams, life drawing classes and – earlier in the summer – an exclusive event in which Nicky Haslam signed copies of his unique Saatchi Yates tea towel. Taking a leaf out of the fashion and music worlds, the gallery is building a community that buys into its taste as well as its product and content.

The brand that has been excelling at creating lifestyle experiences for their customers is, of course, Dolce & Gabbana.

For nearly 15 years, Domenico Dolce and Stefano Gabbana’s ridiculously extravagant Alta Moda and Alta Sartoria events have been the very pinnacle of modern luxury: decadent weekends where it is de rigueur to drink gallons of prosecco while showing more than a metaphorical bare ankle. And the crucial thing is, while the brand invites the trade (journalists, photographers and bloggers), the most important guests are its repeat customers.

The trick is this: while Dolce & Gabbana invites its best clients to come and stay (in Rome, in Sicily, in Milan) for three days of extravagance, they only get invited back if they spend enough

Gleneagles boasts a range of wild adventures way beyond a classic hotel stay

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EXPERIENTIAL —— GBB 2026

Today’s rich consumers, particularly millennials and Gen Z, value stories over stuff and want access, authenticity and sustainability over ownership

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GBB 2026 —— EXPERIENTIAL

Rolls-Royce Whispers is an exclusive, members-only digital platform for owners which provides luxury experiences, exclusive offers and a private network, as well as completely bespoke models (dogs not included)

money. It’s the most sophisticated version of direct selling I’ve ever seen, and everyone loves it.

Ever since Dolce & Gabbana’s first consumer shows, the rest of the industry has tried to come up with their own versions, although it’s difficult to do without seeming inauthentic or exploitative. What Dolce & Gabbana did was make the whole thing fun. And not every brand can offer fun.

The experiential aspect of fashion has now grown so much that it even has its own magazine. Outlander Magazine is a social media publication that prides itself on being a rich source of news, expertise and inspiration that covers the most pivotal happenings in the industry. But what it’s really good at is featuring the kind of brand events that are also aimed at the public, giving an inclusive insight into exclusive experiences.

The magazine also does collabs itself, with the likes of Smino, Slawn and Mia Khalifa. What Outlander does well is talk to its audience with honesty, building a community that is obsessed with fashion but doesn’t just want to be sold to.

In essence, the digital world makes the boundaries between editorial and advertising (between church and state) much easier to blur, but not in an exploitative way. The digital world allows creatives to partner with brands in ways that aren’t strictly broken down as they still are in magazines. Digital doesn’t just allow for ingenuity, it demands it. Years ago, if you worked in the promo or advertorial department of a large magazine, you probably weren’t good enough to work in either editorial or advertising.

But in the last 20 years, when digital has been the prime means of growth in any media organisation, being in this department means you probably need to be better than anyone else in the entire company. Because that’s where the growth is. And if you can harness that, then you can truly harness the future.

Fashion brands came to this realisation rather late, hoping that the old ways of doing business were going to continue 50

forever. But the smart ones started to understand that in order to build a genuine community, you really need to build genuine relationships. Which is why everyone is so desperate to create experiences for their customers that have genuine resonance.

Years ago, whenever I bought something online, I would be offered the ‘opportunity’ to continue my relationship with the retailer. I invariably said no; I didn’t want to be bombarded with a series of asinine emails telling me what bargains could be found if I put my hand in my pocket again. If I stupidly ticked a box, then my own inbox would be forever full of stupid emails.

These days, however, I think differently, because the brands that have truly grasped the future of commerce know that in order to keep their customers happy, they need to offer more.

So more is what they offer.

I stayed at The Newt a few months ago and, if I’d been in the country, I would have loved to experience another stay courtesy of Burberry and would have loved to experience the warm bath of Burberry hospitality. I like Burberry and I like The Newt, so why wouldn’t I? After all, this stuff works, and when it works well, we all benefit.

So, as they used to say in the advertising world: pitch me, bitch. I’m ready for my experience. n

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THE WORLD’S LEADING DESIGN DESTINATION

Product shown sourced from Design Centre, Chelsea Harbour. See www.dcch.co.uk/advertising-credits DCCH.indd 1

135+ SHOWROOMS | OVER 600 INTERNATIONAL BRANDS | ONE ADDRESS Design Centre, Chelsea Harbour London SW10 0XE | +44 (0)20 7225 9166

www.dcch.co.uk

15/12/2025 12:37

Vivienne Westwood is a brand which acknowledges its history without pandering to a sense of nostalgia

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REINVENTION —— GBB 2026

Our most enduring British brands balance provenance with progress to keep themselves consistently relevant, says Alex Bilmes

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GBB 2026 —— REINVENTION

tyle is timeless; fashion is fleeting. The former looks back; the latter, forward.

Style embraces history; fashion is only concerned with novelty. Or so we’re told.

It’s not true. Style and fashion are in constant dialogue with each other, with the past, with the future and, most importantly, with the right now.

The brands that most successfully harness the appeal of legacy (their origin stories) and modernity (the mood of the moment) without being beholden to either are those that have the brightest futures. And British luxury brands are better than any at making heritage – another loaded term – seem fresh and relevant.

There’s another false dichotomy, specific to British style and fashion. On the one cashmere-gloved hand, British luxury is taken to mean formal tradition: Mayfair haberdashers and Northampton bootmakers, Savile Row tailors and the shirtmakers of St James’s. On the other tattooed fist is the trendies and the tearaways, the bleeding-edge east London design students with their wacky innovations and eyebrowraising, outré creations.

These need not be celebrated in opposition to each other.

Many of our most maverick figures have been steeped in the history and traditions of British luxury without being remotely hidebound by them. Think of Vivienne Westwood, queen of punk, with her tartan kilts and corsets. Or Lee McQueen, of Alexander McQueen, who combined a truly avant-garde vision of womenswear with a rigorous approach to his craft, taught on Savile Row where he was an apprentice tailor. McQueen was British to his bones, which is why he could be at once a diehard traditionalist and a committed subversive. ‘You’ve got to learn the rules before you break them,’ he once told me.

McQueen did his MA at Central Saint Martins in London, the most influential fashion college in the world. So did Daniel Lee, chief creative officer of Britain’s most valuable luxury brand, Burberry, where the delicate line between past, present and future is walked most publicly.

Burberry was founded in 1856 in Hampshire and soon enjoyed a reputation for making innovative outerwear – most famously the trench coat, named for its role in the First World War. Almost 170 years on, Lee, from Bradford, still designs innovative outerwear that both nods to the company’s history and pushes it forward. Burberry was modern then, and it’s modern now.

This is a quality that all the great British fashion and luxury brands share. Mulberry, Sunspel, Paul Smith, Margaret Howell, Barbour, Russell & Bromley: all acknowledge their early years without pandering to a sense of nostalgia.

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This is not unique to Britain, of course. Creativity knows no borders. No nation state has the monopoly on craft or skill. You can’t judge a person’s talent by looking at their passport. Plenty of the best students at Saint Martins today are from overseas, and many of the most gifted people working in British fashion and luxury were not born here.

And yet... there are attitudes and traditions and skills handed down across generations that are specific to places and peoples, resulting in particular areas of expertise and spheres of interest and influence. We hear quite a lot about the death of manufacturing in our country, and yet from Cornwall to the Highlands, there are people making items and objects of extraordinary quality in the old ways and, increasingly, using new technology to create technical products that our ancestors could not have dreamt of.

If you’ll indulge me, a small selection from my own wardrobe.

Formal shirts from Emma Willis, made to measure in London

by Willis herself at her shop in St James’s and manufactured at her factory in Gloucester. Knitted silk ties from Drake’s, the Savile Row outfitter that has elegantly and decisively captured the attention of stylish men with its contemporary take on classic tailoring, made at its factories in Clerkenwell and Somerset.

My most recent acquisition: a bespoke suit from Dunhill, thriving under the stewardship of Simon Holloway. This suit was made for me by Will Adams, for my money the best cutter in the business, at the Dunhill shop in Bourdon House in Mayfair, using cloth from Yorkshire.

Socks are Pantherella, from Leicester. Underpants, if you must know, are Sunspel, of Derbyshire. Shoes are Crockett & Jones, from Northampton by way of Jermyn Street. The spectacles are E.B. Meyrowitz, fitted at the atelier in Mayfair.

As soon as I’ve finished typing this, I’m off to take the dog for a walk. (He’s a whippet, an English breed. I bought him from a man in Leicestershire.) It’s chilly out there, so I’ll be wearing a worsted-cashmere scarf from Begg x Co, founded in Paisley but now based in Ayr, and a woolly hat from the great Richard James.

The raincoat I’ll be pulling on is from the excellent Private White V.C., of Manchester. It’s made of cotton Ventile, the stuff developed during the Second World War to keep downed RAF pilots alive when they crash-landed into the North Sea. So it ought to be sufficient for a brisk stroll into Shepherd’s Bush. The hound will be wearing his Paul Smith leather collar and lead. Spoilt dog.

Tonight, when I turn in, I’ll put on my Derek Rose PJs, though not before filling my Hackett hot water bottle. (You think I’m making this stuff up – it’s all true!)

It’s not only clothes. Some years ago, I edited a special issue of a magazine devoted to the best of British. We commissioned a shoot of all the stuff I’d own if I had unlimited funds. An Aston Martin, from Warwickshire; Catcheside cutlery, from Hereford; a Bremont watch, made in Oxfordshire; Corgi socks, from Ammanford, Carmarthenshire; a Dualit toaster, from West Sussex; a John Smedley polo shirt, from Derbyshire; a Roberts bicycle, from Surrey; a Burberry trench; an umbrella from London Undercover; a suit from Thom Sweeney. We also had beer from Suffolk, doughnuts from Bermondsey, a terrier from Yorkshire, a motorcycle from Leicestershire – and I could go on, but you’re getting the picture, I think.

All this stuff is rich in history, yet is made to be used and enjoyed right now – and for years to come. n

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FROM LEFT: Mulberry; Derek Rose; Begg x Co

Many of our most maverick fi ures have been stee ed in the histor and traditions o ritish u ur without bein remote hidebound b them

FROM LEFT: Bill Nighy in the 2025 collaboration with John Smedley; Russell & Bromley; Crockett & Jones; Barbour

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PHOTOS: LUMMI

w re ne rather than re n ent r t sh u ury em oyed we generated mage

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AI —— GBB 2026

Coding Craft PHOTOS: LUMMI

The next revolution in luxury will not arrive as robots on Bond Street, but as quiet intelligence in the background: intuitive, discreet and profoundly human, says Greg Williams

ver a period of several months in 1854, an estimated one million people visited New York’s Crystal Palace – a cast iron and glass building on what today is Bryant Park – to witness the wonders of the modern age. As had been the case in the London version of the expo three years earlier, visitors marvelled at the technology of the era: steam engines, printing presses, chemicals and scientific instruments, which were displayed alongside decorative arts, furniture and paintings of the period.

One of the most popular events that occurred in the Crystal Palace was a demonstration by the industrialist Elisha Otis. The inventor wanted to show the world his new discovery: an elevator that, when its hoisting cable was cut, would not fall to the ground.

Underneath the great glass dome at the centre of the exhibition, Otis mounted a platform before an assistant cut the cable. The wooden platform fell a couple of inches before coming to a stop, courtesy of teeth that locked it in place. Otis saluted the audience with his hat, commenting: ‘All safe, gentlemen! All safe!’

Such was the success of the demonstration that Otis repeated it several more times during the exhibition, creating such a stir that orders began to flow into his burgeoning business. In 1857, his company installed the world’s first passenger lift in a shop displaying cut glass, silverware, clocks and chandeliers in Manhattan’s Soho neighbourhood. countryandtownhouse.com⁄gbb

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GBB 2026 —— AI

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via an API linked to a customer’s phone, that they would like their hotel room to be at 20 degrees in the daytime, but for the temperature to automatically drop when they are preparing for bed.

For Great British Brands, the next phase of technology will not resemble robots on Bond Street so much as a Chief of Staff: anticipatory, precise and discreet.

That spirit is most evident in client service. Large language models paired with properly consolidated first-party data can give a private-client associate the sort of memory that humans strive for: past purchases and alterations, seasonal colour preferences, even how a shoulder seam settles after a lengthy dinner.

At present, such details sit in silos across retail outlets, e-commerce, events and CRM systems. Drawn together into a secure profile that can be queried in plain English, they allow retailers and hospitality brands to be pertinent and timely, providing service and delivering engaging content at exactly the right moment.

An invitation to the sale of a limited run that genuinely excites a client; a reminder to re-wax a jacket or replace the sole of a shoe; an invitation to a discounted suite just when a client is thinking about a partner’s birthday weekend. Forget KPIs – these contacts should be measured as DPCs: delight-per-contact. In turn, this should translate to repeat purchases, reduced returns and a discernible uplift in order value. When sales associates use AI guidance, this doesn’t degrade their role or negate human judgement, it acts as a coworker that enhances the human role.

What consulting firms are most excited about is the advent of so-called agentic AI. At the most basic level it represents a shift from AI as a tool to AI as an active participant in decisionmaking. Unlike traditional AI, which follows programmed rules, agentic AI can plan and execute tasks autonomously, handling complex workflows, making decisions in real time without human intervention; they can learn and adapt, optimising their performance based on interactions, which reduces the need for constant human oversight; and they can collaborate across systems, interacting with each other and – crucially – external platforms, enabling seamless automation.

Say, for instance, you are booking a safari. Agentic AI could plan and book the entire trip. It will move across various platforms – your email, your airline loyalty programmes, your calendar, photos of places you’ve been previously, the types of hotels or Airbnbs you’ve stayed in before – and not just plan the trip, it can book it, getting the best deals and the maximum loyalty points.

We’re also living in an age when customers are abandoning traditional search, with its messy list of often unhelpful links, to using generative AI tools. Luxury discovery is moving from keywords to AI concierges. The bot will get to know users – their size, taste and calendar – and will serve a shorter, more personalised list of verified options with provenance, live availability and one-tap checkout. Just as SEO has been crucial for reaching customers over the past decade, so luxury brands will need to develop a strategy for the age of generative AI. Today, the intelligence that luxury companies can leverage to inform their decision-making goes far beyond last year’s sales

PHOTOS: MIDJOURNEY

The safety elevator was a notable achievement, but its broader impact was more significant: without Otis’s invention, there would be no high-rise buildings, meaning there would be no cities like New York, Chicago, Dubai or Shanghai. Otis’s achievement wasn’t just the elevator – it was creating something that enabled others to innovate and build upon; the myriad businesses and lives that power economic growth and development.

A parallel today is the iPhone: arguably, its importance isn’t the phone itself, but the App Store, which has enabled developers all over the world to build products and services – the so-called application layer – which is the way that most of us interact with the nuts and bolts of daily life, whether that’s banking, navigation or entertainment. At a very basic level, this is how innovation happens: layers are built on top of other inventions.

This is exactly what is happening at the moment: global AI infrastructure is being built at an industrial scale. Think of it in terms of railways being constructed in the 19th century and roads in the 20th: we’re effectively building out the physical part of the industries that will power the 21st century. To give you a sense of scale, the capital expenditure of Google’s parent company Alphabet will be in the region of $85bn this year, a sum comparable to five percent of all UK government spending.

This investment is unprecedented and means that the ‘Magnificent Seven’, as the big technology stocks are known, are driving the majority of gains in the S&P 500. Indeed, the individual valuations of these companies are bigger than the entire FTSE 100 combined. While analysts all pretty much agree that we’re witnessing the build-out of the means of 21st-century economic growth, they are divided on whether the companies investing in this build are generating enough revenue to sustain the investment or whether – like railroads in the 19th century and the telecommunications boom of the 1990s – there will be a readjustment and the bubble will burst; an event that, given the dominance of tech companies, could be similar in impact to the banking collapse of 2008.

Global capital is all in on AI. Why? We’ve entered an era that I describe as the autonomy economy, when software will constantly be working in the background, acting on our behalf, completing tasks with increasing independence and minimal human intervention. Think about the so-called ‘dark factories’ in China where robots manufacture 24 hours per day without the need for lighting.

From smartphones to the objects in our homes, technology is always at its most powerful when it’s operating in the background.

This seamless, always-on, discreet quality is where there’s a parallel with luxury experiences – something you sense and feel that is somehow both tangible and intangible. An experience or entity that is somehow both essential and absent.

One aspect of artificial intelligence in the luxury industry is to increase trust and confidence. Trust – from both customer and retailer – that a size eight fits as a size eight should. And, more importantly, will fit this customer as they would like it to.

Belief that a stone is as described; that leather is sourced from a tannery that can be toured via a smartphone; and that a loyal client will appreciate a proposed purchase. An understanding, countryandtownhouse.com⁄gbb

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PHOTOS: MIDJOURNEY

numbers. Data points such as the events calendar in a particular city, predicted fluctuations in weather patterns, a new airline route opening and understanding online chatter about a cultural moment means that organisations can optimise areas such as production by releasing modest runs and using data to understand what customers want in the moment.

In terms of discovery, customers today exist in a world of information overload and influencer slop; luxury brands can distinguish themselves by what they don’t say as much as what they broadcast. The heritage of British brands is based on record rather than rhetoric. Discreet digital product passports that are bound to a physical item could become a hallmark of British luxury. These digital records could contain the origin of materials, maker and repair history, or even relevant customs data – and could be enhanced by a manufacturer’s cryptographic signature to make counterfeiting harder and aftercare simpler.

For the client, the experience should be the same as interacting with their high-end smartphone: one tap reveals a piece’s life story and books services seamlessly. For the brand, this could unlock verified resale, ease border crossings and streamline sustainability reporting. In terms of design, this should be thought of as a

hallmark rather than a QR code.

AI can help British luxury brands deliver lifetime service by managing products after the sale. It can predict when maintenance is needed, arrange secure collection and return with minimal involvement from an owner, and keep a long-term record of each item. This means greater customer retention for brands and reliable, stress-free service for clients. Examples include watches scheduling their own inspections, reminders for storing knitwear, or suggesting care for bags before travel.

AI can also impact sustainability. Technology can optimise cutting to reduce waste, simulate fabric blends for preferred feel with less environmental impact, and advise on garment care to extend lifespan. Automated supplier-based reporting helps teams track sustainability without extra administrative burden.

AI will refine rather than reinvent British luxury. Used thoughtfully, it can ensure consistent quality and reliable service while letting craftsmanship and quality speak quietly for themselves. Welcome to the autonomy economy – with a British, luxury twist.

Greg Williams is the deputy global editorial director at WIRED n

AI can help British luxury brands deliver lifetime service by managing products after the sale AI generated images

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BIO Wellness The Long Game:

PHOTO: LUMMI

Celia Walden investigates the British brands who are rewriting the rules on how we age – gracefully, joyfully and with evidence on our side

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LONGEVITY —— GBB 2026

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FROM ABOVE: Elcella uses a blend of natural ingredients to support the body’s appetite-control system; 001 London’s thermal hormone balance Acu-Patch is powered by herbs used in Traditional Chinese Medicine

y obsession with health and all-round physical improvement has long been a source of amusement to my two older brothers. But when, on Boxing Day, they caught me in the midst of a wellness binge – knocking back a pint of Ancient + Brave wild collagen while wearing a CurrentBody LED chest bib and under-eye patches (111SKIN Black Diamond, since you ask) – I thought they might pass out with mirth.

‘I don’t understand,’ the youngest whimpered once he was able to speak again. ‘Why do you do all this stuff?’ I thought about it.

‘I just like the idea of everything getting better over time.’ This did not make him laugh. Instead his eyes filled with a mixture of pity and embarrassment as he reached over, squeezed my shoulder and murmured: ‘You don’t understand how ageing works, do you?’

Oh, I understand – and far better than someone who still thinks cereal is a healthy breakfast choice. I understand that we’re living in a time of new frontiers in wellness, a time when innovators are coming up with new ways of optimising – if not improving – our beauty, health and performance every single day. And just the idea of that gives me a zing of joy.

Ask the experts what those new frontiers look like, and the word multi-functionality comes up repeatedly. We’re already seeing examples of that in high-end British skincare. Brands such as Oskia – which uses clinical, bioavailable, cellular nutrients and complex actives not just to revive tired complexions but to promote overall health – packs hero products like its Midnight elixir (£165, oskiaskincare.com) with 30 active ingredients and five biotech growth factors. ‘Because women my age really want things to work,’ explains 50-year-old founder Georgie Cleeve. ‘Women are now looking for grown-up, clinically proven products – not products designed purely on a new trending ingredient or with showstopping packaging.’

Dr Yannis Alexandrides’ 111SKIN is based on the same ethos. His transformative Exosome Face Lift serum-mask duo (£655, 111skin.com) was an instant hit at launch because, again, it shows visible results over a short time (four weeks). He and

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LONGEVITY —— GBB 2026

‘tweakment’ queen Alice Henshaw – whose Skincycles ExoYouth drip potentially supports mitochondrial function, oxidative range (skincycles.com) is also powered by plant-based stem cell balance, brain performance and mood balance all at once. growth factors – have understood that it’s about high but realistic Talk about multitasking. expectations; about ageing well rather than anti-ageing.

Partly because of our new understanding of bioavailability, Skincare innovators are right to be focusing on the crossovers patches are also going to become a key feature of our new beauty between beauty, health and performance, says Dr Liliana and wellness frontiers. Founder of 001 London, Ada Ooi has Sytnyk, a dermatologist to the A-list at Harley Street clinic developed a self-heating, thermal hormone balance Acu-Patch Devonshire Dermatology – not least because the skin is our (£35, 001london.co.uk) which delivers astonishing results to largest organ. ‘Take microcirculation, for example, which is a women suffering from anything from lower backache (me) to crucial part of collagen-stimulating treatments today. Blood endometriosis, menopausal symptoms to stress. It’s all natural, supply to the tiny, detailed parts of the skin is the focus of too, combining herbs used in Traditional Chinese Medicine. many treatments, but it’s also key for longevity and the brain,’ Perhaps, though, the biggest swerve we’re likely to see in this arena is a change in focus from putting all the good stuff in to she explains. ‘Whereas in the brain, amyloid deposits lead to neutralising or even removing the bad dementia, in the skin, it is the result of solar radiation and glycation stuff. Certainly, it’s the most exciting.

Because right now, as most experts that damages collagen. While would agree, even the most wondrous interventional skin treatments are aiming to improve collagen quality innovations can’t negate the damage in the skin, longevity medicine helps done to us by modern life. to improve the quality of the vessel Leading health longevity pioneer walls in the whole body, preventing Viavi – a Harley Street clinic favoured age-related changes in different by business leaders, entrepreneurs and celebrities – has introduced Apherix, a organs.’ Both of those things, she insists, can and should be combined. groundbreaking service that removes At the intersection of beauty, harmful toxins such as mycotoxins, health and performance is, of course, plastics and herbicides from our the gut. Quite how it has taken the blood. And OK, it’s pricey (£3,800, wellness world so long to prioritise its viavi.com), but according to the importance remains a mystery to Dr clinic’s founder, Dr Sabine Donnai, Madusha Peiris and Dr Rubina Aktar, the clinic’s ‘extensive biomarker two British-born neuroscientist data shows that the body’s natural sisters who have developed a gamedetoxification mechanisms are not changing gut supplement that may adequate to remove the increased well spell the end of Ozempic. I was levels of toxicity and inflammation in lucky enough to trial an early course our systems today’.

Viavi is the first longevity clinic of Elcella, a magical, nutrient-based in the UK to offer this specific appetite suppressant containing very high-grade fats in a unique delivery purification service, explains Dr system. I found that the three kilo Donnai. As one of the wisest women weight loss over 12 weeks was just a I’ve ever met, I can’t imagine anyone pleasant side effect, far outweighed better to answer a question that by the benefits to my hair (thicker), remains at the back of our minds while skin and brain (both clearer) and marvelling at these new frontiers. sleep (deeper).

When it comes to the endless GEORGIE CLEEVE, OSKIA This doesn’t just go for pills and capabilities of science in wellness and powders but IV drips too, which beauty, where do we draw the line? will continue to become ever more ‘The line between innovation and state-of-the-art, says Dr Wendy intrusion is becoming increasingly Denning, who runs a private clinic blurred in the worlds of beauty, off Harley Street. Although the science behind these hasn’t wellness and longevity,’ Dr Donnai confirms, referring to stem always held up to scrutiny in the past, Denning insists that cell use and the various genetic data scandals in recent years today’s intravenous infusions ‘really can quickly increase your (where companies have misused sensitive genetic information body’s intake of water-soluble vitamins, minerals and amino originally compiled for personalised products). ‘So for me, the line needs to be drawn where there is scientific evidence that acids, thus boosting people while they wait for their lifestyle the benefits outweigh any possible side effects – at least, for the improvements to kick in’. vast majority of us.’

Global leader in the field REVIV (revivme.com) has been offering multi-functional wellness infusions for years, but Donnai isn’t just talking about physical side effects, either, its newest launch, the Methylene Blue IV – available at The but the potentially more important psychological side effects.

Wellness Clinic at Harrods (harrods.com) – is a ‘super drip’. Over ‘The need to do the latest, look the youngest and have the latest the course of 45 opulent minutes, the brand claims this IV will health tech can and is becoming an obsession for many.’ I’m biohack your wellness baseline by imbuing your bloodstream nodding, knowing that it’s people like me she’s talking about; with £249 worth of methylene blue, an organic chloride that I am obsessed and that my brothers would agree with her.

But as far as manias and fixations go, isn’t future-proofing your salt that exhibits antioxidant, antimalarial, antidepressant and cardioprotective properties. According to REVIV, the mind and body a pretty great one to have? n

PHOTOS: GETTY

‘Women are now looking for grownup, clinically proven products – not products designed purely on a new trending ingredient or with showstopping packaging’

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NO CREDIT FOR THIS PRODUCT

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Photography by Scott Frances Architecture by James Gorst

BRINGING ART TO LIGHT

BEACON ST, BOSTON - TM MASTERLIGHT CE | CB | UL

The leading international art lighting specialist, transforming works of art for

Great British Treasure Houses, Galleries & Museums, Private Collections worldwide, and your home.

TMLIGHTING.COM

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10/12/2025 15:22 10/12/2025 16:29

XXXXXXX IMPACT —— GBB 2026

Modern British Mavericks Meet the disruptors creating business blueprints that can help change the world.

By Tessa Dunthorne

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GBB 2026 —— IMPACT

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VIVOBAREFOOT

More than 19 billion shoes are produced each year, with ‘the majority destined for landfill,’ says Vivobarefoot co-founder Galahad Clark.

The brand uses leathers from wild-roaming cattle and sustainably tanned hides alongside cork, natural yarns and recycled compounds, avoiding virgin materials wherever possible. Its most radical venture, though, is VivoBiome: the world’s first biodegradable, 3D-printed barefoot footwear. Customers scan their feet to produce perfectly fitted shoes, a model that could one day enable localised assembly. Launching in the UK in 2026, VivoBiome will then expand globally via mobile scanning. Systemic waste is tackled by eliminating unsold inventory before production even begins, and the mission is to demonstrate that scan-to-print footwear can be commercially viable. Barefoot shoes are no longer niche: a pair of Vivos is a credible style choice for 2026, reconnecting your tread with the planet. vivobiome.vivobarefoot.com

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SKYDIAMOND

Skydiamond’s Dale Vince is a polymath for the anthropocene. Alongside Ecotricity and Forest Green Rovers FC, Skydiamond marks part of his effort to design industries that actively address the most pressing issue of our time: the climate crisis. This problem, the company says, ‘cannot be solved in silos. Jewellery, energy, agriculture and manufacturing are all interlinked, and to achieve real change, we must approach them as part of a broader system. At Skydiamond, we believe luxury should restore, not extract.’

In fealty to that mission, Vince’s lab-grown diamonds are sparkling carbon sinks, the result of a direct air capture that removes CO2e from the atmosphere, powered only by green hydrogen. Traditional diamonds emit about 160kg of CO2e per carat mined; an analysis

by Imperial College London confirmed each carat of Skydiamond results in 99.79 percent less greenhouse gas emissions. When many other lab-grown diamonds are created with fossil fuels, Skydiamond is minimal-waste, uses no industrial pollutants, and sets a new benchmark for clean, circular luxury. skydiamond.com

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FIELDEN WHISKY

As if English whisky wasn’t itself still a slight oddity, Fielden Whisky of England is an outlier among outliers. The brand, founded as the Oxford Artisan Distillery in 2017 by Tom Nicolson, harks back to England’s heritage spirits and manufactures with methods to match. By using diverse grains that grow without sprays or fertilisers, it revives both a pre-industrial farming practice and a pathway towards lower-carbon spirit production that the rest of its industry can learn from. The brand's partner farmers plant each of their fields with a mix of heritage grains – rye, malted rye, wheat and malted barley – grown within a permanent clover understory that feeds the soil, suppresses weeds and locks in moisture. The system allows minimal tillage and produces 44 percent less CO2e (per tonne, per grain) than conventional cereals. Farmers are paid by the acre rather than by yield, with Fielden supplying seed and sharing risk. It's a deliberately experimental approach that has paid off: Fielden's rye whisky won gold at the World Whisky Awards 2025, proving that there's no compromise for doing the right thing. fielden.com

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4 BEEN

Waste not, want not. BEEN turns that adage on its head: its wastederived luxury accessories are seriously covetable. Founded in 2018 by ex-BBC journalist Genia Mineeva, BEEN defines itself as both an accessories brand and design studio experimenting with unwanted materials. Its collaborations span from Rosewood Hotels to DHL, transforming post-consumer fabrics, linens and leathers into plastic-free, circular materials. Perhaps most impressive is its partnership with FastFeetGrinded, whose patented technology enables full recycling of post-consumer footwear. Together, they have created the first truly recycled post-consumer shoe leather, showcased in a proof-of-concept capsule featuring a tote, laptop case and cardholder, each made from deconstructed shoes: leather uppers, linings and foam soles reborn as new materials. With repairs, resale and end-of-life takeback also built into its model, BEEN demonstrates how waste can become a resource. been.london

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E.L.V DENIM

The first completely upcycled brand to present at London Fashion Week (AW24), E.L.V Denim is a staple in every British fashion editor’s wardrobe for its showstopping, bespoke jeans, each pair made from post-consumer denim waste. Founded in 2018 by Anna Foster with just £1,500, the brand has expanded from custom trousers into patchwork jackets, shirts, corsets and ready-to-wear pieces, all made exclusively from discarded materials. Its east London supply chain is so hyper-local you could walk from fabric-cutting stations to the seamstress finishing coutureinspired seams, which can be let out or in as bodies and styles evolve. To date, the brand has upcycled over 26,000 pairs of jeans, saving the equivalent of 275 million litres of water. It has also worked with luxury hotel groups to transform waste into high-end textiles, proving circular design can scale beyond fashion. Workshops and university lectures given by the brand further inspire the next generation of designers to embrace circular systems from the outset of their careers. elvdenim.com

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IMPACT —— GBB 2026

6 7 RIVERFORD

Guy Singh-Watson is a radical among farmers. Founding his organic veg box company, Riverford, in 1986, he has scaled the business without compromising integrity.

Its mission: to grow and supply the best organic food with nature rather than against it, treat people and growers with respect, and avoid ‘corporate convention’. In all three, it has succeeded. Riverford’s sustainability is pragmatic – closed-loop packaging, low-impact logistics – and a leading example to other direct-to-doorstep businesses.

Baddaford Farm, Singh-Watson’s joint venture with his wife Geetie, is a more radical expression. It brings together small-scale, land-based enterprises exploring perennial crops, wildlife corridors and shared farming systems. Its regenerative practices, from wetlands to perennial systems, enhance soil health and biodiversity, demonstrating how experimental, tiny approaches can improve food security, reduce agricultural footprints and help repair the earth in the face of the climate crisis. riverford.co.uk

SURI

This will leave a bad taste in your mouth: the average person uses around 300 manual toothbrushes in their lifetime, most headed to landfill. Switching to an electric toothbrush with a changeable head reduces plastic use in manufacturing but raises new issues, such as cobalt sourcing, e-waste and plastic heads that still require inconvenient drop-offs. SURI – Sustainable Rituals – is a British startup reimagining oral care with well-designed, attractive products. Its toothbrushes pair sleek aluminium handles, which can be repaired or fully recycled, with heads made from cornstarch and castor oil. Every step of the supply chain is mapped for ethical sourcing, including conflict-free cobalt, and SURI is the only B Corp business in its category. It is also one of the only UK oral care brands to offer a free toothbrush head returns scheme, turning used heads into new products like washbags or toothpaste keys.

While the industry follows ‘buy-use-discard’, SURI offers a circular alternative… leaving a refreshing taste in the mouth. trysuri.com countryandtownhouse.com⁄gbb

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8 9 ELVIS & KRESSE

Imagination is the trait that underpins the purpose – and success – of accessories brand Elvis & Kresse. Founded in 2005, married couple James ‘Elvis’ Henrit and Kresse Wesling OBE began their journey transforming decommissioned fire hoses from the London Fire Brigade into beautiful, hardy handbags and totes. ‘We now collect ten to 15 different waste streams, including leather from Burberry,’ says Wesling, as much an activist as she is a business owner; since 2015, the brand has doggedly pursued a wholly regenerative model, inspired by the climate solution playbook Drawdown by Paul Hawken. The brand’s recent investment in a barn HQ in Kent means the workshops are ultra energy efficient (thanks to 28 solar panels and a mechanical ventilation heat recovery system), completely water-regenerative, and able to scale its mission in ways it previously couldn't imagine. The latest frontier is to produce an English sparkling wine on the farmlands it has almost completely restored from soil degradation – literally drinking in the fruit of its honest toil. elvisandkresse.com

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WUKA

Periods don’t often get talked about. Nor do the 200,000 tonnes of single-use period waste discarded in the UK each year. Wake Up Kick Ass (WUKA) has fought both issues since its inception in 2017 by environmental scientist Ruby Raut and her husband, Dave Slocombe.

Growing up in Nepal, Raut saw women use old sari rags as sanitarywear so, when she arrived in the UK, she was struck by the abundance of disposables. WUKA became the UK’s first reusable period underwear brand, expanding into active and swimwear that let women and girls move freely through their cycles. It believes sustainability isn’t a luxury, nor should good period care be a privilege. WUKA has created pants that are both accessible and desirable – a hard ask of a period product. Each pair diverts around 200 single-use items from landfill, while the brand's activism removed VAT on period pants and its education programme now spans 600 schools. Its next step will be to develop end-of-life solutions for products past their wear, including take-back and recycling schemes. wuka.co.uk

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10 BAMFORD

Founded in 2004 by Carole Bamford, Bamford grew from the soil of Daylesford Farm – a pioneering organic estate in the Cotswolds – and from a belief that true luxury begins with the land. It would not be a stretch to say that Carole Bamford brought organic principles into the mainstream. The company champions circularity, using ‘materials that could be mistaken for by-products’ from its sister brand Daylesford as the basis for beautiful lifestyle products. ‘I’m passionate about circularity initiatives that unite my businesses while reducing waste, from sheep’s wool to cattle hides processed at our abattoir,’ says Bamford. The Merino knitwear collection is a first-of-its-kind capsule made entirely from Daylesford Farm's own flock of Saxon Merino sheep in the Cotswolds, which is then spun and knitted locally. Each piece travels less than 552 miles from fleece to garment – versus an average 18,000 miles for imported Merino wool – cutting transport emissions by 90 percent. Evidence for truly local, responsible luxury. bamford.com n

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GBB 2026 —— CULTURAL HEROES

Changing of the Guard Charlotte Metcalf pro le o e of ritain e citin cultural chan e a er

o t

O

ur culture is being reshaped by its new leaders who are bringing change, innovation and fresh energy to some of our major institutions and creative outlets. Here are ten recently appointed icons pushing the arts to new frontiers of imagination and excellence.

Shortlisted for the Sky Arts 2025 Prize for a Body of Work, Byrne left the New Diorama Theatre for the Royal Court early in 2024. With his Young Playwright’s Award and Writers Card Membership he has encouraged challenging new writing, giving back the Royal Court its reputation as the writers’ theatre. It’s now attracting major directors, like Marianne Elliott who directed Nick Payne’s The Unbelievers and Josie Rourke who directed Sophie Chetin-Leuner’s Porn Play. royalcourttheatre.com 72

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David Byrne Royal Court Theatre

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Devyani Saltzman Barbican Centre

Since being appointed as Barbican’s head of arts and participation in summer 2024, the Canadian writer, curator and public thinker is set on social change, using the arts and ideas-led programming to make sense of an increasingly senseless world. Working across cinema, creative collaboration, immersive, music, theatre, dance and visual arts, Saltzman has fast established herself as a champion of the arts and a major contributor to British soft power. barbican.org.uk

Victoria Siddall National Portrait Gallery

In August 2024 Siddall was the first woman to become the National Portrait Gallery’s director in its 168-year history.

Having worked for Frieze for 20 years, setting up Frieze Masters in 2012 and eventually running all its global fairs, she brings a wealth of experience to the newly renovated gallery.

Already she’s drawing in younger crowds with exhibitions like Culture Shift about The Face magazine and the first one-woman major show of YBA’s Jenny Saville’s work. npg.org.uk

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PHOTOS: THE CECIL BEATON ARCHIVE, LONDON; TOM JAMIESON; EJATU SHAW; RACHEL LOUISE BROW; LIZ ISLES; ISHA SHAHJPG; ELLIE KURTTZ; ALAMY; MARC BRENNER; SUKI DHANDA

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Audrey Hepburn in costume for My Fair Lady (1963), part of Cecil Beaton’s Fashionable World exhibition at the National Portrait Gallery

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Steven Knight Digbeth Loc Studios

Jack Thorne & Stephen Graham Screenwriters & Producers

Determined to make Birmingham a cultural hub, Knight has thrown his energy into building Digbeth Loc, the film and TV studio complex. Knight is known for being a multi-talented writer and director who has been responsible for numerous television productions. In July 2025 it was announced he will write the screenplay for the next James Bond film, arguably the UK’s best known cultural export. digbethlocstudioslimited.com

Jack Thorne was already a wellknown writer with credits ranging from Harry Potter and the Cursed Child to the miniseries Best Interests with Michael Sheen and Sharon Horgan.

Stephen Graham was already an established producer and actor, lauded particularly for his role in Boiling Point. His breakout role was in the film This is England (2006) and Thorne went on to co-write the This is England TV series. However, it was as co-creators of the 2025 multiple awardwinning television drama series Adolescence that swept them into the limelight, cementing their reputation as two of the UK’s leading creatives with their fingers firmly on the nation’s pulse.

Clare Perkins in Bacchae at the National Theatre

PHOTOS: THE CECIL BEATON ARCHIVE, LONDON; TOM JAMIESON; EJATU SHAW; RACHEL LOUISE BROW; LIZ ISLES; ISHA SHAHJPG; ELLIE KURTTZ; ALAMY; MARC BRENNER; SUKI DHANDA

Jordan Stephens and Tamzin Outhwaite in Entertaining Mr Sloane at the Young Vic

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Nadia Fall Young Vic

Nadia Fall stepped into the breach at the Young Vic last year when Kwame Kwei-Armah left.

With a wealth of experience in theatre, working with some of the greats like Nicholas Hytner, she’s also a film director (her debut feature film Brides premiered at Sundance in 2025). Fall’s programming has put the Young Vic firmly on the map again as a small theatre with a mighty reach – take James Graham’s Punch, which had a hugely successful transfer to the West End in the late autumn. youngvic.org

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Jesús Herrera London Philharmonic Orchestra

In spring 2025, Spanishborn Herrera joined the London Philharmonic Orchestra (LPO) from the London-based agency, Intermusica. He ran the Castilla y León and Valladolid orchestras in Spain and is known for creating youth orchestras and supporting young performers. His reputation for dynamic programming is attracting a new generation to music and brings an innovative and collaborative approach to LPO, such as his sea-inspired events and concerts over autumn 2025. lpo.org.uk

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Indhu Rubasingham & Kate Varah National Theatre

Kate Varah became executive director of the National Theatre in 2022 and Indhu Rubasingham joined from the Kiln in Kilburn as creative director last spring.

Together they have focused on making the modernist building far more welcoming to everyone of all ages and are delivering a bold, sometimes controversial, season of work including Bacchae, Les Liaisons Dangereuses and Pride. nationaltheatre.org.uk countryandtownhouse.com⁄gbb

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Allianz Stadium, Twickenham

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And So to Bed

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Annoushka

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Apollo Art Auctions

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Ascot Racecourse

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Avalon by Loomah

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Bamford

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Banham

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Barbour

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Battersea Power Station

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Berry Bros. & Rudd

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Bittescombe Lodge & Deer Park

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The Body Shop

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Boodles

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British Racing Motors

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Cadogan

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Cambridge Satchel

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Carrier

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Catchpole & Rye

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Chapman

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Christy

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Coco Wolf

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Cole & Son

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Colefax and Fowler

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Cordings

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Crockett & Jones

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GBB 2026 —— A

Allianz Stadium, Twickenham ‘W

e are known as the home of England Rugby, but we are looking to expand our reach globally to other sports such as American football. Global music acts like U2, The Rolling Stones and Rihanna have attracted new audiences; we would love more. A car show and a large food festival are in the pipeline – and with Heathrow nearby, we’re ideal for international exhibitions and conferences.

Rising use of AI-powered tools at business events – from live transcription and smart captioning to real-time language translation – is prompting organisers to reassess their venue needs. It’s not just our 34 event spaces, but how much digital capacity we can deliver: planners want to know their AI platforms will run at full power, in real time, without interruption. As a live broadcast hub for international rugby and host to major eSports and gaming events, our stadium is built for high data volumes, seamless connectivity and large-scale hybrid production.

We constantly strive to improve the visitor experience on 82,000 capacity match days: personalised high-tech tickets give dietary and hosting information, and our Guinness Patch Just Walk Out frictionless bar speeds up service and reduces queues, with average transaction times of less than six seconds from entry to exit. That is revolutionary, as any fan will tell you.

It’s not just beer. Executive chef Shaun Lawson manages up to 280 chefs across 38 kitchens, serving up to 14,000 hospitality covers and enhancing the dining experience through innovation and quality, including collaborations with guest chefs like Tom Kerridge and Tommy Banks, whose restaurants hold a total of five ichelin stars ive with arler artin unites world class cuisine and rugby royalty: hosted by celebrated ritish chef ames artin and ngland ugby legend oe arler, this experience pac age offers fans unforgettable match-day entertainment, insight and indulgence.

Our event food prioritises sustainability: we have adopted a ero waste to landfill policy for ten years percent of food is prepared and cooked onsite, with more than 80 percent British ingredients; we recycle our cooking oil; and we work with farmers to avoid meat waste e ve piloted a first, plastic free drinks carrier shaped like a rugby ball, developed by prizewinning packaging innovators Notpla, with the challenge of matchday service in mind (speedy, stackable, disposable and biodegradable). For two years running, we’ve achieved a gold reengage smart certification t ma es us different

‘We constantly strive to improve the visitor experience. With average transaction times of less than six seconds, our frictionless bar is revolutionary’

Nils Braude, managing director, Twickenham Experience Ltd 76

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Allianz might be the home of England Rugby, but it has plans to attract new fans to its stadium and 34 event spaces

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Provide choice. From diverse food and drink options to tailored hospitality, we empower fans to design their own visit, whether casual or premium.

As one of the UK’s largest venues, we’re committed to embedding ecoconscious decisions across operations while ensuring progress never compromises fan experience.

3

Embrace innovation. Use it to enhance every visit: our new Just Walk Out bar lets fans grab drinks in seconds, with no queues and no fuss, showcasing how technology can elevate their convenience and enjoyment.

ALLIANZ STADIUM 200 Whitton Road Twickenham TW2 7BA +44 (0)20 8744 9997 allianzstadium twickenham.com allianztwickenham countryandtownhouse.com⁄gbb

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Listen to science. Our in-house sleep expert Dr Lindsay Browning and highly trained bed specialists give guidance and one-to-one support to help customers sleep better.

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Offer ‘try before you buy’. Our customers can experience the most luxurious beds and mattresses crafted by leading makers in 14 calm, welcoming spaces.

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Customise comfort.

There’s no single perfect bed, only yours. From handcrafted bedsteads and made-to-order mattresses to pillows, duvets and bedlinen, we will build a tailored sleep sanctuary.

AND SO TO BED 591-593 King’s Road London SW6 2EH +44 (0)808 144 4343 andsotobed.co.uk andsotobed_uk

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A —— GBB 2026

And So To Bed And So To Bed will help build a tailored sleep sanctuary, from handcrafted beds and made-to-order mattresses to pillows, duvets and bedlinen

‘F

or 50 years, we’ve been devoted to one pursuit: helping people sleep beautifully. Founded in London and now with 14 showrooms across the UK – from our flaship on the ing s oad to historic towns li e arrogate and Tunbridge Wells – we have become the leading destination for luxury beds, mattresses and bedroom craft.

We believe the world’s best sleep begins with the world’s best ma ers ur showrooms bring together an exceptional collection of British and international brands, each celebrated for its mastery ur partnership with ispring spans decades and remains at the heart of our collection. The brand’s natural, handcrafted British mattresses and divans are recognised around the world for their comfort and craftmanship, and our teams offer guidance shaped by a deep, firsthand understanding of ispring s artistry We also present the handcrafted comfort of Californian ma er ireloom and the advanced pressure relieving innovation of Tempur, with a wide selection available to experience in every showroom ur linens and bedding such as the malia ome ollection, eed amily inen, edfol , ves elorme and rin haus are chosen for their provenance, exceptional materials and enduring beauty.

very nd o o ed design is made to order ustomers may explore an extensive library of the world s finest upholstery fabrics, leathers and finishes, resulting in a bed shaped to their personal style or those see ing something even more individual, we can also wor with a customer s own material ainted or stained bedframes are hand finished, with colour matching and artisanal detailing ensuring each design feels genuinely personal. leep is evolving, and so is the science that surrounds it We stay closely attuned to new research and continually deepen our expertise with our in house sleep expert, r indsay rowning luxury bed is a considered investment and our role is to help customers ma e an informed, confident choice n our showrooms, we encourage visitors to slow down, explore different mattress tensions and even spend half an hour laying on a mattress to truly understand how it supports them. This unhurried, thoughtful approach is the essence of our service. n every nd o o ed showroom, you will discover remar able craftmanship, curated design and experts who understand exactly how to guide you to the perfect bed.’

Martin Gill, managing director

‘Our unhurried, thoughtful approach encourages customers to slow down and spend half an hour laying on a mattress to understand how it supports them’ countryandtownhouse.com⁄gbb

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Annoushka ‘F

or me, exploring new frontiers begins with staying true to what jewellery has always meant: storytelling, memory and emotion. Our evolution as a brand has been guided by a simple belief that jewellery should be lived in and loved – never saved for best – becoming part of the stories people carry with them. Where we have broken ground is in the way we invite clients into that world. From our new bespoke studio at Cadogan Gardens to our Life in Charms podcast, we’ve created spaces where craft, conversation and connection come together in a very human way.

This year, I found myself launching a silver collection. For someone who built Links of London on silver all those years ago, it felt like a full-circle moment returning to a material that marked the beginning of my journey. For a brand now so rooted in real gold, revisiting silver was its own kind of breakthrough.

With gold prices soaring and clients asking for pieces they could wear every day, reimagining our Knuckle collection in silver felt both brave and completely natural. It reminded me that breaking ground isn’t always about creating something radically new – sometimes it’s about reinterpreting an idea that still has so much life in it. Silver allowed us to make an iconic design accessible to more people, without compromising on craft, emotion or the spirit of the original. It is a lovely reminder that evolution often means honouring where you started, while opening yourself to new possibilities.

The future also asks us to stay agile and open-minded. I am genuinely curious about the role of technology and, of course, the current obsession with AI. I embrace it very much as a partner.

It will never replace the soul of what we do – every piece being handmade in family workshops – but it can support us, free up precious time and help us work more thoughtfully. The key is embracing innovation without ever losing the warmth of the human hand.

Looking ahead, the landscape has changed. Meeting clients where they already are feels far more meaningful. Collaborations, pop-ups and trunk shows let us connect with people in intimate, joyful ways – the sort of encounters that remind me why I fell in love with ewellery in the first place he future is about deepening connection, celebrating craft, and finding ever more beautiful ways to bring our stories – and our clients’ stories – to life.’

‘The key is embracing innovation without ever losing the warmth of the human hand’

Annoushka Ducas, founder and creative director 80

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Annoushka believes jewellery should be lived in and loved, not saved for special occasions

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Embrace storytelling.

Right now, it matters more than ever, and women express their stories through their jewellery.

Be curious. Staying openminded to new ideas and technologies can enhance your creative process.

Stay human and stay agile. Humanity ensures emotion, craft and the people you serve remain at the heart of every decision. Agility allows you to evolve without losing sight of your values. Together, these qualities keep a brand authentic, relevant and deeply connected.

ANNOUSHKA 41 Cadogan Gardens London SW3 2TB +44 (0)20 7881 5829 annoushka.com annoushkajewellery

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Apollo Art Auctions ‘B

ritish culture has always had a deep fascination with history and the ancient world. We bring the past into everyday life by sharing the stories behind the items we handle, and by helping people understand that they can own and care for something that has survived thousands of years.

Alongside our established UK audience, we work closely with clients in the US and across Asia. We also market our sales extensively worldwide so that anyone with an interest in antiquities can be part of the process. It’s important to us that distance never becomes a barrier.

We want to show that owning a piece of history isn’t an unattainable idea. It’s been encouraging to see a real rise in younger buyers, which tells us this passion for history is reaching a new generation. Digital behaviour is another big shift; mobile bidders have been a major trend recently. To keep our auctions inclusive, we use multiple bidding platforms, but bringing all of those bids together in real time can be a complex process.

Thanks to AI, there are new tools that can clerk multiple platforms at once, but technology will never replace the human side of what we do. Clear communication and trust are still the most important part of the auction experience, no matter how advanced the tools become. Our team is built from people who genuinely love history and are passionate about the objects they handle.

Apollo Art Auctions has proudly been working with members of the Qatari royal family for over three years, selling a vast range from their collections. All pieces came with royal provenance and remarkable stories attached to them, including lin s to figures such as oward arter, the archaeologist who discovered Tutankhamun’s tomb.

Many museums and cultural institutions are now being developed in the Middle East, especially across the UAE, Qatar and Saudi Arabia, with more than 25 new projects currently underway. We are involved in advising parts of this process and are proud to be able to support institutions with expert guidance.

When people see incredible artefacts displayed and interpreted by world-leading institutions, it often sparks a personal passion to explore the history further, sometimes by starting their own collection. There is a surreal moment for many new collectors when they realise they can actually own an ancient object, something that has survived for thousands of years. That sense of wonder never really disappears.’

‘Owning a piece of history isn’t an unattainable idea’

Dr Ivan Bonchev, director 82

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Apollo Art Auctions sells antiquities to collectors old and new worldwide

HOW TO BE A 21ST CENTURY BRAND

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Make antiquities accessible to everyone.

Apollo opens the world of ancient art to all collectors by keeping starting prices accessible while still offering exceptionally rare pieces.

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Deliver seamless, in-house service from start to n sh. ery stage of the auction process happens under one roof.

Connect collectors worldwide through a hybrid bidding model. Our multi-platform bidding system combines in-room auctions with real-time online participation, giving every bidder a fair opportunity.

APOLLO ART AUCTIONS 63-64 Margaret Street London W1W 8SW +44 (0)7424 994167 apolloauctions.com apollo_art_auctions

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Ascot Racecourse

Ascot aims to respect history and royal tradition while providing a 21st-century race-going experience

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It’s vital to select, recruit, and train the right people.

Our staff are key to ensuring our racegoers have a positive experience.

Embracing change is essential in an institution as old as Ascot. Four years ago, applications for the Royal Enclosure were done on paper; now they are fully digital, as are 95 percent of the 500,000 tickets we issue.

3

Listening to our customers is crucial. Things are constantly evolving, so we have to stay alert to what our customers want and how they are spending their money.

ASCOT RACECOURSE High Street, Ascot SL5 7JX +44 (0)344 346 3000 ascot.com ascotracecourse

‘The 2026 King George VI & Queen Elizabeth Stakes will be the most valuable race ever run in Britain’

‘A

scot has a long history – it was founded in 1711 by Queen Anne – but is constantly evolving to ensure it has a bright future in these ever-changing times. Our new strategy is ambitious: to make Ascot the leading brand in world racing. To achieve this, we must increase the prize money we offer to make Ascot’s racing attractive to international owners, encouraging them to send their horses to compete in our major races. This is now the main focus of the business. Increasing the prize money will, in turn, raise the quality of the racing. e have already ta en a significant step in this direction with the announcement that – from 2026 onwards – our biggest mid-summer race, the King George VI & Queen Elizabeth Stakes, will be worth £2 million. This will make it the most valuable race ever run in Britain.

We hope, of course, that providing this level of prize money will attract the world’s best horses, but it will also provide a powerful marketing hook for the racecourse to promote itself. Racing is Britain’s second best-attended spectator sport, after football. The big days, particularly the oyal eeting, draw significant attention on their own; it’s the smaller days that require more promotion.

One of the challenges we face is: how do you turn racing fans in New York, Melbourne, or Hong Kong into fans of Royal Ascot? How do you make people half a world away feel as connected to Ascot as somebody who can be here for an afternoon’s racing? Part of the answer lies in the rise of YouTube and other platforms, which we can use to broadcast internationally focused content. British racing as a whole has recently agreed a new four-year deal with ITV for free-to-air coverage of the sport until the end of his benefits the entire industry but also gives scot, its sponsors and partners valuable exposure on terrestrial television.

Our watchwords in promoting Ascot as a luxury brand are “elevated elegance”, a motto that informs everything we do: respecting the racecourse’s distinguished history and royal connections, while offering an enjoyable experience for 21st-century racegoers. We encourage visitors to bring the best version of themselves to the racecourse. It’s about making people feel included, yet always preserving that sense of elegance and style that has long been such an essential part of Ascot’s appeal.’

Felicity Barnard, CEO countryandtownhouse.com⁄gbb

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Avalon by Loomah

Avalon crafts and delivers luxury made-to-order rugs in just six weeks

‘W

hen my wife Natalie and I founded Loomah Bespoke Carpets & Rugs in 2001, our vision was to provide a unique design service that produced handmade carpets and rugs in any size, any shape and any colour.

A quarter of a century on from when we started, we have a flagship showroom on the ing s oad in helsea, a growing team and we are renowned for making bespoke carpets and rugs of exceptional quality for residential interiors, commercial properties, private yachts and hotels all over the world. Our handmade carpets are in some of the best-knowns names in hospitality, including The Savoy, The Berkeley and The Connaught.

That said, all businesses need to innovate to remain relevant.

In response to the ever-changing landscape of the early 2020s, we decided to introduce a complementary brand that would appeal to new customers. This range would have lower price points, enhanced sustainability and shorter production times, while still upholding the quality and integrity that defined Loomah. After years of thoughtful development, we wrote a new chapter in our story by launching Avalon by Loomah in October 2025. esigned and made in the , valon champions ritish artistry, precision and craftsmanship. Our debut range, the

thereal ollection, made in the finest worsted wool with the option of adding bamboo for a touch of lustre, redefines the timeframe of tailor-made with a production time of just six weeks.

Inspired by British myth and legend and working with a palette of 21 colours – from timeless neutrals to waves of blue, green and warm rust – the Ethereal Collection weaves storytelling into contemporary craft. Clients can choose from our suggested colourways or create their own bespoke combinations, and can opt for standard or custom sizes.

Whatever their choice, their made-to-order, luxury handmade rug will be ready and delivered in a month and a half. ur desire is for valon to bring oomah s acclaimed expertise and aesthetic to a new audience t s an organic response to the growing demand for original design, British craftsmanship and outstanding quality, delivered with the speed required by today s customers It is still early days, but I hope and believe that Avalon has huge potential for success and further growth. There is the chance of selling it through other retailers in the and even abroad, for instance hat s a way off, of course, but it s certainly something we can see happening Andrew Cotgrove, founder and managing director

‘Avalon is an organic response to the growing demand for original design, British craftsmanship and outstanding quality’ 86

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Deliver with speed. Avalon redefines what it means to be bespoke. It brings luxury without the extended lead times traditionally associated with high-end production.

Champion British craft.

Our skilled UK artisans work with precision and artistry to make beautiful carpets for discerning customers worldwide.

Be sustainable; quality endures. We use sustainable materials and responsible manufacturing to create timeless products that are designed to last.

AVALON BY LOOMAH 592 King’s Road, London SW6 2DX +44 (0)20 7371 9955 avalonbyloomah.com avalonbyloomah

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Bamford Milestones in the past year include celebrating the 20th anniversary of Bamford’s signature geranium fragrance (below)

‘O

ur purpose is to inspire conscious living that protects the planet and enhances wellbeing. This drives everything we do, from the way we develop our collections and design our treatments to how we connect with one another. We work in harmony with nature, harnessing its power to nourish and heal while doing all we can to help regenerate the earth’s precious natural resources.

We create considered clothing, homeware, skincare, bath and body collections and bespoke spa experiences worldwide, all designed to help us connect with nature and nurture mind, body and spirit. This commitment to holistic wellness and sustainability is reflected in our orp certification and recognition by ositive u ury, the oil ssociation, rganic and atural.

We achieved several milestones in 2025. In spring, we celebrated years of amford s signature geranium fragrance with our new Glasshouse collection and an award-winning stand at the helsea lower how. amed he otting hed, the sustainably designed stand was praised by assessors for its “originality” and “outstanding visual theatre”. The scent of each candle in the collection is inspired by pelargonium varieties grown in my glasshouse, and is made using 100 percent natural wax poured into handcrafted porcelain vessels. We were

also proud to introduce a fully recyclable refill pouch for our geranium wash and lotion, reinforcing our circular approach to packaging and commitment to minimising single-use plastics.

In August 2025, our global presence expanded with the opening of a new amford store in okyo, a amford ellness pa at otel elbourne, and entry into ustralia s leading beauty retailer, . n eptember, our homegrown rom the ields collection was crafted using wool from aylesford s erino sheep and leather from the hides of our organic cattle, helping us achieve our target of using percent natural fibres across all our apparel.

In 2026, we will continue to work towards our sustainability targets by utilising more byproducts from aylesford arm in our bath, body and apparel collections. t our amford ellness Spas, we are delighted to introduce kobido facials and auricular therapy. Inspired by centuries-old methods, these treatments draw on ancient healing techniques, thoughtfully adapted to our modern approach to holistic wellness. uilding on the strength of our ongoing partnership with 1 Hotels, we’re also set to launch with openhagen in the spring, e tending amford ellness pa s offerings to the anish market.

Carole Bamford, founder

‘We work in harmony with nature, harnessing its power to nourish and heal while doing all we can to help regenerate the earth’s natural resources’ 88

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Return to the soil.

Everything at Bamford is developed with the future in mind and crafted to leave only the lightest touch on the land.

Nurture nature. We harness the power of nature throughout our product development, from toxin-free botanical candles to body polishes that utilise upcycled coffee grounds from Daylesford’s cafés.

3

Approach wellness holistically. Bamford’s Wellness Spa and The Club by Bamford offer treatments, classes and therapies that focus on healing and fuse ancient techniques with the latest developments in wellness.

BAMFORD Daylesford Farm Gloucestershire GL56 0YG +44 (0)1608 692861 bamford.com bamford

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Champion craft. Banham has been synonymous with British craftsmanship since 1926, making each lock with a precision designed to protect what matters most for generations to come.

2

Train the next generation.

As a proud family business, we promote innovation by training future experts through Banham Academy and delivering skilled installation and service in a world of DIY and impersonal solutions.

3

Deliver end-to-end solutions. From locks, doors, alarms, safes and keyholding, each of our security solutions is tailored to the needs of our clients.

BANHAM 20 Thornsett Road London SW18 4EF +44 (0)20 7622 5151 banham.co.uk banhamgroup

B —— GBB 2026

Banham Banham has been synonymous with security, innovation and excellence since 1926, when William F Banham created the rst automat c door bo t

‘F

ounded in 1926 by William F Banham, Banham is still run by the third and fourth generations of the family: we are co-managing directors, and our cousin Charles Hallatt (William’s grandson) is executive chairman.

In Banham’s centenary year, the focus is on the future, inspired by the same entrepreneurial spirit that has enabled the company to prosper since 1926. Our founder designed the first automatic door bolt, a revolutionary product that laid the foundations for a brand that would become synonymous with security, innovation and excellence.

William was an innovative businessman with a flair for publicity: in 1931, he organised a competition in which burglars were invited to try to break through a Banham-locked door.

Unsurprisingly, it attracted a lot of interest from the public, press and even the police – but no one succeeded in breaking in.

As the current generation of the Banham family, we are quieter in our approach than our showman founder, but no less confident This year, the brand enters a new phase of evolution, introducing a fresh look and feel, updated showrooms and innovation.

The brand continues to evolve but our commitment to timeless innovation never wavers. Banham is renowned for its robust patented locks, each the result of over a century of refinement, collaboration and engineering excellence.

very loc is meticulously crafted, combining flawless execution and continuous evolution. We’re proud that our locks adorn some of ngland s finest homes Today, we keep our customers safe and secure not only with locks, but a whole suite of security offerings and services delivered by our team of craftsmen and expert engineers. This breadth of products and knowledge help our customers feel secure in their homes, with solutions tailored to their property, family and unique needs.

Banham has a high-end customer base and, unusually for a security company, sits comfortably alongside the prestigious brands found in our clients’ homes. An emphasis on personalisation allows our customers to express their individuality and style. For example, our clients can personalise their safes, turning them into luxury items by adding their choice of material, leather, or even gold handles to the door.

One client commissioned us to design a safe for her collection of Hermès bags; others, for their collections of watches. The proven efficacy of anham s loc s can exist alongside a safe personalised just as a piece of furniture might be. The future can be secure without compomising on elegance and beauty.’

Lucie Banham and Frances Banham, co-managing directors

‘Banham is renowned for its robust patented locks, each the resu t o over a centur o refinement collaboration and engineering excellence’ countryandtownhouse.com⁄gbb

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Barbour ‘T

oday, Barbour is a a premium lifestyle brand, sold in over 55 countries worldwide. Recently, we’ve been expanding in Asia, particularly Japan; these markets have a strong enthusiasm for British heritage brands, making them an ideal opportunity for growth. We are introducing heritage stores in these regions, allowing consumers to engage with our story through emotive storytelling and immersive brand experiences.

Other key markets are North America and Germany, with a strong presence in Italy, Spain, France and Scandinavia. Our biggest opportunity, however, is in clothing, which now accounts for around 50 percent of our business. As we expand into warmer countries, we’re adapting our clothes for summer so consumers can experience the full Barbour wardrobe all year round.

Enabling customers to extend the lives of their products has always been part of our ethos and we’re constantly innovating.

We’ve already followed our Wax For Life programme with Barbour Re-Loved and Quilt For Life, and in 2025, we launched the Repair Hub, allowing customers to send back their Barbour footwear and accessories to be renewed and repaired.

Customer service is at the heart of our brand and is one of our company values. In the introduction to the 1919 catalogue, Malcolm Barbour, from the second generation of the family, asked: “Have you heard of the term ‘service’?” This ethos is still as true today and we continue to go the extra mile for our customers. For example, when the US tariffs were introduced, we made the decision to absorb these costs rather than pass them on to our customers.

While heritage remains at the heart of everything we do, we stay culturally relevant by listening to our customers around the world. Their cultures, lifestyles, values and expectations shape the way our collections evolve. Collaborations with the likes of Paul Smith, Farm Rio, Ganni and Tokihito Yoshida allow us to reinterpret our heritage in a way that is creative and culturally relevant, engaging with new audiences and trends.

Giving back remains important, and The Barbour Foundation has, to date, donated over £32m to charitable and good causes, primarily in the north east, including a recent £1m donation to Newcastle University’s Faculty of Medical Sciences to support PhD students’ research.

Our practicality, authenticity, understated style and enduring quality are all rooted in craftsmanship while connecting with today’s culture. We are now truly a premium contemporary global lifestyle brand that is shaped by our heritage, inspired by the present and ready for the future.’

‘Our biggest opportunity is in clothing, which now accounts for around 50 percent of our business’

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Barbour is reimagining its tartan heritage to keep it fresh and contemporary

HOW TO BE A 21ST CENTURY BRAND

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Lean into your heritage. For over 130 years, Barbour has drawn on its Scottish tartan heritage, reimagining it in modern colours and bold checks. Our past inspires and shapes our future.

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Be more sustainable. Since 1921, Barbour has enabled customers to extend the lives of their jackets through Wax for Life and now Quilt for Life initiatives.

Give back. Since 1988, The Barbour Foundation has donated over £30m to good causes, primarily in the north east of England, strengthening communities and creating lasting impact.

BARBOUR Simonside, South Shields Tyne and Wear NE34 9PD +44 (0)191 455 4444 barbour.com barbour

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Battersea Power Station

PHOTOS: CHARLIE ROUND-TURNER

CLOCKWISE FROM ABOVE: Turbine Hall A; the restored Grade II*-listed landmark; Electric Boulevard; Battersea Power Station hosted Patrick McDowell’s SS26 London Fashion Week show

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Push the boundaries of experience and innovation.

At Battersea Power Station, we have a relentless focus on providing one-of-a-kind, inspiring experiences.

Build on heritage and keep focused on the future. We celebrate our rich history while being committed to evolution.

Build loyalty through long-term investment and relationships. We are a neighbourhood for all, recognising that the children using the playground today will be our next generation of visitors, workers and residents.

BATTERSEA POWER STATION Circus Road West London SW11 8DD +44 (0)20 7501 0688 batterseapowerstation.co.uk batterseapwrstn

‘One of our guiding principles is to create a real and genuine sense of belonging’

PHOTOS: CHARLIE ROUND-TURNER

‘B

attersea Power Station is a living example of the importance of our heritage buildings, demonstrating why they deserve our love, attention and investment. It is a shining example to the world that no building is past saving.

It’s no secret that Battersea Power Station took immense determination to restore. The landmark laid derelict for nearly three decades. In 2012, our current owners acquired the building and began construction work, reversing the fate of a landmark that was considered perennially doomed, despite its international notability.

We’ve welcomed over 40 million people through the doors of Battersea Power Station since its opening in 2022. We’ve had countless new British and international brands come on board, with recent additions including The Salad Project and WatchHouse, bringing our total to over 150.

There are also fun ways to engage with our history, whether through visiting the newly reopened Chimney Lift Experience or enjoying a themed cocktail or escape room at Control Room B. Families can discover immersive exhibitions at NEON at Battersea Power Station, or enjoy one of our large-scale events like CelebrASIA. These unique moments meet the demands for real, tangible experiences in an increasingly digital world.

We’ve also established Battersea Power Station as a home for culture and the arts e hosted our first ondon ashion ee show

with Patrick McDowell in September 2025 and have exhibited pieces and pop-ups from artists such as Charlotte Colbert, Claire Luxton and David Hockney.

One of our guiding principles is to create a real and genuine sense of belonging; that those who live, work or visit here feel warmly welcomed. We aim to create an environment centred around community and connectivity. For example, much of the neighbourhood is pedestrianised at street level, removing the noise and stress that comes from busy traffic nother example is our varied green space, which means kids can run free – and you might even bump into your neighbour enjoying coffee on a bench.

We have a very compelling year ahead. Despite many people thinking we’re a completed neighbourhood, we still have 16 acres to develop ur first step is to start construction of our next phase, set for early 2026, which will complete our pedestrianised high street Electric Boulevard and deliver two new residential-led buildings

by Gehry Partners. We will also continue to bring an exciting array of new shops, restaurants, bars, events and cultural moments to Battersea Power Station, further enhancing our world-class riverside destination.’

Sam Cotton, interim CEO countryandtownhouse.com⁄gbb

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Berry Bros. & Rudd has opened a new shop in Washington DC (top) and hosted 1,000 events last year at its historic cellars in St James’s (this picture)

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PHOTOS: ALISTAIR JONES; KRYSTIAN KRZEWINSKI

Berry Bros. & Rudd

HOW TO BE A 21ST CENTURY BRAND

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Don’t lose sight of your vision and purpose.

The ‘why’ as well as the ‘what’. For us, this is about connecting people through a dee a rec at on o ne wine and spirits.

2

Create memorable experiences that bring people together, whether for an intimate dinner in centuries-old cellars or a unique gourmet voyage on a British Pullman train.

3

Keep innovating. History is important, but brands must evolve. We’ve launched a new app, an auction platform and new B Corp-level standards.

BERRY BROS. & RUDD 3 St James’s Street London SW1A 1EG +44 (0)20 7022 8973 bbr.com berrybrosrudd

‘The next step-change is to dial up the experiential side of the business. With our beautiful buildings, fantastic chefs, great food and outstanding wine, we have all the ingredients’

PHOTOS: ALISTAIR JONES; KRYSTIAN KRZEWINSKI

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ur only constant is change – and we’ve always embraced that. Over the past two years we’ve worked hard to understand customer trends and behaviours, ensuring we meet them where they are. I often tell our teams that we’re like an oak tree: long-standing, solid, and with deep roots – our DNA and our values – that help us adapt in any storm, staying agile when needed.

We were thrilled to launch in Washington DC at the end of 2025, and now have a beautiful shop, storage and cellaring facilities, a new website, and a private client team there. At our three-day launch event, we set up the “House of 1698” to tell our company stories – from Widow Bourne’s founding in 1698 to our wines on the Titanic and the era of rohibition. e invited top producers to co host around influential guests. When we enter new markets, our Britishness, long history and family-business heritage are important. We serve customers in 98 countries, with offices in ashington, okyo, ingapore and ong ong.

It’s early days in the US, but the word we hear most is “trust”. Trust takes years to build, and we never take it for granted, and we act as the link between producers and customers.

Bordeaux, Burgundy and Champagne remain our staples, but customers are increasingly exploring diverse regions and organic

and natural wines. Spirits show similar variety. Our No 3 gin, four times winner of Best Gin in the World, is now 100 percent organic. We’re also proud to be certified orp, balancing profit with people and planet. Younger, aspirational customers are equally passionate about protecting nature, and it influences their buying decisions.

It’s reassuring to know that land is being farmed responsibly, because our business is generational. We convey this passion by telling the stories behind producers, their families and the terroir. At a recent UK gathering, Andy Cato of Wildfarmed spoke about regenerative agriculture in an informal way that truly resonated. We aim to speak to customers in the same relatable way.

The next step-change is to dial up the experiential side of the business. We ran 1,000 events at our historic shop in St James’s last year – from our own invitations to major corporate bookings. I want to deepen the sense of belonging and community, bringing people together at Berry Brothers in a more holistic way. With our beautiful buildings, fantastic chefs, great food and outstanding wine, we have all the ingredients.’

Emma Fox, CEO countryandtownhouse.com⁄gbb

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Bittescombe Lodge & Deer Park

Bittescombe Lodge sits within a working West Country estate and offers luxury that is wholesome rather than performative

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HOW TO BE A 21ST CENTURY BRAND

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Personalise in every dimension. Our multilayered approach makes guests feel profoundly valued: luxury expressed through true understanding rather than excess.

2

Innovate relentlessly.

A great brand must evolve with its client base. Ours is world-class, so we keep reinventing with purpose, shaping new experiences while remaining rooted in authenticity.

3

Choose depth over scale.

We are shaping an estate where architecture, nature and service align to meet each group’s goal, whether that’s rest, renewal, focus, connection or celebration.

BITTESCOMBE LODGE & DEER PARK Wiveliscombe Somerset TA4 2QL +44 (0)20 7100 1938 bittescombe.com bittescombe

‘Set in wild countryside that feels a world away from London despite the short journey, Bittescombe Lodge allows guests to reconnect with nature in complete tranquillity and privacy’

‘W

e have continued to grow the brand almost entirely by word of mouth – deliberately so.

Bittescombe began as an intensely personal project: a modern iteration of an historic English estate rebuilt as the kind of place we ourselves wanted to be invited to. That passionate owner-led approach has created something that feels different: a fully curated world rather than a “nice country house”.

We have grown by choosing our partners carefully rather than chasing scale. Growth has come not through marketing but through uncompromising standards and a culture that sees hospitality as an art form. Consequently, guests are staying longer and returning more often. e have two s in combination: first, the product and people he entire Lodge is the product: architecture, interiors, objects, experiences.

On top of that, our product is also service – a team who must be as exceptional as the lodge itself. ur second is radical personalisation, executed within a fiercely protected aesthetic. The Lodge is tailored uniquely to each guest – it becomes their own: embroidered initialled pillowcases, bespoke craft leather pieces, personalised florals, tailored service et everything remains coherent because we only add what enhances the guest experience and fits their curated spaces

Bittescombe is intentionally not a showpiece. Our guests live lives full of grandeur, so what they want is somewhere discreet, authentic and quietly confident wholesome rather than performative luxury We are an unapologetically high-touch environment, but we sit in the middle of a working West Country estate, so sustainability is not a marketing angle for us, it is simply how we live. We rear our own red deer, rare-breed pigs and sheep, produce our own honey, fruit and vegetables, and source ultra-local seafood from the nearby coast.

Where are we going next? We’re continually perfecting our offering and innovating so that we can keep surprising guests. Our ambition is to become the best single occupancy boutique hotel in Britain and Europe for leaders of industry, luxury brands and exacting private clients who want to ta e over an entire world, not ust a floor In 2025, we have expanded the retreat elements of the estate through a nature spa in the deer par wood fired sauna next to a plunge pool in the valley’s natural stream – and a meditation and yoga pavilion.

Set in wild countryside that feels a world away from London despite the short journey, Bittescombe Lodge allows guests to reconnect with nature in complete tranquillity and privacy rowth means refinement, not scale Samantha Campbell-Breeden, founder and owner countryandtownhouse.com⁄gbb

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The Body Shop

This year sees exciting product launches for The Body Shop as well as the return of iconic fan favourites

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HOW TO BE A 21ST CENTURY BRAND

1

Know who you are. The Body Shop has been rebellious by nature from the day it was founded, with a point of view and genuine commitment to people and the planet.

2

Do the right thing. We were the rst brand to champion campaigns against animal cruelty, ght or women s r ghts promote fair trade, and empower women to have a positive body image.

3

Be present. We have been a committed high street retailer across the or decades creating job opportunities and encouraging consumer interaction in real life.

THE BODY SHOP Plus X Innovation, Lewes Rd Brighton and Hove BN2 4GL +44 (0)800 092 9090 thebodyshop.com thebodyshop

‘Our new campaign, Rebellious By Nature, captures our quirky British spirit: bold, progressive and unapologetically different’

‘T

his year marks an important milestone for The Body Shop.

On 27 March 2026, it will be 50 years since Dame Anita Roddick founded the brand with a small store in Brighton and changed the beauty industry forever. Our anniversary gives us a chance to celebrate who we are, who we’ve been since 1976, and why customers have loved us for so long.

We’re kicking off celebrations with a new global campaign, Rebellious By Nature. It captures the quirky British spirit of The Body Shop: bold, progressive and unapologetically different. We have always been about brea ing frontiers ame nita led the fight to ban animal testing in the beauty industry as well as pioneering fair trade and sustainable sourcing long before those ideas were widely recognised. She also championed women’s education, equal rights and a positive, inclusive approach to body image.

We are proud of our heritage and it remains deeply ingrained in the brand. But what we are even prouder of is how we continue to carry this ethos forward and push further in ways that matter to our customers and communities. Today, new frontiers means making beauty ethical, inclusive and accessible to everyone.

Sustainability continues to be at the heart of all that we do. We have

15 fair trade partnerships and work with farmers, growers, distillers, suppliers and women’s cooperatives to source ingredients like shea butter in a way that ensures quality while making a positive impact.

Our purpose remains clear: use business as a force for good.

This year will also see the launch of exciting new products as well as the return of some fan favourites. Notably, we are relaunching our body butters in their much-loved original formulas, responding directly to customer requests. We are also bringing back Dewberry, our iconic fragrance and the most frequently requested product since its discontinuation.

In a modern world dominated by technology and AI, The Body Shop offers an important space for wellbeing and quiet self-care. We are a democratic brand; we remain accessible to everyone and are always looking for new ways to engage with personalised and tailored services for our customers.

As we enter our next chapter, we aim to stay true to our roots while adapting to evolving needs. We will continue to focus on sensorial experiences and lead with our ethical practices. For us, British luxury is not about exclusivity, but rather about accessibility, integrity and authenticity.’

Alia irina a a, chief commercial and rand officer countryandtownhouse.com⁄gbb

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Boodles ‘O

ur current exciting new frontier is the move to our flagship five storey townhouse on ond treet this summer. t s five times the s uare footage of our e isting shop and is a huge opportunity in terms of both retail and hospitality. e have a long lease so the ne t generation will remain there for the foreseeable future, which is special for us as we re one of the oldest family run businesses on ond treet. i members of the family work in the business and our customers percent of whom are ritish consider us friends and vice versa. s far as international frontiers go, our trunk shows have been massive in the last couple of years, so we ll be back at oha in ay, after being in allas in pril, and we return to uinta and arbella in uly. ustainability and traceability are still paramount for oodles and our eace of ined collection allows customers to trace our diamonds back to their source. ll our gold is single mine origin from the abodala mine in enegal and recently my cousin ames went there and we ve made a film about it, which is available to view on our website. e re proud to be one of the few ewellers who can specify the e act mine that our gold comes from. e re also one of the only companies to cut our diamonds here in ondon.

The other big news for us concerns the e tremely rare pink diamond . he main source, the rgyle ine in estern ustralia, closed in . ince then, pink diamonds have escalated in price by about percent a year. e use pink diamonds throughout our collections from aindance to lay of ight but if you re looking for a pink diamond purely as an investment, they would be the perfect choice. e launched lay of ight over a year ago, and it has sold faster than any collection we ve ever made. eing more colourful and aimed at younger customers, it represents a departure from anything we ve done before so that s e citing too. e also have a stunning new high ewellery collection launching in ay in line with our garden at helsea lower how. y father is chairman of the business, but also chairman of oldsmith s entre and we are passionately committed to keeping craft alive in the , always pushing frontiers of what s possible with our beautiful innovative collections.

‘We are passionately committed to keeping craft alive in the UK, always pushing frontiers of what’s possible’

Honour Wainwright, marketing director

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Design and craftsmanship are central to every Boodles collection including Raindance (this image), Play of Light (top left) and Africa Victoria Falls (bottom left)

HOW TO BE A 21ST CENTURY BRAND

1

Adopt single mine origin gold. Since 2021 our gold has come exclusively from one Senegalese mine, with QR codes linking customers to details of the mine and local sustainability projects.

2 3

Maintain strong relationships with suppliers. Our Peace of Mined collection features stones, traceable from extraction to showroom.

Make customers feel part of a close-knit club.

We host around 350 events annually, from the Cheltenham Gold Cup and Chelsea Flower Show to intimate dinners in our Bond Street apartment.

BOODLES 178 New Bond Street London W1S 4RH +44 (0)20 7437 5050 boodles.com boodles

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British Racing Motors

‘B

ritish acing otors was ritain s first actory ormula ne racing team. t was founded shortly after the end of the second world war by driver aymond ays and his associate eter erthon with the aim of building the first truly all ritish grand pri car for the post war era. he vision was to win the hampionship with a ritish driver and a car designed and built with entirely ritish engineered parts. his vision was realised in when won the ormula ne onstructors title one of two championship titles, the other being the rivers hampionship, won the same year by raham ill for . was also runner up in , , 104

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The Owen family are reawakening BRM by creating new cars for collectors

‘BRM is the only championship-winning Formula One team still owned by the original family’ 1965 and 1971, but in 1974 the Owen family decided to stop racing as it would have cost the business over £1m to continue.

In 2019, my father John Owen, together with my cousins Paul, Nick and myself, set about a project we call the “reawakening” with the aim of telling the BRM story – introducing it to a new audience – and to “Go Racing” once again.

One of the key initiatives was to build three more P15 V16s – Britain’s first F1 car. These cars are all exquisitely engineered from the original technical drawings comprising over 36,000 individually engineered parts. Together with our engineering partner, Hall and Hall, we have honoured my grandfather Sir Alfred Owen’s vision by using British engineers and British-made parts where possible. The first of the new V16s, Chassis IV, was unveiled to the world at Goodwood Revival in 2021. Chassis V is currently being crafted for the watch brand founder Richard Mille – leaving us with one remaining chassis available to go to the right home.

BRM is the only championship-winning Formula One team still owned by the original family and we have started this project as a patriotic family – out of passion for the marque and our pride in what our grandfather and the team achieved. As Sir Jackie Stewart said recently: “Without BRM, Britain’s £12 billion-a-year motorsport industry would not exist in its current form.”

We continue to celebrate the achievements of the past, but look to the future to reignite the marque through a range of partnership, licensing and STEM initiatives. This will enable us to promote engineering in historic motorsport and ensure that these unique skills are safeguarded for future generations, ultimately, allowing BRM to return to pole position once again.’

Simon Owen, director

HOW TO BE A 21ST CENTURY BRAND

1

Share stories. BRM is not here to sell cars, it’s here to champion those that came before and honour their legacy while building a brand for the future.

2

Champion STEM education. We’re investing in rebuilding British engineering expertise to inspire the next generation to dream big.

3

Stay relevant. We actively employ and search for alternative powertrains to show how heritage and modern manufacturing can coexist.

BRITISH RACING MOTORS + 44 (0)7790 900649 britishracingmotors.co.uk britishracingmotors

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GBB 2026 —— LEADING VOICES

British Fashion Unpacked Laura Weir, new chief executive of the British Fashion Council, sets out why backing British creativity matters more than ever

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‘To think about fashion only as what we wear is to underestimate its power.

London Fashion Week is a national asset – one that radiates cultural and economic in uence’

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he fashion industry is not ornamental to our economy; it is a vital engine of it. The UK fashion and fashion retail industries contribute more than £68bn to the economy and support over a million jobs. At the heart of that sits London Fashion Week, a global stage for British creativity.

Earlier this year I joined the British Fashion Council as chief executive. I took on this role because I care deeply about the creative and commercial success of British fashion, and I am determined to make a positive impact on its global reputation. The BFC is a not-forprofit organisation, which means we exist for a common purpose: to support, educate and invest, promoting British fashion on the world stage.

From day one I have been laser-focused on London Fashion Week. To me it is far more than a moment in the calendar. Its energy and ingenuity tell the world who Britain is – and, more importantly, where we are going. London Fashion Week has always been the place where trends begin, names are made and the thrill of the new is discovered.

Our designers fuel technology, sustainability, craftsmanship and the wider creative industries that make Britain unique.

When I talk about new frontiers, this is what I mean: pushing beyond the expected, bridging creativity with commerce, and ensuring that British fashion does not simply keep pace with the world but leads it.

To think about fashion only as what we wear is to underestimate its power. London Fashion Week is a national asset – one that radiates cultural and economic influence far beyond the catwalk. That is before we even consider the overspill of fashion week: the ripple effect that boosts spending in hotels, restaurants, transport systems and retail.

When the lights rise on a runway, yes, we see the vision of a designer. We see craft, heritage, innovation and art. But just outside the camera frame there is another vast, unseen network at work: seamstresses and pattern cutters, tailors and textile specialists, lighting technicians and sound engineers, drivers waiting in the rain, assistants carrying garment bags through London streets.

Looking forward, my goal is to make London Fashion Week more inclusive, flexible and forward-thinking. I am opening the doors wider to new voices, new ideas and new forms of creativity. I am removing resistance and creating space for fresh energy to thrive.

When I took this job, one of my personal commitments was to recognise excellence across the nation. Too often fashion has been a London story; it is time to celebrate the industry across the UK, from Manchester to Edinburgh and everywhere in between.

As we enter this new era, I am asking readers to back this vital industry. If each of us swapped one clothing or accessories purchase for a British-designed and made piece this year, the impact on our designers and our economy would be enormous. For those who have the means to do so, choosing British is one of the most powerful ways to support the future of our brands.

Fashion is more than a product; it is a projection. It tells our story to the world.

London Fashion Week shows that Britain’s story is still one of bold ideas with limitless potential. In a world that can often feel divided, that spirit of creativity and connection feels like the most important frontier of all.

Laura Weir is chief executive of the British Fashion Council n

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Supermodel skin.

The Moisturiser

The Hydrator

Your skin’s needs are unique and always changing. World-renowned beauty trailblazer and cosmetic doctor to A-List supermodels, Dr Jean-Louis Sebagh created the concept of mixing different, powerful serums to create a truly personalised daily ritual. Pioneering a sustainable approach to beauty packaging, products are also available box-free, at a saving of 10% when you shop at drsebagh.com. Potent and award-winning, the iconic serums — including the trio shown here — can be used alone or combined, for agelessly radiant results.

Moisturising is essential to restore the skin barrier, protect against environmental aggressors, seal in hydration and keep skin plump. Deeply moisturise and soothe your skin using Rose de Vie Serum, with antioxidant and nourishing rosehip oil, blended with the hydrating, hyaluronic acid-rich Serum Repair, which instantly leaves skin looking and feeling plumped, firmer and tighter.

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The Anti-Ager

The Brightener

Add a trouble-shooting, ‘Ageing-Maintenance’ hero to the mix with a few drops of Supreme Maintenance Youth Serum. Boasting a high percentage of expertly targeted active ingredients, this advanced, luxurious serum includes the ‘youth molecule’ Resveratrol, three antiaging peptides, a mineral radiance booster and an anti-pollution film.

Power-up your serum blend even more with a little Pure Vitamin C Powder Cream. This patented, highly concentrated and stabilised powder-to-cream formula can be mixed with any serum to brighten the skin, prevent pigmentation and bring back its glow.

To find your nearest Dr Sebagh stockist, or to shop online with the option to go box-free, visit drsebagh.com

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Cadogan ‘C

helsea is an incredible neighbourhood and as custodians and curators of Chelsea, our focus is on blending heritage with innovation and vision.

As “stage managers” and long-term stewards, our mission is to keep Chelsea not just relevant, but remarkable. That means creating spaces that spark connection, celebrate creativity, and offer experiences far beyond the ordinary. Spaces that foster community and strengthen Chelsea’s sense of place across our portfolio of residential, retail, hospitality, leisure and culture.

Our recent projects speak to this ambition. The public realm transformation of Sloane Street is nothing short of historic – the most significant streetscape improvement in almost years. Today, this thoroughfare is a 1km green boulevard, lined with honey-hued Yorkstone, artisan lighting and handcrafted planters. ver new trees and a vibrant planting scheme bring year-round beauty, while widened pavements invite visitors to linger. It is a street that rivals the grandeur of Paris and Rome yet feels unmistakably Chelsea, and with recent partnerships with Saatchi and Frieze and new openings including ERDEM, Toteme and Zimmerman, it’s shaping up to be an exciting year ahead.

Equally transformative is The Gaumont, a milestone development on the King’s Road that celebrates creativity and community. A restored art-deco façade frames flagship retail, arthouse cinema and a major new public artwork by Shezad Dawood. Adding a playful twist, The Trafalgar pub serves up “pints and performances”, reinforcing our commitment to experiences that go far beyond shopping.

Just steps away, Chelsea Manor Street introduces a creative cluster dedicated to art, music, and literature, shaped by community consultation. As with Pavilion Road, here we delivered what residents asked for: a hub for independent creatives, championing both the neighbourhood and Chelsea’s inspiring heritage. This approach builds trust and reflects our role as curators working closely with retailers to offer firsts and uni ue e periences that keep helsea dynamic and inspiring.

Last year, we also launched the Chelsea Arts Festival, a four-day celebration of culture in partnership with Country & Town House. ith over stars from page, stage and screen, plus a free outdoor programme, it was a joyful reminder that Chelsea’s cultural heartbeat is stronger than ever. ooking ahead to and beyond, our vision is bold yet rooted: Chelsea as a world-class destination that honours its heritage while embracing innovation, a neighbourhood that inspires, connects, and thrives for decades to come.’

‘As “stage managers” and long-term stewards, our mission is to keep Chelsea not just relevant, but remarkable, creating spaces that spark connection’

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Sloane Street, now a beautiful green boulevard, rivals the grandeur of Rome and Paris – while community events still remain at the heart of Chelsea, whether it’s Chelsea in Bloom or the Chelsea Arts Festival

HOW TO BE A 21ST CENTURY BRAND

1 2

Be bold and stay relevant.

Chelsea is a world-class destination: it’s our priority to honour its heritage while embracing innovation.

Create experiences.

Luxury today is not just what you buy. We champion independent hospitality and curate UKfirsts, unique events and cultural programming that turns a visit into a memory.

3

Put communication at the core. From tailored newsletters and consultations to events that bring people together, we listen and deliver.

CADOGAN 10 Duke of York Square London SW3 4LY +44 (0)20 7730 4567 cadogan.co.uk sloanestreetsw1 pavilionroad dukeofyorksquare kingsroad.london

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Cambridge Satchel Cambridge Satchel is expanding at home and o erseas o en ng ts rst international store – in Paris – in 2025

‘C

ambridge Satchel was founded in 2008 with just £600 and a simple idea brought to life. What began online soon grew beyond expectations, supported by the success of our single Cambridge store. Within three years, rapid growth enabled the brand to invest significantly in its own production, expanding the workshop and introducing new machinery to uphold quality and preserve traditional techniques. Today, 44 highly skilled artisans work together in the English heartlands, crafting our bags by hand.

When Cambridge Satchel joined the Swaine family, we saw the opportunity to grow through retail both in the UK and internationally. There’s so much to share about the brand: its English roots, heritage craftsmanship, and unique character.

Having our own stores means we can tell that story directly to people who wear our bags, letting them feel the quality for themselves.

Over the past year, we’ve opened new shops in Windsor, Bath and Edinburgh, adding to our existing UK portfolio of Cambridge and London. They’re intentionally small, intimate spaces where the details matter e don t need big flagship stores; we just want beautiful environments where customers can connect with the brand. In 2025 we expanded our retail abroad, opening our first international store in fashionable

Paris. Originally planned for 2026, we found the perfect location in Le Marais and decided to open earlier. We are now exploring opportunities in the , more specifically ew or Our strategy for new territories has been to adapt to local cultures and ways of consuming. It’s not just about how people shop, but also how they use our products.

We’re also connecting with new audiences through collaborations with instantly recognisable global icons, such as Hello Kitty, and the award-winning Cambridge Satchel X Miffy range, launched to celebrate the famous bunny’s 70th anniversary.

Closer to home, we’ve celebrated British creativity through limited-edition collaborations, such as a line inspired by artwor s for the ational allery s bicentennial e also enjoy working with local businesses and illustrators on in-store activations and window displays, including a recent collaboration with a Bath-based illustrator. More recently, one of our iconic bags appeared in the Wicked movies, worn by riana rande s character his led to a collaboration with niversal tudios, creating a collection inspired by linda s sparkle and Elphaba’s bold spirit.’

Carine de Koenigswarter, CEO

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HOW TO BE A 21ST CENTURY BRAND

1

Combine traditional craft with cutting-edge technology. British leatherworking skills ensure our bags match modern tastes yet remain of enduring style and quality.

2

Be sustainable. Our responsibly sourced leather creates products which last a lifetime, and we even repurpose the offcuts. Every piece celebrates sustainability and the resourcefulness at the heart of British craftsmanship.

3

Celebrate Britain globally.

By showcasing British craft ingenuity to the world, we connect internationally, collaborating with recognised cultural icons alongside limited editions and bold seasonal designs.

CAMBRIDGE SATCHEL Unit 8, The Market Building Covent Garden London WC2E 8RB +44 (0)1223 499122 cambridgesatchel.com cambridge_satchel

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HOW TO BE A 21ST CENTURY BRAND

1

Prioritising human connection feels rarer by the day as people develop tech rst m ndsets.

Carrier’s journeys begin with understanding people and we offer a level of customisation that goes above and beyond the ca ab t es o techno ogy.

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Travel that adds to your world will also elevate your life, through meaningful moments. ur networ o insiders – hoteliers, historians, chefs, conservationists – allow us to un oc e er ences beyond reach.

3

ra e w th ur ose. ur Running Wild collection champions conservation and community engagement, creating journeys that leave a os t e m act.

CARRIER ne dsbury o nt he enue dsbury Manchester M20 2EY +44 (0)161 826 3556 carr er.co.u carr er u uryho days

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C —— GBB 2026

Carrier Clients come to Carrier not just for the nest e star hote s but or the eo e creating the itineraries and the concierge team who ma e th ngs ha en

‘A

t Carrier everything is bespoke – we consciously limit bookings to under 3,000 annually to provide a highly personal service and keep our footprint low. As a boutique tour operator, our strategy doesn’t focus on volume or mass expansion: we are purpose led he first area we re growing is what we call “impactful exclusivity”. It’s about encouraging clients to make considered choices and the responsibility we have in directing wealth so it has a positive impact. We do that through trips enabling deeper, authentic connections with communities and nature in some of the most untouched parts of the planet that aren’t suffering from overtourism.

The second growth area is big ticket holidays. These are lavish, celebratory milestone escapes with complex itineraries, often for parties of more than seven people. We’ve gone from curating a handful of these trips to now over 50 a year; we recently launched the first dedicated range of ourneys for this segment in the UK market. They are big, both in meaning and spend: last year, we organised our biggest ever multi-country trip for over £2m.

I think we’re moving into a new era of emotionally driven luxury travel where the heart leads and consumers want trips that stir something within. It’s a bit of a cliché but they don’t want to buy from a brand, they want to buy into a brand with shared

values – it’s about elevating their life and adding to their world.

We communicate our values through storytelling – there’s a cinematic dream mode section on our website that appeals to emotions – but they are embedded and felt in every touchpoint and moment we curate. We take time to have conversations with travellers to get to the heart of the reasons behind their trip and then go above and beyond to make it more valuable emotionally. or instance, when a couple was inspired by a etflix series to experience a tiger safari in India, we designed an itinerary that included a private game drive led by the show’s director – a renowned wildlife conservationist flown in from his is ust one example of why clients come to us, not ust for the finest five star hotels, but for the finest craftspeople: the product experts putting collections together, those creating the customised itineraries, the concierge team making things happen. One of our values is to connect with both head and heart so we use our knowledge and expertise but we also go about our business with empathy and compassion. We want discerning travellers to have meaningful experiences and create a kinder, more beautiful world.’

Natasha Towey, managing director

‘ cou e was ins ired b a et i series to e erience a tiger safari. We designed an itinerary that included a private game drive led by the show’s director’ countryandtownhouse.com⁄gbb

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Catchpole & Rye ‘L

ike so many other businesses, we’ve been planning to expand overseas but world events have led us to rethink. We’ve known for years that the US would be great for us, and we dedicated a lot of money and time to disentangle the miles and miles of red tape so we could ship our products there – but despite all that we invested, processes there remain cumbersome. While we continue to be busy in the US market, it has certainly become more complex and timeconsuming. This has really given us the motivation to investigate new opportunities.

Recently, I’ve had meetings in Australia, New Zealand and Europe; France in particular is looking promising, so we’ll see.

One thing you learn early as a business owner is that everything takes much longer than you envisioned. You must be resilient and accept that the knocks are part of the deal.

On the positive side, the domestic market is doing really well. We have some prestigious contracts with some notable historic properties, which fire my passion because they are about so much more than making an exact copy of a 19th-century bath.

The really exciting part is actually the creativity and innovative thinking required to ensure that an item that is, for all intents and purposes historic, meets today’s expectations. It has to function as well as its 21st-century equivalents. My team and I get such a buzz from that.

Recently, we made a bath for the Orient Express, which needed to fit a very confined space. e had to take out the train’s windows to get it in, but that wasn’t the primary issue – the innovation came from having to design and fit a system of shock absorbers and suspension to mitigate for impact when the train was moving. And yes, we did road test it – we had to, to ensure it didn t flood the bathroom when the train was in motion.

Unique bespoke commissions are a highlight for me because they test and spotlight our expertise and ingenuity. We often have to design and make parts that don’t exist: in other words, we are inventors. At the same time, there are limits. There are instances when a client wants what can’t be made, and that can sometimes be a tricky conversation to have. We never compromise our integrity or our reputation by making something we feel won’t be perfect.’

‘Recently, we made a bath for the Orient Express. We had to road test it to ensure it didn’t ood the bathroom when it was in motion’

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atch o e ye es to cha enge ts e ert se and ngenu ty w th demand ng and bes o e ro ects

HOW TO BE A 21ST CENTURY BRAND

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Offer highly personalised experiences. From consultation and design to n sh we o er a ta ored ser ce. ery ca s answered by a person.

Commit to sustainable British manufacturing.

In-house production and c ose co aborat on w th UK suppliers minimises our carbon footprint and supports cra t wh e ma nta n ng quality and integrity.

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Reinvent heritage through modern craftsmanship. Our Kent wor sho reser es traditional British foundry methods b end ng them w th contemporary electroplating to ensure we bu d authent c products made to last.

CATCHPOLE & RYE aracens a ry uc ey Kent TN27 0SA +44 (0)1233 840840 catchpoleandrye.com catchpoleandrye

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Champion British craftsmanship. Keeping production in Britain preserves heritage skills while delivering authenticity, traceability and pride in craft.

Build for longevity, not and . urab e r t sh materials, a lifetime guarantee, repair services and timeless design. In a world of fast fashion, this will make you stand out.

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Personalisation.

Chapman clients can customise their bags, from embossed initials to entirely bespoke designs.

CHAPMAN Gallery House, Tannery Road Harraby Green Business Park Carlisle CA1 2SS +44 (0)1228 514514 chapmanmade.uk chapmanbags

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Chapman High-end handmade bags that are about quality, not the logo

‘W

hen I bought Chapman in 2019, there were 17 people working here. Today, there are 32, all dedicated to ma ing the finest ritish bags by hand in our umbrian wor shop verything we ma e is built to last a lifetime, crafted from responsibly sourced materials from local suppliers and bac ed by our lifetime guarantee or me, the future of ritish luxury means creating things that don t need replacing e ve been quietly ma ing bags for over years now and are still one of the best ept secrets in the world of handcrafted bags t s time we spread the word so more people discover and en oy a high quality bag, handcrafted in ngland n , we launched our new website, complete with fresh photography and The Edit, our online blog sharing stories from inside the wor shop We ll continue to share our story far and wide his year, our new frontier is bringing our tale of quality and craftsmanship to wider audiences, harnessing modern storytelling channels such as social media and digital marketing. e ll also be growing our presence across the and attending nine outdoor retail shows across the country – building and strengthening our community and letting people experience our products firsthand e ve found the best way to sell a hapman bag is for someone to see it to pic it up and feel the quality for themselves

e re also planning new product launches, a new womenswear range and collaborations with brands that share our values of quality, authenticity and sustainability hapman isn t a seasonal brand we don t even change designs yearly e decide upon a good design, we ma e it, and it remains li e that forever ecause if you re constantly changing things, how can you claim you re ma ing the best possible version of something I believe there is a growing global interest in ritish made products that stand for quality, craftsmanship and a conscious alternative to fast fashion More people are embracing the idea of buying once and buying well and choosing items that can be repaired rather than replaced t hapman, we offer a lifetime guarantee on all our bags, so no matter their age, you can always bring them bac to us for restoration hat, to us, is the true path to sustainability bove all, we will continue to represent traditional quiet ritish luxury e are high end and handmade, but we don t shout about it – we are about the quality, not the logo f you re carrying a hapman and you see someone else with a hapman, you might give them a nod and a smile of recognition hat s very ritish Cedric Stonex, owner and CEO

‘We’ve been quietly making bags for over 40 years.

It’s time we spread the word so more people discover and enjoy a high-quality bag, handcrafted in England’ countryandtownhouse.com⁄gbb

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Enable heritage to evolve with purpose, blending creativity, sustainability and design storytelling that connects emotionally with today’s conscious customer.

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Introduce personal touches. Through personalisation and thoughtful gifting, Christy brings meaning to luxury, celebrating individuality, emotional connection and the joy of living well in every detail.

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Craft comfort with intention. Christy designs for how people live now, creating products that bring beauty, luxury and ease to everyday rituals.

Each piece celebrates care, craftsmanship and longevity.

CHRISTY 6th Floor, Regent House Heaton Lane, Stockport Cheshire SK4 1BS +44 (0)161 367 5800 christy.co.uk christy_home

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Christy

Christy has evolved into a lifestyle brand that reaches beyond bed and bath linen

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hristy is a historic brand. We’ve been part of royal households, collaborated with the Wimbledon Championships and been around for over 175 years.

But heritage only matters if we continue to evolve. Much of what once defined our brand is trending again, so we ve gone back into our archives and reimagined pieces for how people live today. The concept, the design and the visual language remain true to who we are. At the end of the day, customers want quality.

Sustainability is at the core of who we are. Our founder, Henry Christy, made sure every drop of water in the company’s Manchester mill was recycled, and that mindset still guides us. We’re exploring how to transform cotton offcuts from our towel production into pulp for packaging and gifting, building sustainability into our products from the very beginning.

Innovation is just as important. AI is a big focus for us and we’re only beginning to understand its potential. We believe Christy sits at the intersection of heritage and innovation, and are laying the foundations to make technology a meaningful part of how we work, create and serve our customers.

The Middle East is a major growth area for us. We’ve been in the region since 2017, but we’re re-establishing our presence there and exploring the opening of a flagship hristy store

There’s a deep appreciation for quality in that market, which aligns naturally with who we are as a brand. At the same time, our presence in the US continues to grow. We’ve recently launched in 12 Bloomingdale’s stores across the country – a really exciting moment for us.

Our supplier network, spanning Spain, Portugal and Turkey, gives us the flexibility to navigate global dynamics while maintaining quality. It’s a constant challenge, but the goal is always to ensure our quality is right and our pricing is right so customers continue choosing Christy.

Our next big opportunity lies in leisure. We’ve introduced pyjamas made from the same soft, breathable fabric as our bed sheets and we re planning significant expansion in this category. We also want to grow our gifting selection with pieces like eye masks, candles and fragrances. Alongside this sits our core bedding, where we’re focused on getting every detail right.

Ultimately, I’m excited for Christy to be known as a true home brand, offering comfort and craftsmanship for both the bedroom and bathroom, reaching beyond just bedding and towels.’

Vanshika Goenka Misra, CEO

‘ uch o what once defined our brand is trendin a ain so we’ve one back into our archives and reima ined ieces or how eo e ive toda ’ countryandtownhouse.com⁄gbb

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Coco Wolf Customers can choose from more than abr cs wood n shes 21 porcelains and nine types of stone for their outdoor furniture

‘E

very new business starts with an idea, and ours was to produce outdoor furniture that is as beautiful as anything you’d see inside a home. When we told people our intention, the response was incredulity. No one thought we’d succeed, yet 12 years on, our customer base includes private residences, five star hotels, yachts and even corporate businesses.

It’s hard to outline a map to success, but key factors for us have been authenticity, craftsmanship and providing a personalised service at a time when individualised and bespoke products are highly desirable.

All our furniture is made in our factory in Long Eaton in Derbyshire – the heart of upholstery – by craftspeople who’ve worked in the industry for years and by new staff who are learning from them. Having our own workshop means we can control the quality of the entire production process and personalise each element. Customers can choose from more than fabrics, wood finishes, porcelains and nine stone compositions.

The choice we offer is undoubtedly attractive to our customers, as is the fact that the making of their furniture is collaborative: we discuss their expectations for their outdoor spaces at length, and then show them how we will

bring them to life. We’re also continuously innovating. Our cushions can now be fitted with our mart eat system, which automatically warms the seat when occupied and switches off once vacated. We’ve also expanded our offering to include rugs and planters, with parasols launching soon, all designed to make outdoor living areas feel like a seamless extension of the interior. he past years have been ama ing and we re confident our company will continue to develop. Coco Wolf is well on its way to becoming a one stop shop for luxury outdoor design Our ambition grows with every new material and technology that enables us to do and offer more. For example, we now guarantee our furniture for five years, which is unheard of for items that can be left outside all year round, and we’ve set our short term goals on ma ing headway in ubai and the east coast of the eyond that, we hope to ta e on more high end residential, hospitality and corporate pro ects to expand our turn ey commercial collection; and to see our furniture in outdoor spaces in all types of properties throughout the world.’

Rebecca Lorimer, creative director, and James Lorimer, managing director

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Lead the way. We are the rst outdoor urn ture brand to ntegrate mart eat techno ogy an nno at e energy e c ent heat ng system nto our cush ons.

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u ort soc a or en ronmenta causes. e artner w th the to ant o er m ue trees n ganda each year to he combat c mate change em ss ons. and o set our 2

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e bes o e. ur s ersona sed r t sh des gn. ach ece s nd dua y handcra ted n ng and to the c ent s s on rom a cho ce o mater a s nc ud ng abr cs.

COCO WOLF ngs oad ondon cocowo .co.u cocowo urn ture

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Authentic craft is key.

This is the best way to demonstrate brand values to your clients. At Cole & Son, we lead with art and design. Every collection begins with months of hand a nt ng t s what de nes us.

2 3

Be inspirational. Brands need to deliver more than another generic product.

We offer a lifestyle and an experience through each of our wallpapers.

Focus on relationships over transactions. In a world where everything can be found online, in-person relationships and service excellence are more important than ever.

COLE & SON 3 Jubilee Place London SW3 3TD +44 (0)20 7647 7717 cole-and-son.com cole_and_son_wallpapers

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Cole & Son One way Cole & Son continues to evolve is through collaboration, such as on a wallpaper with Ardmore ceramics (far left), led by creative & managing director Marie Karlsson (pictured left)

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eing a heritage brand is all about innovation. It means thinking about who we market ourselves to and our products. In the last decade alone, Cole & Son has evolved from being a wallpaper supplier to a lifestyle company, adding different layers to the portfolio. e have a very defined strategy living history and living art. he first is the archive, which is full of colour and pattern that has shaped the world of interiors over the past 150 years.

We update those designs so they are relevant for today’s audience. The second is our partnerships with other brands – such as Ardmore ceramics, Fornasetti, Stella McCartney, and Harrods, amongst many other luxury design houses in recent years – and continuing the craft of hand painting designs.

Clients come to us for the unexpected and for our values. hey feel confident that we are authentic in our art. he new generation also wants to be inspired; they want personality on their walls – and we are renowned for maximalism. This can be seen at our Chelsea home, a 19th-century former art gallery with high ceilings where we showcase some larger scale designs. I’m calling 2026 the year of the queens. The collections will be a rainbow of colours, influenced by iconic figures from ueen ictoria to arilyn onroe. e will also

launch a rock ‘n’ roll wallpaper collaboration with the team at ivienne estwood, who was the ueen of fashion.

International expansion is a focus, and we are working more in the Middle East, the US, and London, which is one of the fastest growing markets in the world when it comes to property. Another increasingly important sector is the hospitality industry where we are seeing a lot of boutique hotel renovations and new builds. Cole & Son wallpapers are already in the powder rooms of most members clubs in London but now hotel clients contact us when they are looking for something special for the presidential suites; the boudoirs; the nd floor. n terms of digital, we want to make it easier for international architects and interior designers to be part of the community and source samples for their projects online.

I see us as an ambassador for beautifully crafted wallpaper throughout the world. That remains core to the business. As soon as you open a roll, there is no logo. The only way someone will remember the brand is through the impact of the design itself, and we put so much effort into creating that.’

Marie Karlsson, creative and managing director

‘I’m calling 2026 the year of the queens, with co ections in uenced b iconic fi ures rom ueen ictoria to ari n onroe and ivienne Westwood’ countryandtownhouse.com⁄gbb

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Maintain a consistent brand identity and distinctive style. Clients often recognise a brand through its visual cues before they see its name.

Support the future.

Collaborate with students and young professionals who represent the next generation of your industry.

Their ideas and vision will shape what comes next.

3

Quality should be at the heart of everything you do, whether you offer a product or a service. This unwavering commitment builds trust and cultivates lasting loyalty among customers.

COLEFAX AND FOWLER 19-23 Grosvenor Hill London W1K 3QD +44 (0)20 8874 6484 colefax.com colefaxandfowler

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Colefax and Fowler Every design draws on John Fowler’s legacy of printing quintessentially English patterns on beautiful fabrics

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olefax and Fowler draws on a time honoured English decorating tradition. While trends evolve, our richly layered aesthetic remains timeless and refined e do not seek drastic departures; rather, we embrace gentle reinvention and subtle adaptation.

We work with mills and artisans across the world to explore new ways of producing on a commercial scale while keeping our designs accessible. Moving from one-off batches to small runs of tens or hundreds at a time, but never to the kind of volumes that would demand automation. We believe technology should support, not dictate, the creative process; there’s a handcrafted element in everything we do.

Working in close partnership with interior decorators we help bring their creative visions to life. The results are often unexpected, a traditional textile used in a contemporary setting can create a fresh and inspired contrast. This spirit of evolution defines our approach ur latest venture extends our expertise in printed florals and intricate embroideries into a new collection of luxury wallcoverings. Each design draws inspiration from John Fowler’s 1950s legacy of reviving classic English patterns through beautifully crafted fabrics. This new chapter continues our dedication to craftsmanship, from the hand-

painted Chinoiserie-inspired landscape panels to the delicate embroidered motifs on natural sisal. Lambourne, a handdrawn panel design on linen, captures the freshness of early favourites such as Swedish Tree and Snow Tree, balancing grandeur with a gentle charm. Beloved designs including Bowood and Greenacre now appear on printed sisal, while Belvedere is reimagined as a pure linen wallcovering. e export fabrics and wallcoverings that reflect an nglish sensibility through a global network of showrooms. Our latest Ellerdine collection captures this perfectly, a study in the richly layered English decorating style, drawing inspiration from needlepoint, 18th-century Jacobean crewelwork, tapestry, and flamestitch Looking to the future, we are expanding Colefax and Fowler into new markets, sharing the heritage of English interiors with a wider audience. We are also seeing an increasing number of hospitality projects, as both restaurants and hotels strive to stand out through luxurious and thoughtfully designed interiors. We are delighted to say that the English look is more appreciated than ever, and our designs continue to bring style and comfort to homes around the world.’

Tim Green, commercial director

‘We believe technology should support, not dictate, the creative process. There’s a handcrafted element in everything we do’ countryandtownhouse.com⁄gbb

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Embrace selling online.

We are lucky to have a super-duper online facility that gives people access to our brand if they can’t make it to our shop.

Employ and nurture good staff. Their skills and approach to one another is very important because it rubs off on the customers.

Be thoughtful about modern developments.

We adopt new systems only when they genuinely improve the service we offer.

CORDINGS 19 Piccadilly London W1J 0LA +44 (0)20 7758 4122 cordings.co.uk cordingsofpiccadilly

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Cordings

All Cordings clothing is made w th natura bres

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ordings opened in 1839. A lot of water has passed under the bridge since then; we’re now in our 186th year, which is fantastic for a business to carry on continuously for that amount of time. We’re lucky to be the jam in a sandwich: geographically, we’re based between Savile Row and Jermyn Street. We produce a product that’s ready to wear, better than you can find on ermyn treet and a more varied offering, but not a bespoke garment like you would find on avile Row. So both our price point and clothing are between the two. e have five core items the mackintosh, covert coat, tattersall shirt, tweed jacket, and corduroy trousers. Our famous covert coat is still our bestseller, just like it was, suspect, in . ll our products are made of natural fibres wool, cotton, linen. We don’t have any man-made garments.

Companies come along shouting from the rooftops that they’re now sustainable; we’re surprised they’ve suddenly discovered something we’ve been doing forever.

We are very careful about change. So much change is made for change’s sake; we remain relevant by doing more of the same. Take our linen suit. It is a contemporary item to wear throughout the English summer and all its occasions,

from Wimbledon to racing, and we can’t make enough of them. Part of the charm of Cordings is that people can still find their favourite shirt here ten years later. his consistency means we can weather any waves that come our way, including government changes.

That said, sometimes we have items on the carousel of fashion. Then it spins, and that item gets off before another item gets on. We have a very strong online store that sends clothing around the world particularly to the and this part of the business continues to grow steadily. We are pragmatic about technology, adopting new tools only where they genuinely improve the customer experience or help our internal processes run more smoothly. As with everything at Cordings, progress is considered rather than rushed.

We are very lucky to have this lovely niche store in Piccadilly, which is not homogenised and and allows people to come in and get to know the Cordings world. We don’t have ambitions to be in New York or Tokyo, but perhaps one day, we could replicate this store in another part of London.’

Noll Uloth, managing director

‘We’re lucky to be the jam in a sandwich: we’re based between Savile Row and Jermyn Street, and both our price point and product offering are between the two’ countryandtownhouse.com⁄gbb

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Crockett & Jones Making shoes and boots by the traditional methods is a highly skilled business

‘I

t is vital to us at Crockett & Jones that our shoes are sold in the right environment – it’s important that we trust our retail partners to explain and fit our shoes properly. Mainly, we sell to independent retailers and department stores in the northern hemisphere – established markets where we’ve got the infrastructure and expertise: Asia, Europe, the US and as far as Australia. But we are also always searching for new opportunities – for example, the Japanese market started opening up in the 1970s but took off for us in the 1980s.

However, the most exciting developments have been the growth of our direct-to-consumer sales in Crockett & Jones stores in London, New York and Paris, and the launch of our e commerce department five years ago ur website has been a fantastic communication tool for the brand, and being able to offer our full retail collection to customers worldwide has been well received.

Crockett & Jones is not a fashion retailer but, nonetheless, we do watch trends in fashion. What the fashion brands do now may have an impact for us five years down the road a e for example the trend towards a more casual style of dress: it’s an easy trend to understand. My father’s generation came

to wor in three piece suits and ties ur generation is slightly less formal, maybe jackets and ties, whereas now people are wearing chinos and open nec shirts his has an obvious impact on the kind of shoes people wear. In years gone by, we used to sell lots of blac xfords the standard smart wor shoe – but today the numbers are down. By contrast, sales of loafers, boots and other more relaxed styles of shoes have risen rapidly as our clothes have become less formal.

A similar story applies to rubber-soled shoes. Forty years ago, most of the footwear sold in Britain would have been leather soled, but now most people wear trainers. But these shoes fall apart more quickly and – worse still – cannot be repaired, so rapidly end up in landfill roc ett ones shoes are so well made that, if properly looked after, they will last for decades and can be resoled and reheeled giving them an even longer life ur shoes may seem expensive to buy but the fact they have the potential for a long life makes them both better value and a more sustainable product than most available today.’

Jonathan Jones, CEO

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Repair rather than replace ageing machinery. Our toolmakers restore our traditional shoemaking machines, thereby giving them a new lease of life.

Keep your environmental impact in focus. We’ve invested in solar panels and powerful extraction units that strip toxic elements from even minor solvents.

People always matter.

Recruiting, training, and retaining highquality staff is as vital as ever. Making shoes by the traditional Goodyear method is a skilled business.

CROCKETT & JONES 92 Jermyn Street London SW1Y 6JE +44 (0)20 7839 5239 crockettandjones.com croc ettand ones o c a

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Daylesford Organic

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Daylesford Stays

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De Beers London

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Deirdre Dyson

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de Le Cuona

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Delta Roam

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DEPLOY

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Difference Coffee

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Dr Haus Dermatology

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Edmiston

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Edward Green

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Elegant Resorts

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ELEMIS

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EVE LOM

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Fairfax & Favor

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Farrar & Tanner

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Favourbrook

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Floris London

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Daylesford Organic

As well as becoming a cult Cotswolds destination, Daylesford Organic has always prioritised conscious living that protects the planet and enhances wellbeing

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Champion organic and regenerative farming.

We cultivate our land in a way that nourishes the soil, giving back more than we take so the earth is left healthier than we found it.

2 3

Celebrate craftsmanship.

We champion local artisans and makers and help preserve their skills, which are a vital part of our cultural heritage.

Protect our planet.

Businesses must safeguard our planet’s limited resources by reducing their consumption and minimising waste.

DAYLESFORD Daylesford Farm Gloucestershire GL56 0YG +44 (0)1608 692776 daylesford.com daylesfordfarm

‘Guided by the rhythm of the seasons, our team work with a respect for time-honoured methods, with as much produce as possible made by hand on the farm’

‘S

ince the day we opened the doors to our flagship farm shop in , aylesford has been shaped by my guiding belief that we must live and work in harmony with nature. rom our green ichelin star and cookery school to our floristry workshops, gardening club and amford ellness pa, our otswold farm has become a destination for conscious living that embodies this philosophy. t is also home to our artisan creamery, bakery, smokery and lack arn, where we transform the gluts from our market garden into nourishing meals. uided by the rhythm of the seasons, our team work with a respect for time honoured methods. s much produce as possible is made by hand on the farm, from our award winning sourdough named est lain ourdough at ritain s est oaf wards to our celebrated double loucester, crowned est nglish heese at the rtisan heese wards and crafted ust steps from where our cows are milked. his embodies the integrity and provenance that defines our approach. his respect for tradition runs through everything we do. n our acre market garden, we grow organic produce with minimal intervention, favouring a mi of heritage and hybrid varieties that nourish the soil in which they grow. eanwhile, last year in eritage ouse our events space that overlooks our market garden and

the otswold hills beyond we hosted our inaugural urated raft air, bringing together artisan basket weavers, ceramicists, furniture makers and more in a celebration of heritage skills passed down through generations. hile craftsmanship remains at our core, we are committed to pairing it with innovation to help achieve our sustainability goals. n , we reached an important milestone by achieving net ero scope two emissions, with all our electricity now generated from percent renewable sources. ollowing the publication of our impact report in ctober, we are steadfast in our pledge to achieve net ero scope one and two emissions by , and a percent reduction on scope three by . n , we reduced waste by . percent. y composting over kg of food waste, we return valuable nutrients to the soil and enrich our ne t growing cycle. e also transitioned our generators from diesel to responsibly sourced , cutting their impact by percent. n , we plan to deepen our work with local communities by e panding our events programme with farming festivals and educational tours that honour nature, celebrate past traditions and look to the future.

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Daylesford Stays ‘L

ocated in the heart of the Cotswolds, the Daylesford Stays portfolio includes 34 thoughtfully restored traditional stone cottages and four modern British pubs: The Wild Rabbit, The Fox, The Bell and The Three Horseshoes.

Providing the ultimate countryside escape, each property conveys a welcoming, home-from-home atmosphere while retaining a sense of character and individuality. In line with Daylesford’s reverence for sustainability, each building has been sympathetically restored, with designs inspired by nature and incorporating local materials, traditional craftsmanship and architectural heritage.

As part of the Bamford Collection, our purpose is to inspire conscious living that protects the planet and enhances wellbeing. Each kitchen is supplied with fresh produce from Daylesford’s organic farm, including butter, yoghurt and cheese made within 52 steps from where the cows are milked. Our chefs source sustainably and craft their dishes in tune with the seasons.

This approach helped us win the top mark in the Sustainable Restaurant Association’s Food Made Good assessment.

As we work towards achieving net zero, 2025 saw us move all laundry processing to the Daylesford site, using 100 percent renewable energy. Despite in-house laundry volume increasing by 424 percent since 2018, our methods have reduced our annual carbon intensity by 88 percent.

We use gentle, honeycomb drum washing machines that preserve the longevity of fabric and our 910kW biomass boiler is fuelled with locally grown wood chips. Dry cleaning was eliminated entirely, saving 125,000 kWh and preventing over 26 tonnes of CO2 emissions per year. We also moved all complimentary Bamford amenities from travel-size bottles to refillable aluminium containers, removing single-use plastics.

In 2025, we elevated our guest experience with the introduction of a concierge service, offering everything from a private chef and cottage wine tasting masterclasses to a 360º wellness offering that incorporates health and fitness in he lub

by Bamford and holistic treatments in the Bamford Wellness Spa. In 2026, we are working towards joining Daylesford and amford in becoming orp certified. ur structured programme combines a strategic action plan for more rigorous climate actions with steps to ensure spaces and experiences are increasingly inclusive. Our aim is to become a benchmark for responsible, low-impact hospitality, encouraging more visitors to Daylesford for a unique and grounding Cotswold experience.’

‘Each property has been sympathetically restored, with designs inspired by nature’

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Daylesford Stays has 34 restored stone cottages and four modern British pubs across the Cotswolds

HOW TO BE A 21ST CENTURY BRAND

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Restore sensitively. There is no substitute for traditional skills. Our interiors team prides itself on working closely with local craftsmen and utilising natural materials.

Engage with guests. Our new concierge service is trained to support the wants and needs of all guests throughout their stay.

Champion responsible tourism. Sustainability is integrated into every area, from our laundry to our waste disposal. We conduct annual carbon footprint assessments and set clear targets for net zero with transparent reporting.

DAYLESFORD STAYS The Wild Rabbit, Kingham, Chipping Norton OX7 6YA +44 (0)1608 692866 daylesfordstays.com daylesfordstays

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De Beers London De Beers pieces possess modern elegance and emotional resonance

‘D

e Beers is a luxury jewellery house founded in London and inspired by the elemental beauty of Southern Africa. Since 1888, our expertise in diamonds has positioned us as the global authority on these rare creations that have long been regarded as symbols of life’s most meaningful emotions. What sets De Beers apart is our ability to guide the full journey of each diamond, from the moment it is discovered in its natural landscape to the moment it becomes part of a client’s personal story. This rare stewardship ensures authenticity, integrity and a profound emotional connection.

Today, De Beers stands at an important moment in its evolution as it enters new frontiers in design, craftsmanship and storytelling. These frontiers are both creative and experiential. Clients increasingly seek personal expression, transparency and purpose in the pieces they choose; in response, we are exploring more sculptural forms, amplifying the emotional resonance of our creations and expanding how we share the journey of each diamond. Our unique access to the source enables us to reveal not only the artistry of the finished piece, but also the extraordinary natural world from which it begins.

Progress is essential to De Beers. We draw strength from our rich heritage, but are equally energised by the possibilities

ahead. As a young house, we have the freedom to explore nature-inspired design in fresh, imaginative ways. Moving forward is not simply a strategic priority – it’s the way we honour our legacy and ensure it resonates for generations.

For us, innovation is not a departure from tradition but an extension of it. While high jewellery is anchored in time-honoured codes, we are pushing boundaries by elevating design, deepening narrative and embracing new ways to connect with clients. Responsibility is central to this vision ur “building forever” commitment reflects a deep respect for nature and the communities where our diamonds are discovered. It guides how we source, how we craft and how we contribute to a positive legacy. Entering new frontiers also means shaping a future where beauty and purpose are inseparable.

Looking ahead, our ambition is to advance De Beers’ extraordinary diamond legacy through creations that embody modern elegance, emotional depth and a strong connection to the natural world. As we explore new creative horizons, we remain guided by the pioneering spirit that has defined e eers since Emmanuelle Nodale, CEO

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HOW TO BE A 21ST CENTURY BRAND

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Honour your heritage. De Beers is London born and inspired by Southern Africa; these origins guide the brand’s identity, designs and visions for the future.

Lead with transparency.

We are the only luxury jewellery house able to trace the full journey of every diamond, from natural or g n to na creat on.

Explore new horizons.

We continue to open new frontiers in design, craftmanship and client experience while staying true to our origins and values.

DE BEERS LONDON 46-50 Old Bond Street London W1S 4QT +44 (0)20 7758 9780 debeers.co.uk debeerso c a

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Deirdre Dyson ‘E

very Deirdre Dyson carpet is made-to-measure, hand-knotted by Nepalese artisans using Tibetan wool and high-grade pure silk. Available in the full colour spectrum, our carpets add beauty and warmth to any space, residential or commercial.

We are a small independent brand with global reach and customers all over the world, and the quality of our carpets sells themselves. We remain exclusive and personal with galleries in London and Paris, keeping a very personal relationship with our clients through design advice and hosting special open evenings. Our ongoing mission is to be original in design and exceptional in quality.

A new challenging frontier comes around for me annually when I create a new collection. This past year was momentous as we celebrated our 25th birthday with four special anniversary designs – Carnival, Sunlit, Slivers, and Pool of Light. I chose four really popular signature designs and then reimagined them, transforming them with a different colour palette. Slivers, Sunlit and arnival integrate fine sil elements, while Pool of Light is pure wool, in a more matt finish love playing with colour so creating the collection was pure joy for me.

The Anniversary collection joined Light Play, our main 2025 collection of six designs, which focused on the interplay of light through colour, geometry and form. For these, I worked on a new, lighter colour palette, drawing on softer purple shades such as lilac, lavender and heather.

To mark our momentous quarter of a century milestone, I am also working on a second book as well as having launched a new website, showcasing all designs in interactive format, categorising carpets by colour so clients can effortlessly browse the full breadth of recent collections and the back catalogue.

In January 2026 at our Paris showroom, the new Melange collection previews at Maison&Objet. These seven designs stem from ideas that have popped randomly into my head so it’s a truly spontaneous and creative collection, held together by a playful sense of humour. This makes the collection uninhibited and characteristically mine.

By creating these original works, with each carpet made to order, Deirdre Dyson adds to Britain’s pool of design talent, demonstrating a renowned ability as a Great British Brand to have fresh creative ideas, excellent quality and a reliable, professional service.’

‘Our ongoing mission is to be original in design and exceptional in quality’

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Deirdre Dyson, who celebrated 25 years in 2025, loves playing with colour in every collection

HOW TO BE A 21ST CENTURY BRAND

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Celebrate your achievements. Look back at what you’ve done and really appreciate your past designs; they will remind what’s possible and allow you to be more adventurous.

2 3

Embrace deadlines.

Disciplined timelines drive us on and encourage us to stretch design possibilities, while ensuring efficient delivery which is vital.

Offer a highly personal service. It’s essential to develop relationships with clients and understand their requirements – this is always the primary key to creating a perfect carpet.

DEIRDRE DYSON 554 Kings Road London SW6 2DZ +44 (0)20 7384 4464 deirdredyson.com deirdredysonrugs

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de Le Cuona

de Le Cuona has been making fabrics woven from natura bres or more than

‘I

began de Le Cuona over 30 years ago to specialise in interiors fabrics woven from natural fibres, primarily linen. Today, we are a global business with the largest collection of natural fibre fabrics of any brand, from earthy upholstery cloths to elegant draperies and diaphanous sheers.

We have always stayed true to our ethos and design direction, and always been innovators e were the first to use 18th-century copper rollers to emboss linen as well as the first to stonewash linen ncreasingly, customers are concerned about wellness and how and where products are manufactured. We work closely with mills in Europe, not only to achieve our finishes, but also to control the quality through certifications that prove the traceability of fibres and show that no harmful toxins are used in production. e don t launch endless new collections nstead, we create textures that have longevity and bring a sense of calm to the home. The world does not need more, just better. This means less waste. Two years ago, we launched our Revitalise service so that if, for instance, someone is moving house and they have de Le Cuona curtains, they can send them back to us. We’ll unpick them, have the fabric cleaned, then turn it into

years

a piece of upholstery or a bed cover, for instance. Similarly, our bespoke service, which offers made-to-measure curtains and accessories, advises clients on how to best make use of fabric to minimise wastage. t s only when clients see and feel the fabrics in real life, and learn about the skill of the people involved, that they understand what makes them special. Our latest campaign, True Luxury Takes Time, aims to communicate this message while creating an emotional connection with customers. To do this, we have made a film that begins in a field in rance with a farmer planting flax seeds, and goes on to show the dedication to craft and care we take at each stage of production.

We are starting to work more with suppliers in the British sles, which is exciting, as well as expanding our bespo e accessories service to new markets in Europe and the US. The US market is growing strongly – we have opened a new showroom and head office in ew or and our plan is to brea into the iddle and sia hat feel most proud of is creating a British brand with a look that translates around the world.’

Bernie de Le Cuona, founder, CEO and creative director

‘Instead of launching endless collections, we create textures that have longevity and bring a sense of calm to the home. The world does not need more, just better’ 140

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HOW TO BE A 21ST CENTURY BRAND

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Less is more. We champion artisanship, authenticity and buying better, which means less waste.

Go natural. Our fabric collection is made from ercent natura bres we aim to get this to 100 percent. We avoid synthetic bres made rom oss ue s that do not biodegrade and leach harmful microplastics into the environment.

3

Transparency and traceability are vital.

We already track where e ery bre s grown s un wo en and n shed where possible. Harnessing AI and blockchain technology will enable full traceability.

DE LE CUONA 44 Pimlico Road London SW1W 8LP +44 (0)1753 830301 delecuona.co.uk delecuona

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Delta Roam ‘O

‘Our products are tested in environments as extreme as Antarctica – they’re built for more than British rain’

ur goal as a brand is simple: we want to get people outdoors as much as possible. Our motto “freedom to roam” captures that ethos and inspired the evolution of our brand name last year. elta oam s flagship product is the eaumont robe, a waterproof, wind-resistant design with seven poc ets and a warm fleecy lining e get rave reviews and owning a Delta Roam is like being in a club – people stop me in the street when I wear mine.

This year, we’re expanding our offering with a broader collection of outdoor products designed to support a wider range of activities. It’s always a challenge to combine performance and aesthetics, but Delta Roam has been striking that balance well — and we plan to continue doing so as we launch several new product categories e re also going to be wor ing hard to build and give back to the Delta Roam community through events and gatherings that celebrate our love of nature and the outdoors.

A key new frontier for us in 2026 will be partnerships with select retailers. Until now, customers have only been able to buy Delta Roam online. Soon, they’ll be able to try our products in store before committing.

That physical connection before purchase is really important; we want our customers to be able to feel and see the quality of the range in person.

Sustainability has always been at the heart of Delta Roam – it has to be, as a love of nature and the environment is central to who we are. Our products are built to last, and we use recycled materials for our robes, organic merino wool for our knitwear, and biodegradable TPU rubber for our rucksacks. Our packaging is also fully recyclable and plastic-free. ut next year we will also be loo ing at our strategy there, with the awareness that, as the world develops and as our products develop, we can do better e are looking to expand our repair service, for instance, and encouraging our customers to pass on their Delta Roam items to the next generation. ith our presence now well established, we re also preparing to expand overseas, bringing ritish heritage, quality and craftsmanship to new markets.

Our products are tested extensively in environments as extreme as Antarctica and are already loved by customers in Iceland, Finland and the Dolomites. They’re built for far more than ritish rain and we re ready for greater challenges too.’ att al eld, chief o erating officer

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Delta Roam’s aim is to get people outside and into nature as much as possible – wearing the right outdoor clothing

HOW TO BE A 21ST CENTURY BRAND

1

Build for longevity. Modern responsibility requires products with enduring purpose: repairable, hardwearing and made to be passed on. Longevity counters our throwaway culture.

2

Create unforgettable experiences. Building community is everything and meeting customers in person a priority. We foster connection through outdoor events and gatherings.

3

Champion wellbeing.

Access to nature is essential for clarity, resilience and balance.

We encourage our community to step outside and nd restorat on n the natural world.

DELTA ROAM 71-75 Shelton Street London WC2H 9JQ +44 (0)20 3910 1561 deltaroam.com delta_roam

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DEPLOY ‘D

EPLOY is a strategic action plan to reform fashion for 360° Sustainability. The brand was founded upon the understanding of fashion s inherent flaws in e ploiting both people and the environment. I felt there had to be a better approach, reconceptualising clothing as an interface for care. e design clothes that fit women s lifestyles, using ritish fine tailoring techni ues that are near e tinct and previously available mostly only to men. We start design by listening to people, understanding what bothers them as much as what they love in order to serve real needs, not just push out constant variety that simply propels overproduction and consumption. he result is versatile, well fitted garments that enhance busy, modern women wearing multiple hats every day. ur signature multi functionality design is best illustrated in our Abacus suit dress, which is wearable as a coat, a dress or detached as separate jacket and skirt. Using minimal resources to create ma imum value and benefit, we save energy, water and materials by up to 80 percent, and design waste out of the system as over 70 percent of the environmental impact is determined at design stage.

Fashion has evolved to care more about the brand itself than people. he materials and finishes should complement our skin and wellbeing. Instead, many synthetics and to ic chemicals harm those who make as well as those who wear. So DEPLOY’s collection uses percent natural fibres, mostly environmentally certified, and over percent are ritish or uropean.

Innovation isn’t just about technology.

Any single type of technology will have blind spots and be only fractionally useful if the big picture isn’t carefully considered. We look at the whole fashion system, from before supply chains start to after sales are completed. At every step we work out how to repair corrupt systems and improve the collective good. We then develop new methodology to upgrade the way clothing is offered. This means we have both the authentic differentiation and the agile resilience to continuously meet new demands.

DEPLOY has a serene London showroom and visits customers in global cities seasonally, from ew ork to ingapore, russels and more, with Melbourne and Sydney planned for 2026. Many are women in leadership, not only because our sustainable style and personal service is ideally suited to their demanding lives, but also because they are often the changemakers. Once they are advocates of our 360° Sustainability Ethos, then we’re all winning.’

‘At every step, we work out how to repair corrupt systems and improve the collective good’

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HOW TO BE A 21ST CENTURY BRAND

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Create products that put people at the centre. Pieces that don’t solve problems or improve conditions are not worth producing with our precious planetary resources.

DEPLOY’s design principle is using minimal resources for maximum collective benefit.

2

Design waste out of the system. DEPLOY’s innovative multifunctional design reduces material, chemical, water and energy usage while maintaining style, newness, versatility, longevity and fit perfection.

3

Aim for 360° Sustainability.

DEPLOY pioneers a circular business model; zero-waste design; on-demand production; hybrid mobile retail; personal service and curates its Global Changemakers programme, partnering with charities and corporations.

DEPLOY’s designs are innovative and versatile, made using minimal resources with people and planet central to its 360° Sustainability Ethos

DEPLOY 338 City Road London EC1V 2PY +44 (0)20 7935 1219 deployworkshop.com DEPLOY_london

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Difference Coffee

Difference Coffee competes at auctions for the best beans from small-batch artisan growers

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HOW TO BE A 21ST CENTURY BRAND

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Be authentic. Keep product quality front and centre.

Or, like a brand fabricated by an ad agency, it will collapse over time.

Be transparent. Explain where your product comes from, who makes it, how they are paid properly. If you’re not an open and honest business, people will see through you.

3

Act responsibly. Big brands are being destroyed by people discovering they are producing unethically or unsustainably. Be unimpeachable.

DIFFERENCE COFFEE 3rd Floor, 207 Regent Street London W1B 3HH +44 (0)20 7873 2062 differencecoffee.com differencecoffee

‘At Difference Coffee, our mission is to bring the rarest, most de icious co ees to discernin aficionados wor dwide’

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ost coffee lovers have never tasted the world’s best coffees. At Difference Coffee, our mission is to bring the rarest, most delicious coffees in capsule form to discerning aficionados worldwide. In an era where coffee has become commoditised by corporate giants, we aim to select single-estate quality for connoisseurs everence for fine wine vintages or single malt whiskies is commonplace, but now, a distinguished wine author like Tom Stevenson can say: “After ploughing my way through one highly praised Nespresso-compatible coffee pod range after another, I found Difference Coffee to be in a completely different class.”

We’ve enjoyed great success in the hospitality market, from Britain to Italy – our coffees are served at the three Michelin-starred Piazza Duomo in Alba and Hotel Principe in Forte dei Marmi. The reasons are simple: a Michelin-starred restaurant turns over fewer covers; it cannot justify employing a barista, but needs to offer coffee served to perfection. Now that we are increasingly turning to the at-home market, a fine ichelin experience can be yours every day e sell online so our audience is worldwide, wherever fine coffee is appreciated We seek out small-batch artisan growers around the globe and compete at auction to secure their best beans, often in very small parcels: only specialty Arabica, graded on a stringent 100-point scale,

to ensure our selection showcases only the highest-scoring coffees. ourced through prestigious competitions, li e up of xcellence, Best of Panama and the annual Kona Cupping competition, these coffees are grown on legendary farms, often small and family-run, with limited output. The volatility of coffee as a commodity affects the livelihoods of those farmers; by sourcing coffees with the highest Specialty Coffee Association (SCA) scores, we ensure that our farmers and their workers are not ust compensated but properly rewarded for exceptional wor in a way that fosters dignity and discourages exploitation e pride ourselves on being among the industry’s top-paying companies, a distinction that mirrors our commitment to both quality and ethical sourcing. s an arthly certified limate ositive company since , we also demonstrate our commitment to the environment: capsules that are 100 percent recyclable through the Podback scheme, reducing packaging, offsetting our footprint to be carbon negative. We avoid misleading claims about compostable capsules, focusing instead on realistic and impactful environmental practices. This meticulous attention to detail means we are not just preserving but enhancing the natural world that makes our coffee possible.’

Amir Gehl, founder and CEO countryandtownhouse.com⁄gbb

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Dr Haus Dermatology ‘W

e ended the first quarter century of a millennium that has been defined by rapid change feeling happy and anticipating an exciting future o build on our success, we will continue doing what we ve done since our inception over years ago: we will remain early adopters of brea through technology, and we will remain aware that our business is the sum of its parts in other words, it is nothing without the people who use our services, or who wor with us he innovations in medical and aesthetic dermatology are more revolutionary than evolutionary his applies to the treatments themselves and also to the mindset of the public t s not about living longer it is about loo ing and feeling one s best for longer, and the younger generations now this, too e now have teenage patients who have strong self care rituals he ey to living well is nutrition, exercise, stress management and a good s incare routine t r aus ermatology, we discuss all of these factors when meeting new patients thin a holistic approach to treatment oining the dots between lifestyle, diet and mental and physical symptoms is fundamental to good patient care, and it has always been one of our core aims nother area in which we are pioneers is technology ecently, we became the first clinic in the to use the ed ouch laser eveloped in taly, it is the only laser in the world that uses a specific wavelength to improve s in by directly targeting collagen fibres t is the benchmar for long term s in re uvenation, addressing issues such as uneven s in tone, wrin les and elastin depletion t is a game changer inally, am loo ing forward to a world in which more companies ac nowledge the vital role their employees and suppliers play in their success m proud to say ve always nown how valuable invaluable, in fact my team is hey are my business most important sta eholders without them, we would not be where we are today n , we become an accredited iving age employer, which means we are committed to paying our employees and contractors a wage that is higher than the minimum and is revised annually to reflect the true cost of living in ondon e were the first clinic, public or private, in the arley treet health district to register as a iving age employer

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‘ ecent we became the first clinic in the UK to use the RedTouch PRO laser, the only laser in the world that directly tar ets co a en fibres’

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r r e aus comb nes game chang ng techno ogy w th a ho st c a roach to treat at ents at h s ar ey treet c n c

HOW TO BE A 21ST CENTURY BRAND

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Embrace technology.

We recently became the rst c n c to use the ed ouch aser wh ch acts d rect y on co agen w th m n mum reco ery t me. our sta are the uture. e ay our em oyees and contractors more than the m n mum wage. onse uent y our sta retent on s e ce ent.

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ord o mouth. e treat our at ents as eo e not a set o sym toms. h s e e o care means much o our new bus ness comes rom e st ng at ents.

DR HAUS DERMATOLOGY 75 Harley Street London W1G 8QL +44 (0)20 7935 6358 drhausdermato ogy.com dr.haus.dermato ogy countryandtownhouse.com⁄gbb

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GBB 2026 —— LEADING VOICES

Spin Class 2.0 Mark Borkowski has flung out the old PR rulebook and updated it for the age of chaos

P

R has gone feral. We are drowning in the churn of the content economy, where half your audience is doomscrolling in the Pret queue, and the other half is probably a bot. AI is spraying out noise faster than truth can crawl, and TikTok now dictates more public opinion than Fleet Street ever did.

Whole chunks of the public have simply opted out of news altogether, leaving PR shouting into empty rooms. Old-school PR still acts like it is about a press release, a smiley headshot and a long lunch with the City desk. That is like turning up to a gunfight with a scented candle.

Time for a new rulebook. Not a tweak – a controlled demolition.

‘Old-school PR still acts like it is about a press release, a smiley headshot and a long lunch with the City desk.

That is like turning up to a unfi ht with a scented candle’

memes as 7 Use modern propaganda

Done right, they shift perception faster than a 90-page deck. Done badly, you look like an uncle saying ‘Six seven’ with dodgy hand moves.

8 Be the moment

The winners do not join conversations – they are the conversation. Companies rarely go viral. Legends do.

9 Say less, mean more

Leaks and screenshots happen. Your ‘clarification’ will become the headline.

Discipline is a strategy.

1 Emotion beats facts

10 Relentless homework

2 Serve the algorithms

11 One message, tattooed

In a world of firehose feeds, people feel first and think later. If your story does not spark joy, anger, awe or disgust, it will not register.

Gatekeepers are no longer just editors – they are ‘the feed’. Learn how platforms rank, reward and bury content. SEO and LLMs still value credible work, but distribution now runs through code.

3

Velocity wins

Attention is a fast current. You do not need to be controversial, but you must be present – frequently and with intent.

Momentum compounds.

4 Engineer culture, do not chase it Stop waiting to be noticed. Frame the debate, set terms, create the reference point others quote.

Assume every journalist, blogger and teenager with wifi is checking your claims before you finish your latte. If you are wrong, you are done.

Inconsistency, hypocrisy and inauthenticity are chum in the water.

One contradiction and you are dinner.

Adapt or get eaten; those are the only outcomes.

Mark Borkowski is is a publicist who has spent four decades reverse-engineering chaos into strategy while the media keeps reinventing the circus. He has developed PREEMPT, an insurance-backed fireproof armour for your reputation that helps you survive the chaos when attention turns hostile n

5 hannel s e ifi it or go b st

LinkedIn is not Instagram. TikTok is not the FT. Adapt message, tone and creative to the context or you are emitting beige noise.

for sharing, 6 Design not just reading

Ask why someone would put their name to it on their own feed. That is the bar for relevance.

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Edmiston

Edmiston charters tailored journeys to the Mediterranean and Caribbean as well as more ntre d o t ons urther a e d

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Invest in the latest technology. Edmiston led the groundbreaking project to deliver the wor d s rst hydrogen ue cell luxury superyacht, called Breakthrough.

2

Champion a social or environmental cause.

The Edmiston Foundation see s to dr e mean ng u change, improving diversity and inclusivity within our industry and protecting our oceans uture.

3

er un ue e er ences. e create one o a nd charters, tailored to each client’s tastes and desires and cra ted w th mag nat on precision, and with access to the wor d s nest yachts.

EDMISTON edmiston.com edmistonyachts

‘Without a thriving ocean, our entire industry simply wouldn’t exist, so protecting it is something we take incredibly seriously’

‘W

hat we do at Edmiston goes beyond yachting. We celebrate our 30th anniversary this year, and in our three decades, we’ve helped shape what British luxury looks and feels like today confident, creative and globally relevant, but with that signature heritage and refinement at its core. e ve always looked for ways to push boundaries, whether that’s through the yachts we represent, the experiences we design, or the way we present ourselves to the world.

In 2026, one of our most meaningful areas of innovation is the work driven by the Edmiston Foundation, which aims to safeguard our marine environments for future generations. Without a thriving ocean, our entire industry simply wouldn’t exist, so protecting it is something we take incredibly seriously. We’re investing in initiatives that make a measurable difference, from supporting conservation projects to finding more responsible ways to operate. ur clients genuinely care about this too, and are increasingly asking to visit the places where we re having impact to see our positive work first hand.

We don’t see ourselves purely as a yacht company; we see ourselves alongside leading fashion houses, luxury watchmakers and iconic lifestyle brands. ur clients move in those circles and that s the standard we measure ourselves against. We pay close attention to how those brands express themselves: their storytelling, their ability

to create desire, their harmony of heritage and modernity. It shapes how we think about our own brand.

Although we’re a heritage company, we operate with the mindset of a creative studio: always curious and always exploring what’s next.

Much of that comes from collaborating with talented creatives around the world. Their diverse perspectives keep our ideas fresh and ensure the brand feels modern without losing its identity. We’re constantly challenging ourselves to evolve.

We’ve noticed there’s a real appetite for the extraordinary among our customers right now, whether that’s an unexpected destination, a rare cultural encounter, or a sense of adventure. That’s why we design each journey around the individual, around who they’re travelling with and what they want to feel. We’re also seeing people venture much further afield. hile the editerranean and aribbean will always be beloved, clients are now seeking out more intrepid options: remote archipelagos, wild coastlines, places that offer true exploration.

In essence, they want something different, something meaningful, and something that belongs entirely to them. ur role is to make that possible.’

Jamie Edmiston, chief executive countryandtownhouse.com⁄gbb

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Edward Green One in six pairs of Edward Green shoes sold from its stores are made to order

‘T

here is a John Ruskin observation that describes our approach rather well: “Quality is never an accident; it is always the result of intelligent effort.” Since 1890, dward reen has evolved through refinement rather than revolution. Our Dover shoe illustrates this perfectly. Its distinctive apron is still hand-sewn using boar bristles, a technique requiring over two hours per pair and years of training. Today, we also ma e unlined versions which, being lighter and more supple, suit contemporary tastes while maintaining the construction that defines the style oafers are more popular than ever his spring, we re adding a horsebit loafer and a boat shoe to the collection. tyles shift slightly from year to year but when people choose dward reen, it s because they want shoes that transcend the vagaries of time uality starts with the materials we select in the wor shop Our leather soles are tanned for two years in a solution of oa bar when you ve spent time wal ing in them, you now the difference alfs in quality matters ust as much with its softness and texture, suede is in particular demand ntiqued calf is dward reen s signature and this season we ve introduced spresso, a dar brown colour built up through layers of handiwor his year, we ve also debuted a

new microcellular sole that brings increased comfort to our rubber sole range he models we ve introduced it on are old favourites, such as the ewmar et chelsea boot e produce pairs of shoes wee ly in orthampton, which allows for proper attention to individual requirements ne in six pairs we sell from our own stores are made to order People personalise an iconic style like the Galway boot; change the sole or last or they might resurrect a discontinued style from our archive aving found their fit through our range of widths and lasts, they understand what suits them and commission shoes to be made accordingly ighty percent of what we ma e is exported, principally to the US, Japan and Italy. We have wholesale partners around the world who understand both the shoes and their clients needs, and our Paris store offers international visitors tax-free shopping. The greatest range is available online, and every day, international shipments go out from our ermyn treet store ecause the shoes have been oodyear welted and made to the highest standards, we re also always welcoming bac old pairs ready to be given a new lease of life by being resoled and reheeled on their original last Euan Denholm, head of brand and business development

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Stay true to your principles.

Our founder’s promise in 1890 still guides every pair.

True standards don’t chase fashion, they outlast it.

Do what you do best.

Goodyear welted construction allows for multiple resoles over decades of wear.

Evolve the business.

Our styles adapt to contemporary life. Unlined constructions, lighter soles, new lasts – the craft remains unchanged while its application evolves.

EDWARD GREEN +44 (0)20 7839 0202 edwardgreen.com edwardgreen1890

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Elegant Resorts ‘E

legant Resorts is a legacy luxury tour operator of nearly 40 years, with brand equity and recognition second to none. The luxury space is very much about experience and relationships, and as incoming , my focus is on fine tuning to ensure future relevance, enhancing existing products to provide a deeper cultural experience.

A key growth area is Saudi Arabia, particularly the new Red Sea development that opens up a destination not greatly experienced by western travellers e re also exploring less travelled parts of Vietnam, Cambodia and Laos. “Slow travel” is on the rise for those wanting to take destinations at their own pace, whether train journeys through Asia, Australia or Africa, or two wee s on a white sand beach, which remains integral to our offering as many customers simply want to reset.

Customers are now booking 18 to 24 months ahead to secure exact room types, cabins or train carriages. To meet these detailed needs, we work closely with partner destination management companies and hoteliers. Our specialists are on first name terms with concierges and maître d’s, and understand the customers, right down to their favourite bedding or wine.

We also engage with customers in ways they prefer, with many younger travellers choosing WhatsApp. This lets us stay connected while they’re away, offering restaurant recommendations, activity ideas or help when plans change. It’s an invaluable, concierge style service In a turbulent world, travel tends to be affected first ow we respond to difficulties is the true measure of the business. We have crisis teams in the UK, staff in Barbados, Antigua, Mauritius and the Middle East, and an extraordinary level of service that underpins our success. Travellers may pay less on faceless websites, but when things go wrong, we make a real difference.

After 40 years in travel, I believe AI could be as transformative as the internet, if used in the right way. It won’t replace our specialist knowledge or human interaction, but it can add value.

We’re improving our technology, including a new CRM (customer relationship management) system to provide deeper insight into our customers’ habits, with AI playing a part.

We are currently finalising our Travelife sustainability accreditation, and we plan to accelerate progress to ensure that our resorts and suppliers are as ethical as possible. The accreditation also reflects how we treat our people and customers, and though years in the making, it will be worth it.’

‘ ur s ecia ists are on first name terms with concierges and maître d’s and they understand the customers’

Gordon McCreadie, managing director 156

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Elegant Resorts works with experts across the globe to ensure deeper cultural immersion and extraordinary service

HOW TO BE A 21ST CENTURY BRAND

1

Create genuinely enriching experiences. We move beyond seamless service to focus on bespoke journeys where travellers return home not just rested, but culturally richer.

2

Honour your heritage.

By building on traditional luxury foundations and leveraging our specialist knowledge, we tailor futurefacing experiences to the modern-day traveller.

3

Make it personal. In an era of AI and information overload, human connection remains our core value. Our specialists are a community of travellers ro d ng authent c rst hand advice and insight.

ELEGANT RESORTS Elegant House, Sandpiper Way, Chester Business Park Chester CH4 9QE +44 (0)1244 897000 elegantresorts.co.uk elegantresorts

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ELEMIS

ELEMIS’s core values combine innovation, holistic transformation and personal experience

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HOW TO BE A 21ST CENTURY BRAND

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Invest in partnerships.

Our multi-year global partnership with Aston Martin Aramco Formula One® Team delivers co-branded experiences, exclusive activations and product launches worldwide.

2

People are your greatest asset. From skin experts to head o ce our teams embody the brand’s purpose through their expertise, creativity and care. They ensure every customer e er ence re ects our commitment to wellness, integrity and sustainability.

3

Innovate. At Elemis, this drives our highperformance, results-led skincare, ensuring we stay ahead of evolving consumer needs, ingredient science and sustainability standards.

ELEMIS elemis.com elemis

‘Raw materials – including algae from the north coast o evon and star ower rom a fi th eneration arm in East Anglia – are sourced from the UK’

‘S

ince ELEMIS was founded as a British skincare brand over 35 years ago, it has always been about quality and authenticity.

Every experience is personal, transformation is holistic and innovation is our promise: these are the core values. We have evolved enormously and continue to do so. In science, the use of biotech to promote more sustainable and modern formulations is critical. As we are a treatment development-led company, there’s a real emotional connection with consumers and in listening to them, we hope to deliver.

For instance, gut health is a big concern for many, so we’ve created nutritional dietary supplements. At our concept store in Covent Garden, as well as partner stores like John Lewis and Harrods, we’re pushing retail boundaries with fast-track treatments such as cryotherapy and infrared therapy. We are also elevating our aesthetic with new pac aging to raise the brand s profile has been a orp certified company since 2023. Raw materials including algae from the north coast of evon and starflower from a fifth generation farm in ast nglia are sourced from the and most of our manufacturing happens here. Yet we’re a global brand: we ve en oyed a sustained level of growth in the for many years and

have an exclusive spa partnership onboard several cruise lines, where we perform roughly two million treatments annually. Our 2019 launch in Asia has also been a success. Of course, it’s not simple: formulations must be altered for different skin types and climates, but we’re set up to scale worldwide and have proof that it works. Europe is next, starting with Germany in spring 2026, and South America is a big potential market, too.

Partnerships are the new wave of marketing and communication.

When two similar brands come together with a purpose, they can succeed to a mutual benefit arlier this year, we began collaborating with Aston Martin Formula One®, and our main aim has been to tie in with their campaign and drive female empowerment – F1 has a 41 percent female audience, a Nielsen study shows – while also putting pit stop spas in their hospitality suites. Having a physical presence at prestige events like this enhances our luxury positioning. We also recruited Jessica Hawkins, Aston Martin’s head of F1 Academy, as our brand ambassador, which was a pivotal moment. ELEMIS can make a difference on the international stage, inspiring consumers through the positive attributes that we stand for.’

Noella Gabriel, co-founder and CEO countryandtownhouse.com⁄gbb

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EVE LOM is a heritage brand remaining relevant for today’s women who demand excellence from their skincare

HOW TO BE A 21ST CENTURY BRAND

1

Stand out by slowing down. We offer a mindful, sensory skincare ritual rooted in simplicity and self-care, bringing intentional moments of calm to a fastpaced world.

2

Combine nature and science. Our modern, plant-powered, innovative formulas unite botanical expertise with clinically backed science to deliver future-focused skincare that stays true to our natural heritage.

3

Remain true to your roots.

We are reconnecting with our London heritage, strengthening our legacy narrat e and rea rm ng the craft, origin, and identity that de ne the brand.

EVE LOM 1st Floor, 175-176 Tottenham Court Road, London W1T 7NU evelom.co.uk evelom

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EVE LOM

‘I

’ve been in the luxury beauty industry for over 25 years, but until I joined EVE LOM recently, I had never worked for a British business with a London home.

I’m excited about telling this heritage brand’s story in a new way, ensuring our 40-year-old core values – timeless formulas, simplicity, efficacy continue to be championed he brand does not have a huge portfolio of products and they are not complicated to use.

Going forward, we want our consumers to learn more about the provenance of our ingredients and how products can be applied to enhance the experience. In this fast-paced world, women appreciate simple self-care skincare rituals that feel sensory and calming while putting their skin in the best position to heal and renew.

When Eve Lom launched the brand, she was inspired by her grandmother, who was a botanist and herbalist. Combining science with time-tested generational knowledge is very powerful, yet the deeply scientific part of that practice hasn t necessarily always been brought to the fore hat s at the core of what we do and we re ma ing a significant investment in research and development so that we have proof points to demonstrate the impact our powerfully curated botanicals have on skin.

e re also moving into the neuroscience space ouch is so important and, when combined with our products’ unique formulations, can activate sensory pathways to trigger the release of mood regulating biomar ers he next frontier is thinking about how wellness integrates with health and skincare. here s a huge amount of opportunity ahead xpansion is firmly on the hori on the ritishness and tenets at the business’ core are very appealing to international consumers.

EVE LOM launched relatively recently in China and is doing very well, but there are other Asian markets where we’re also certain to resonate. We are launching some innovative products for specific needs and different s in types, ages and demographics around the world.

I also want to reinforce our roots and amplify us as a relevant modern skincare brand by reigniting a love for our products with the generation of women in the UK who used them a decade ago. We’ve loved seeing the joy with which people are reintroducing some beloved products into their beauty routines he cleanser has remained the same formula for years for a reason it s the best he company s potential is exciting it s a privilege to be part of it Lesley Crowther, brand president

‘We’re makin a si nificant investment in research so that we have roo oints to demonstrate the im act our ower u curated botanica s have on skin’ countryandtownhouse.com⁄gbb

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air a avor ‘F

airfax avor is a orp certified footwear and lifestyle brand that marries style with practicality raftsmanship, excellent quality of materials and versatility of designs has always been at the heart of everything we do ur signature egina boot, for example, comes in three different calf fits, three heel heights and two leg heights t is designed to fit beautifully and stand the test of time t the urghley orse rials recently, saw someone wearing a pair that were over ten years old and they were still loo ing fantastic vents li e these, as well as our bric s and mortar stores, remain a cornerstone of the brand e love to create moments that truly elevate the experience t national events, you ll find live music and a bar at our stand creating an immersive, luxurious environment in the middle of the countryside n our nine stores, including our newest openings in outhwold, haf tesbur y and aw tr y, customers can boo private appointments and en oy a glass of champagne while they browse e want everyone who buys our products to feel valued, so in uly we launched both an app and a loyalty scheme he programme touches every part of the business: wherever someone shops, they earn points hat customers have really loved is that we bac dated those points all the way bac to the start of airfax avor, years ago oyalty benefits include access to the loo boo via the app, birthday credit and exclusive invites to events lready, percent of our revenue now comes from the app aving truly made this retail space our own, we re proud to be ta ing the same approach to the fter the , it has always been our second largest territory, and continues to grow rapidly e ve been selling our footwear, outerwear and accessories online there for many years but what we really wanted was a physical presence that in person connection with our customers he last two years have been about laying those foundations: opening a warehouse, building a dedicated team, and rolling out an extensive events strategy that mirrors our success e re incredibly proud to be flying the ritish heritage flag in the hat s what it s all about for us: as we carry on expanding, ensuring that we stay true to our roots, create timeless pieces, and always deliver on the core principles of longevity and durability with loo s for every occasion

‘We’re incredibly proud to be in the ritish herita e a in the our second ar est territor and rowin ra id ’

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Quality, longevity and style sit at the heart of Fairfax & Favor

HOW TO BE A 21ST CENTURY BRAND

1

Invest in stores and elevate the retail experience. From private appointments to expert styling and exclusive previews, we create memorable connections that reach above and beyond.

2

Put clients at the heart of a brand. Our loyalty programme and Fairfax & Favor app offer exclusive rewards, early access and more, building a digitalage community through innovation and engagement.

3

Consider becoming or cert ed. e ach e ed our cert cat on ast year re ect ng our commitment to transparency, accountability and creating positive change through timeless products crafted for enduring quality.

FAIRFAX & FAVOR LTD Narford Hall, Kings Lynn Norfolk PE32 1JA +44 (0)1760 338199 fairfaxandfavor.com fairfaxandfavor

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HOW TO BE A 21ST CENTURY BRAND

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Craft with purpose. Every piece is chosen not just for its beauty, but also for its ability to enrich daily life with meaning.

Commit to reducing environmental impact.

Our operations are now close to net zero, our packaging is entirely plasticfree, and we champion timeless, durable designs intended to be passed on.

3

Create some heart.

Through in-house engraving, embossing and embroidery, we trans orm ne y cra ted objects into personal keepsakes, creating lasting memories that stand apart in a fast-paced, disposable world.

FARRAR & TANNER Unit 24, Lansdown Industrial Estate, Cheltenham GL51 8PL +44 (0)344 567 8365 farrar-tanner.co.uk farrartanner

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Farrar & Tanner

Farrar & Tanner offers a brilliantly wide selection of gifts that can then be personalised and treasured forever

‘A

s a company that curates memorable gifts and beautiful objects – from glass and tableware to games, pens and leather accessories – we’re increasingly finding that people are no longer prepared to settle for inferior quality. If you’re buying a backgammon set, for example, you’d rather buy a handsome one of good, durable quality. That’s why every item we sell has an “about brand” section on its product page, informing customers about the brand’s heritage – where and how it’s made.

We source products from all over Europe: France, Italy, Turkey and Greece, as well as Britain. We curate selections of products from renowned brands like Barbour, Wedgwood and Georg Jensen. But my passion is seeking out rare European brands: backgammon sets from a little-known Greek company, still run by the founder’s granddaughters, that has been handmaking the sets in the same way for 55 years; beautiful brass and wooden chess sets from an Italian company founded in 1976, with one of the sets appearing in Channel 4’s The Inheritance.

France, meanwhile, has long been the home of handforged tableware and barware, such as steak knives from Laguiole. Our collaboration with France’s leading barware producer has led to us now offering urope s finest modular wine furniture, including

pieces for the kitchen, dining room and wine cellar.

So many of our customers rely on us when buying gifts, and around two-thirds of those are then personalised with an engraved name or message for the office, the home or even a cellar or yacht. People now want truly meaningful gifts for special occasions like a son’s or daughter’s wedding or a major birthday or anniversary. The engraving gallery on our website shows the opportunities to transform a gift into a uni ue keepsake, whether it s a poem engraved on a hip flask, a date embossed on a wallet or initials embroidered on a piece of jewellery. The quality of our products is being recognised worldwide, with a third of our sales now international. Our gifts are designed as personal keepsakes to be treasured – a knife for a chef, a corkscrew for a wine connoisseur, a holdall for a traveller. We also have a concierge service so our clients need never forget an important birthday or anniversary again.

In 2026, our aim is to keep adding to what we offer so we become a one stop destination for anyone who needs to find a beautifully made item, and then invest it with special meaning so that it is treasured forever.’

Richard Tanner, co-founder

‘Our engraving gallery shows the opportunities to transform a gift into a unique keepsake’ countryandtownhouse.com⁄gbb

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GBB 2026 —— F

Favourbrook ‘I

n a nutshell, Favourbrook is about dressing up, which serves as a great feel-good antidote to these unsettling times. David Beckham receiving his knighthood from King Charles wearing a Favourbrook morning suit was a proud moment, and later that day we were thrilled to see his boys looking tremendous in our velvet and black tie.

It was a great example of dressing optimistically and showed that black tie needn’t mean buttoned up. We give the bones of tradition and fundamentals of black tie tailoring a cheeky twist with printed silk dinner jackets or dashing velvet creations.

For our Autumn/Winter season we made olive green velvet the cornerstone of our men’s and women’s collections. It’s softer and more visible than black in candlelight or under chandeliers and is beautiful and subtly sophisticated.

We’re not about coming up with new trends and designs but continuing to make wonderful clothes out of our exquisite textiles, drawn from mills we’ve partnered with for decades.

Every fabric is chosen for its depth of colour, supple drape and ability to catch light, like our olive velvet. And our clothing lasts a lifetime – I’ve said it often, but I’m still wearing the velvet jacket I got married in 26 years ago.

In 2025 we added a lot more suits to the range. One new frontier for us has been working with tropical wool, which we’ve not done before. As our summers heat up, men are finding suits and formal wear unbearably hot. Tropical wool is woven in a much wider way to allow the breeze to whistle through when you’re wearing it and it doesn’t crease like linen. So we’ve made the lightest morning coats anyone can make and even our waistcoats come in tropical wool now.

With Favourbrook womenswear, we retain our uncompromising commitment to small-batch production, making just one garment in each size for maximum exclusivity. Women can wear our clothes in the near-certain knowledge no other woman will be wearing exactly the same inety five percent of our womenswear is made in ondon and the remaining five percent, such as masterful finishing flourishes, by a single artisan in uffol Fewer garments being made means deeper relationships – with suppliers, makers and then the wearer.

Those choosing Favourbrook know they are wearing a distinct, exquisite outfit that whispers rather than shouts, with the hallmark of true elegance. Our clothes allow you to transform every occasion into a ceremony.’

‘Favourbrook is about dressing up, which serves as a great feel-good antidote to these unsettling times’

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Favourbrook focuses on elegant c othes n ne textiles from mills it has partnered with for decades

HOW TO BE A 21ST CENTURY BRAND

1 2 3

Commit to ethical, smallbatch manufacturing.

Favourbrook produces limited runs, with 95 percent of our womenswear made right here in London.

Ensure exceptional personalised service.

It builds loyalty and con dence wh ch s why we have three generations of the family shopping with us.

Make tradition feel modern. Favourbrook honours sartorial elegance while evolving it through bold patterns and luxurious fabrics to create unique pieces.

FAVOURBROOK 16-17 Pall Mall London SW1Y 5LU +44 (0)20 7493 5060 favourbrook.com favourbrook favourbrookwomenswear

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Floris London ‘O

ur historic London premises at 89 Jermyn Street tells our whole story. Founded in 1730, our family-run business is still managed by descendants of our founder Juan Famenias Floris; I am of the ninth generation. The original family home, where he started the fragrance business with his wife Elizabeth, remains the beating heart almost 300 years later; we are unique in that our fragrance development still takes place in house rominent on the fa ade is our oyal arrant, first given

by George IV in 1820, which we have proudly and continuously held ever since. Customers have included successive members of the Royal family, Florence Nightingale, Marilyn Monroe, Audrey Hepburn, David Bowie and Winston Churchill.

Fragrance is very personal: everyone reacts individually to the notes and connects to something different. The stories from No. 89 forge strong relationships with customers. For example, our No. 89 fragrance, named after our shop, opens with bergamot and lavender top notes before settling to reveal base notes of sandalwood and musk. When customers then learn it was worn

by Ian Fleming and his creation James Bond, they feel like the quintessential English gentleman.

The ultimate bespoke experience is to visit our perfumery where, with guidance from our expert perfumers, you can devise your own signature fragrance.

Your unique formula is then recorded in our ledgers so you can reorder it in the future.

We’re present in over 30 countries, currently strengthening our US and Middle Eastern presence and soon opening in Indonesia. With their deep connection with fragrance, these markets trust and appreciate our craftmanship and authenticity; Floris fragrances carry the quiet gravitas of nearly 300 years of heritage in British perfumery. Experience, family values and longevity speak volumes to a loyal customer following, which today wants to understand more about a fragrance and its provenance. An impressively knowledgeable new, younger generation is coming to us.

Floris is about understated luxury, not excess. Craftsmanship is our watchword; we learn and evolve, but we never forget our perfumer’s craft. We don’t use AI; if we did, it would be more on the operational rather than the creative side, which we carefully protect. As custodians of our heritage, we carry forward the artistry of fragrance with each new release. And as a family business, we continue to build on what we have; organic growth comes from gradual but firm steps forward with an eye on the next generation.’

‘Floris fragrances carry the quiet gravitas of nearly 300 years of heritage in British perfumery’

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Floris has been creating its celebrated fragrances from the same store on Jermyn Street since 1730

HOW TO BE A 21ST CENTURY BRAND

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Be aware of your heritage. Above all, this is something precious to be protected and learned from as you evolve.

Be brave. We have faith in our customers, just as they have faith in us to continue crafting fragrances they will connect to – whether an old favourite or courageous new creation.

3

Be authentic. We stay true to what we know and keep doing what works, and have a loyal customer base as a result.

FLORIS LONDON 89 Jermyn Street London SW1Y 6JH +44 (0)20 7930 2885 or s ondon.com or s ondon

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GBB 2026 —— LEADING VOICES

How the other half (want to) live Liam Bailey draws on market-leading insights to reveal what the über wealthy really want from their homes

1 Silence

The most frustrating challenge when selling homes to the wealthy is that their top requirement from estate agents is: silence. Everyone wants access to them, so they surround themselves with advisors whose main job is to keep you out.

2 A home that behaves like a five-star hotel

If you do manage to get access to a wealthy buyer, you will increasingly find that their demand is for an address that comes with housekeeping, a concierge who knows their dog’s name, and exceptional on-site facilities. Our recent Residence Report confirmed that branded residences globally are set to rise from 611 today to well over 1,000 schemes by 2030. In short: buyers want comprehensive luxury, minus the admin.

‘Best body ever’ now reads longevity, not tight abs. Luxury developers are attempting to attract the wealthy with magnesium shots, bio-marker testing and serious clinics under their apartments, from Surrenne in London to SHA in the UAE. The new baseline is science-backed wellness, not scented steam.

PHOTOS: UNSPLASH

‘The wealthy have never been more mobile.

Countries are actively attracting these individuals through tailored visas and tax incentives’

wellness regime that 3 Aactually moves the needle

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4 Community, not just amenities

For today’s footloose wealthy, the new luxury is belonging. Private clubs, such as that at Six Senses London, are multiplying within high-end residential developments, with the London model now extending to Milan, Zurich, and Hong Kong. Buyers are drawn to a sense of engagement and community, often fostered through exclusive clubs and shared rituals.

5 A table that tells a story

If you want a sign of the rising importance of hospitality, the forthcoming Maybourne Saint-Germain will contain a 101-key hotel and 23 branded apartments, all served by no less than 12 restaurants and bars. Dining is now integral to community anchoring. Developers are partnering with Michelin-starred chefs. Whether residents want bespoke menus served in-residence or the perfect martini, the F&B offer must be intensely curated.

US$3.6bn spent on super-prime yachts and US$22.7bn on private jets in the past 12 months, demand for making off-grid locations accessible is only set to increase.

8 True rarity

As the wealthy gain access to an ever-wider range of locations, the search for true frontier markets continues.

Emerging hotspots for luxury residential development include Belize, Fiji, Japan’s snow belt, and Sardinia. Even established destinations are presenting new opportunities – Paris, long a market that felt it had no need for fresh luxury developments, is now seeing a wave of new schemes.

9 On the move

PHOTOS: UNSPLASH

6 Making an exhibition

Wealthy collectors are thinking bigger, requiring real estate that accommodates their passions. Expanding car collections call for bespoke storage or direct apartment access, such as the Dezervator in Miami. Interiors increasingly feature gallery-style walls and unique spaces for rare collectibles, designed to enhance storytelling. Even wine collections are no longer hidden away in cellars – the tasting room itself is now a showcase, there to impress.

7A bigger boat

As superyachts and private jets have grown in size, so too has the requirement for second-home getaway locations to offer larger berths and longer runways. With

FROM LEFT: Six Senses London fosters community and engagement; the uber wealthy are on the move to places like Italy; branded residences like that at The OWO offer luxury minus the admin

The wealthy have never been more mobile. Countries are actively attracting these individuals through tailored visas and tax incentives, such as Italy’s flat tax on foreign income and the appeal of low-tax US states like Texas and Florida. Residency-by-investment schemes, often tied to property ownership, are further fuelling rapid growth in prime housing markets.

10Where next?

Global demand has driven luxury house prices sharply higher in markets such as Dubai (up 147 percent in five years), Palm Beach (up 117 percent), and Aspen (up 73 percent). While lifestyle remains the primary driver of purchase decisions, investment is a close second.

With prices in Miami and across Florida slowing, Dubai continuing to rise, and Hong Kong back in positive territory, does luxury London’s recent decline signal a reassessment by the world’s wealthy?

Liam Bailey is Knight Frank’s global head of research n countryandtownhouse.com⁄gbb

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Genaura

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GP & J Baker

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Helen Green Design

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Holland & Holland

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Holland Cooper

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Hommage Art

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The House of Bruar

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The House of Creed

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HOW TO BE A 21ST CENTURY BRAND

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Leverage digital and engage with your consumers across social media, e-commerce and especially on mobile, making sure your content on each platform is personalised.

2 3

Be authentic and don’t shy away from storytelling. Staying true to your core values and brand ethos builds trust, loyalty and connection.

Be data-savvy. Use data to understand consumer behaviour and preferences. Let research guide marketing, product development and messaging.

Informed decisions keep your brand competitive.

GENAURA 16 Great Queen Street London WC2B 5AH +44 (0)7733 686564 genaura.com genaura_skin

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Genaura This new skincare brand launched its hero product – Levagen®+ Smart Face serum – online in September and it is now available in John Bell & Croyden

‘G

enaura is where cutting-edge ingredients meet intelligent formulations to deliver results that go beyond the surface. We challenge conventional routines and replace outdated steps with science-led solutions that work in harmony with the skin. world first, the evagen® mart ace serum is the first beauty serum to use the hero ingredient evagen®+. The serum boasts a powerhouse formula alongside patented technology, together creating an “age proofing” approach to the skin and supporting its natural barrier function. By integrating evagen® into your s incare routine, you ta e a scientifically bac ed step towards healthier, more resilient skin. fter two years, we launched the evagen®+ Smart Face serum online on eptember ust wee s later, we made our debut at John Bell & Croyden. Skincare is what the company is nown for its consumers are educated, want good skincare and will invest in it.

Today’s beauty market is very saturated and incredibly well-researched by consumers. Genaura’s demographic is aged 40 and above. We are particularly connecting with ma eup artists, because our s incare is beautiful under

ma eup e re also connecting with men, particularly in terms of longevity. Our consumers are very knowledgeable. e are wor ing with two mar ets: firstly, people who have been using a particular skincare brand for many years. ith this cohort, we have to engage t ta es time there s an awareness, then you ve got to educate and provide proof, and finally comes the moment for conversion he other type of consumer is what call the “non users” in the world: customers not loyal to any brands who will give the product a go. enaura is available in the currently, but we have ambition to become a global brand n , we will be bringing out a range of s incare products, including a cleanser and a moisturiser owever, the serum will always be our hero product. We are also looking at international mar ets, but we re not in a mad rush nstead, we re wor ing very diligently, with passion and bac ed by science enaura s evagen®+ Smart Face serum has been crafted so beautifully, and with perfection e need to get our future plans right.’ icola oung, chief mar eting officer

‘By integrating Genaura into your skincare routine, ou take a scientifica backed ste towards hea thier more resi ient skin’ countryandtownhouse.com⁄gbb

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Take advantage of your position. Our worldrenowned store at No.1 Savile Row offers clients the unique Gieves & Hawkes tailoring experience.

Be committed to responsible luxury. We use British textiles and manufacturing in over 70 percent of our collections.

Blend centuries-old craftsmanship with modern innovation.

Gieves & Hawkes is rede n ng contem orary tailoring while preserving the precision, elegance, and authenticity that has shaped its reputation for 250 years.

GIEVES & HAWKES No.1 Savile Row London W1S 3JR +44 (0)20 7434 2001 gievesandhawkes.com gieveslondon

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Gieves & Hawkes Gieves & Hawkes has been making British menswear and military tailoring for over 250 years

‘G

ieves & Hawkes, at No.1 Savile Row, is Britain’s most famous military tailor. Founded in 1771, we’re proud to have held a Royal Warrant for every British monarch since George III, and the house is committed to ensuring the future of British tailoring though our dedicated apprenticeship programme. We’re proudly British, with over 70 percent of our collections crafted using British textiles and manufacturing.

The four pillars upholding the business are ready-to-wear, made-to-measure, bespoke and military. We’ve witnessed a recent change in attitude to tailoring, with people celebrating formalwear and enjoying dressing up again after the pandemic.

Weddings have led the revival, and we were lucky to catch this upturn after 2022, with our made-to-measure division benefiting enormously. en have become more adventurous when commissioning suits, experimenting with shape, cut, and colour. Ties, too, have been making a big comeback and ours have been particularly coveted as they are woven by Stephen Walters, the last-remaining British silk mill, and folded in London.

While we honour, celebrate and respect our heritage, we are a brand who focuses on tomorrow with our progressive readyto-wear collection, epitomising the quiet, understated luxury and uality that defines us. t is an e citing new step for the brand.

In 2025 we crossed many new frontiers. A major one was introducing a made to measure service for female officers in the Royal Navy and Royal Air Force. It was an honour for us to ensure women in uniform can now take pride in experiencing the same distinction long afforded to their male counterparts.

In terms of geographical frontiers, we opened two new spaces last year, one in the new Shires Yard development in ath, the second in the lannels flagship in eeds. o have our first store-in-store in Yorkshire, the county from which we’ve sourced our fabrics for centuries, felt like a full-circle moment. We hosted a trunk show in Dubai, giving us the opportunity to build on our relationship with e isting iddle ast clients and meet new ones.

We put our continuing success and reputation for uncompromising excellence down to the two principles which underpin us – integrity and honesty. Simply put, we tailor superb nglish suits from superb nglish cloth. he satellite event we held in Savile Row in October 2025 with LAPADA, showcasing rarely seen pieces from our private archive, celebrated our legacy and demonstrated how tailoring has shaped and continues to shape the very fabric of British history.’

Jason Gerrard, CEO

‘Simply put, we tailor superb English suits from superb English cloth’ countryandtownhouse.com⁄gbb

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GP & J Baker a er nds that co aborat ons nc ud ng w th oo y be ow are an m ortant source o resh creat ty

‘F

or us, “new frontiers” are less about geography and far more about partnership and creative collaboration. In 2025, we launched our second collection with Historic Royal Palaces. We have also just completed a wonderfully characterful collaboration with Cotswolds interior designer Sean Symington, curating a joyful collection of small-scale prints as both fabrics and wallpapers.

March 2026 will mark the arrival of two major launches: a follow-up to our award-winning collection with interior designer Kit Kemp and, in an entirely new direction for us, an indoor/outdoor performance collection of luxurious weaves and prints, created with Winch Design under our more contemporary brand Threads at GP & J Baker.

These partnerships allow us to travel into exciting creative territories while remaining true to our spirit of collaboration and innovation. Collaborations have become one of our greatest sources of creative energy, prompting us to see our archive through fresh eyes and reinterpret historical designs in an unexpected way. It’s wonderful, too, to see the inventive ways our clients use our designs; Instagram has become a window into their creativity.

Internationally, we anticipate growth to continue steadily, buoyed by newfound enthusiasm for expressive British archival design. Each region has its own creative personality.

Our US clients, for example, are gravitating towards the

but

current maximalism trend, with prints and decorative wallpapers paired with a deep and enduring affection for archival British textiles and wallpapers. It’s an aesthetic that GP & J Baker excels at beautifully.

The UK remains our home, and our dynamic design studio continues to innovate in fabrics, wallpaper, furniture and rugs in particular. From advancements in digital wallpaper printing to the refinement of weaving and printing techniques, we aspire to combine cutting-edge technology with the artistry of traditional craftsmanship. One of our priorities is ensuring these time-honoured crafts not only survive, but evolve.

By pushing them into new contexts, we help them remain relevant to contemporary design. a er occupies a unique position as a cherished ritish heritage brand; we are over 140 years strong, yet continually evolving. As a Royal Warrant holder, we stand for trusted production, integrity and a commitment to sustainability.

Our vast archive allows us to honour the past while pushing boundaries with scale, colour and technique nternationally, our reputation for excellence, craftsmanship and innovation resonates widely. In many ways, we remain true to the spirit of our founders – champions of creativity and pioneers of their time – and that ethos continues to guide us today.’

Ann Grafton, creative and managing director

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HOW TO BE A 21ST CENTURY BRAND

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ut susta nab ty rst. ur oya arrant re granted by the ng n re ects our endur ng e ce ence and our comm tment to en ronmenta res ons b ty and cra tsmansh a ues centra to e ery oya arrant ho der n the st century.

2

o e. a er cont nues to do th s rom ce ebrated co aborat ons to esty e co ect ons n bedd ng b nds and am shades w th esteemed reta artners such as oo y.

3

urture ta ent. e cham on the uture o des gn by su ort ng emerg ng creat es.

GP & J BAKER es gn entre he sea arbour ondon g ba er.com g ba er

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Helen Green Design

The design studio balances heritage and contemporary practicalities

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HOW TO BE A 21ST CENTURY BRAND

1

Make people feel valued and empowered.

Encourage your team to challenge ideas and explore possibilities so every design decision is considered and collectively owned.

2

Design with purpose.

It gives meaning and drives our work, whether creating homes that nurture families or collaborating with Furnishing utures to ro de d gn ed spaces for survivors of domestic abuse.

3

Cherish integrity above all.

As the foundation of client trust and the compass directing our creativity, ntegr ty de nes e ery cho ce.

HELEN GREEN DESIGN 29 Milner Street London SW3 2QD +44 (0)20 7352 3344 helengreendesign.com hgdstudio

‘We go the extra mile, whether stress-testing wallpaper against puppy claws or ensuring custom joinery meets architectural mouldings seamlessly’

‘H

elen Green Design is guided by a clear ambition: to craft design narratives we can stand behind with conviction. Growth is as much about deepening knowledge, responsibility, and purpose as it is about geography. With clients in over ten countries, we continue to refine how design can be both beautiful and accountable.

This shapes our methodology, from everyday material choices to broad strategic decisions. Our identity is evolving thoughtfully; with a nod to its heritage, we are steering the studio into the present, elevating the brand’s legacy while energising its voice so it remains recognisable and relevant. Our design language, balancing heritage with contemporary practicality, adapts effortlessly across cultures.

Our commitment to responsible practice has pushed us into new territory. s part of the llect roup, we were the world s first interior design studio to be awarded the utterfly ark from ositive u ury. his benchmark, reinforced through rigorous bi annual recertification, keeps us grounded, accountable, and aspiring to progress. Our internal ab e plores environmental responsibility, social e uity, philanthropy, and innovation. recent omen in eadership talk sparked candid conversations on topics from women’s health policies to gender bias. These dialogues help us evolve as a business and a community.

We communicate our principles through action, combining creative problem solving with practical e ecution, anticipation of how a space will evolve, and a service ethos built on care, detail, and reliability. We go

the e tra mile, whether stress testing wallpaper against puppy claws or ensuring bespoke joinery meets architectural mouldings seamlessly.

The design journey should be inspiring and memorable.

Storytelling anchors our client relationships. Attentive listening ensures clients’ histories and aspirations are woven into the design, producing interiors that are deeply personal and emotionally resonant.

The process is collaborative, inviting clients into workshops, production updates, and immersive VR walkthroughs; 3D printing enables rapid prototyping and precise detailing.

We celebrate British craftsmanship, championing passionate artisans pushing boundaries in techni ue and material, where innovation thrives alongside craft. Believing in the appeal of authenticity, the hands that make and the stories behind each piece, such collaborations spark our creativity. When sourcing internationally, we work only with trusted suppliers with shared values and proven reliability. his maintains close relationships, fine tunes designs, supports local economies, ensures uality control, and minimises environmental impact.

We thrive on discernment, knowing when to create, how to source responsibly, and how to design with integrity, ensuring each space reflects the client s vision and individuality.’

Joanna Benton, studio director countryandtownhouse.com⁄gbb

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Holland & Holland The 191-year old brand focuses on subtle innovation while maintaining heritage and authenticity

‘A

s a global brand, we cover most of the world but primarily the US and Europe. We’re a lean business, dedicated to refining what we already do, not opening new doors. Our focus is on strengthening the business internally to better serve those key markets, whether through ma ing the finest products or giving clients a ourney they ll never forget. On our e-commerce platforms, website and social media channels or face-to-face at shows and events, we treat everybody we meet as special.

Our teams communicate daily across territories and borders. Our Gunroom in Dallas, Texas, gives us a platform to deal directly with US clients, whereas competitors must go through a distribution network. US tariffs are a challenge, but because we have a small supply chain footprint, it does not affect us as much as others. We will work through it while minimising the impact on our end customer.

Our brand has stood strong for 191 years, with custom from royal families across Europe; today we proudly hold the Royal Warrant from HRH King Charles III. The early success of Holland & Holland was built on Henry and Harris Holland’s vision and strategic planning, which was innovative for their day. Everything we do is centred around British craftsmanship, materials and artisan techniques, with skilled workers

delivering consistent levels of the finest quality, whether that be a tweed coat, silver cufflin s, a pair of oyal eluxe shotguns, or our own London Dry and Sloe gins.

Subtle introductions of innovation while maintaining authenticity is vital – we call it “innovative heritage”. Our new a edown aga ine ifle available in the already and launching at US sporting shows in February – combines modern technology with traditional aesthetics, showcasing a blend of hand craftsmanship and advanced materials, including carbon fibre and a unique titanium trigger for precise performance ach rifle is hand finished with a deluxe walnut stoc , gold detailing and a traditional ondon blac ed finish he result: a beautiful, ultra accurate rifle that is effortless to shoot and a great example of respecting heritage through innovation. As is adding a new Thanksgiving Shoot to our annual calendar.

These are the things we’re very proud of within our historic business, whether delivered through our clothing, accessories, hospitality at our shooting grounds, or simply the finest firearms in the world ur focus remains on providing the best possible experience to every single customer who chooses Holland & Holland.’

John Henderson, general manager

‘Everything we do is centred around British craftsmanship, materials and artisan techniques, with ski ed workers de iverin the finest ua it ’ 182

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HOW TO BE A 21ST CENTURY BRAND

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Be true. Build authenticity; don’t try to be something you’re not. Customers are discerning – fail to deliver on your values and you fail to give them what they want.

Focus on the customer.

Give them the best possible experience – they will remain loyal, return for more and recommend you to others.

Listen: to customers, industry leaders, experts, colleagues, team members, family and friends. With two ears and one mouth, use them in that ratio.

HOLLAND & HOLLAND 36 St James’s Street London SW1A 1JD +44 (0)20 7499 4411 hollandandholland.com hollandandholland1835

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Holland Cooper ‘O

ur biggest challenge is simply keeping up with everything that’s happening. But despite the uncertainty in the wider luxury market, we grew across every platform in 2025, an achievement we plan to mirror in 2026. Our new 70,000 sq/ft headquarters outside Cheltenham is now complete it s not ust a physical milestone, but a reflection of how far we’ve come as a brand since we began in 2008.

One of our proudest moments in 2025 was the launch of our Icon Series campaign. Working with incredible women like Mary Berry, Clare Balding, Jodie Kidd and Lisa Dwan allowed us to celebrate women of various ages and professions and reinforce what olland ooper is all about: ma ing women feel confident and empowered. And 98 percent of our workforce is female, too, including women in their 60s. Some of my best team members are in the third phase of their careers, after having had a family.

The Icon Series showcases our made in the UK tailoring, which we will continue to champion and expand this year. We also opened our atelier, modelled on Savile Row, offering private tailoring appointments to clients from all around the world.

Any overseas success so far has been completely organic and we are now expanding internationally in 2026, with a huge marketing focus on the US, Germany and Australia. There’s a global appetite for anything quintessentially British, in part thanks to TV shows like Rivals and The Gentlemen. The Princess of Wales, who often steps out in Holland Cooper, always has a huge impact for us, too.

In terms of innovation, AI will be a major focus for us in 2026. It’s not about replacing jobs, but about helping us do more, faster, from merchandising to content creation.

We’ve been customer-led since the beginning and AI really helps with refining the customer experience, by channelling feedback and helping us to do more, which is the key to growth.

Holland Cooper has always done things differently than the rest of the retail industry, including launching products when customers want them, not when the calendar says we should – we release our Spring/Summer collection in March, not January, for instance. We don’t chase trends: 50 percent of our product range is seasonless and returns every year, a model that was revolutionary when we started out. Ultimately, we’re all about long-term evolution, built on desirable products and a deep connection with our customers.’

‘The Icon Series reinforces what Holland Cooper is all about: making women feel confident and em owered’

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Believe in yourself and be your own number one ally and supporter. Anything is possible if you’re prepared to work hard enough.

Find your white space.

It’s very hard to pile into an overcrowded market.

Choose your reason to exist, stick with it, and really focus on your vision.

Understand your numbers. My father told me there are a million fashion designers. But are there a million that can combine finance with creativity? You need to be commercial to succeed.

Mary Berry and Jade Holland Cooper model the brand’s 2025 Icon Series campaign

HOLLAND COOPER Cotswold House Cheltenham GL52 6UT +44 (0)1608 658063 hollandcooper.com hollandcooperclothing jadehollandcooper

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Hommage Art

‘H

ommage began with two Picasso posters. I bought them about ten years ago, and they are still my favourites. They’re classics.

Aside from the unmistakable imagery, iconic font and Picasso’s name in lipstick red – they have lived. Picasso worked on them in 1962, and they’ve aged with a bit of wear and tear on the paper, but that all adds to their charm. They have a sense of history that modern posters can’t match.

The quality and still clean colours of each print are a testament to Fernand Mourlot, the legendary godfather of post-war lithography and poster printmaking. His atelier was the go-to for artists such as Picasso, Matisse and Chagall; they all collaborated with Mourlot to create their lithographs and exhibition posters.

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Posters at Hommage Art, mostly from the Parisian studio of Mourlot, are hand designed, hand printed and hand chosen

‘These pieces hold a lot of magic.

They are not just posters; they are artworks in their own right’ time, they increased in value from a few hundred to over a thousand pounds. I realised it was okay to buy art I loved and – if you need an “and” – it was a good investment.

We hosted a pop-up exhibition in autumn 2022 to thin out my spiralling collection, and it sold out. Some posters could sell many times over, and we try to repeat-buy, but they’re rare – it isn’t as simple as just reordering. We mostly buy Mourlot from our suppliers in France, but you never know what you ll find ltimately, they need to have a strong design, good colour and be in reasonable condition.

Interest in 20th-century posters is growing. These pieces hold a lot of magic. They are not just posters; they are artworks in their own right, painstakingly recreated for limited editions. They weren’t produced in huge numbers. Sixty years ago, they didn’t just hit the print button. ur first permanent gallery opens this spring at ing s Road in Chelsea. We will also be returning to the London Original Print Fair. You can buy from our website, but there is no substitute for discovering your own favourite in person.

Each poster is hand designed and hand printed by masters of art and lithography, and hand chosen by us to share with a wider audience. Despite their age, they still look as fresh as the day they rolled off the press. I love everything about them – they add a splash of timeless fun and colour to any room.’

Harry Pruden, founder

HOW TO BE A 21ST CENTURY BRAND

1 2 3

Take a fresh approach.

We specialise in original 20th-century art exhibition posters and lithographs, bringing this vibrant, pivotal era back to our walls.

Connect and discover.

As more people buy art online, we prioritise inperson connection. Our gallery is a place to explore.

Cherish authenticity. Our posters and lithographs are full of colour, depth and personality. They’re uplifting pieces that light up a room and inspire collections that feel individual, expressive and unmistakably alive.

HOMMAGE ART 322 King’s Road London SW3 5UH hommage-art.com hommage_art_

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The House of Bruar At the heart of The House of Bruar is a great proudly Scottish product and its evolving presence in Perthshire

‘T

his year is the 30th anniversary of the business and while it’s been about celebrating the past, we’re also bringing new facets to the forefront. We are proudly British but with a distinct identity due to our Highland home, with its wild beauty and huge sporting potential.

That dual character is feeding success in the US, where we first dipped our toe in oo ing for opportunities to grow, we began allocating resources to digital mar eting there and last year we launched our first dedicated catalogue, and our cottish tweeds and tartans are ta ing off hysical retail remains as ey to us as ever t the foundation is a great product. Beyond that, we aim for an easy shopping experience, based on quality and service.

Our father – who founded the business in 1995 – says we are shop eepers old school traders e li e to thin we maintain that art. We’ve always tried to provide some theatre, to inspire people to visit. It could be as simple as fresh focaccia being ba ed and the aroma filling the food hall, or a more specialised service, li e our menswear department dressing grooms for weddings. e are receptive to technologies li e , but we value human interactions even more s other companies race

to replace people, the fact that every corner of Bruar has a human face, from the shop floor to customer services, gives us a real point of difference. That also goes for our creative team – we recruit from the School of Textile Design in the cottish orders, investing in generational textile nowledge ntering awards this year, we were as ed to highlight our social impact, particularly in terms of the environment and support for local causes and suppliers hether litter pic ing on the , planting trees on site, providing an afternoon tea for the local residential home, or sourcing gin from nearby Kinrara Distillery, preserving the countryside and its communities has always been central to what we do, though it’s something we rarely promote.

It’s great to be successful, but important not to become complacent. We are still a young business and still learning every day. Every time we visit one of our British fabric mills, from the cottish orders to or shire, we leave with new nowledge and respect for their artistry hat excitement and desire to improve is, along with our loyal suppliers and our team, what we believe will see us through the next 30 years.’

Patrick Birkbeck, director, and Tom Birkbeck, creative director

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HOW TO BE A 21ST CENTURY BRAND

1

Create experiences.

Private after-hours client events at our Perthshire store have included ‘Meet the Artist’ over cocktails and canapés, along with special shopping opportunities.

2

Invest in high-tech automation without losing skilled, loyal staff.

We’ve invested in our solar-powered Perthshire warehouse while increasing staff numbers, bringing our team in Scotland to 350.

3

Use technology to reach new consumers. This allows people aligned to our products and heritage to discover us, boosting our US expansion. We’re now placing our biggest ever orders with our trusted British weavers.

THE HOUSE OF BRUAR

By Blair Atholl, Pitlochry Perthshire PH18 5TW +44 (0)1796 483236 houseofbruar.com thehouseofbruar

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The House of Creed The House of Creed opened a new agsh bout ue on egent treet n arch

‘C

reed stands as a cultural bridge between Britain and the world. Originally established as a leather tailoring business in London in the 1700s, the brand is now sold in 80 countries, through prestigious partners like Bergdorf Goodman in New York, Galeries Lafayette in Paris, Lane Crawford in Hong Kong and China, and Isetan in Japan, with Creed boutiques in 25 countries.

In 2025 we expanded our global retail footprint further, opening a boutique in New Delhi and we plan more in New York’s Meatpacking District, Rue Saint-Honoré in Paris and in Tokyo’s Roppongi Hills, markets targeted for their discerning clientele and a growing appetite for luxury. In March 2025, we unveiled our much anticipated flagship boutique on ondon s Regent Street, with an exclusive client salon and elegant private consultation room for bespoke experiences.

The summer saw the release of Oud Zarian, crafted from a rare 80-year aged oud, an ingredient reserved exclusively for the House and underlying Creed’s mastery in sourcing and blending exceptional natural materials. Our sourcing practices prioritise natural, sustainable ingredients, and we support producers who align with our environmental and ethical standards. So in 2025 we deepened our relationships with farmers in Haiti, Bangladesh and Calabria, ensuring the traceability of our raw materials and our long-term stewardship of them.

or us, was a year defined by creativity and purposeful evolution. We stand at a moment where heritage meets momentum, continuing the legacy of Olivier and Erwin Creed, while expanding our reach by evolving how we interact with our customers, offering more bespoke services, sampling experiences and personalised fragrances. Though Creed’s core clientele will always be connoisseurs who appreciate craftsmanship, our audience is broadening. We’re increasingly drawing in younger luxury consumers, who value authenticity, sustainability, creativity and the story behind what they wear.

Our goal is to welcome the next generation into the House rather than reposition the brand.

We also foster partnerships and cultural activations that bring Creed into relevant creative worlds like art, design, travel and gastronomy. We proudly sponsored the Royal Academy’s Summer Exhibition preview party, celebrating a shared heritage going back to the 1760s, while honouring British artistry and craftsmanship. In our ongoing partnership with the RA, we’ve also been funding scholarships for the academy’s students. reed is internationally renowned but family rooted, defined by personal relationships, craftsmanship and a deep respect for the people who grow, harvest and transform our ingredients.

We see ourselves as a global House with a human heart.’

Sarah Lynn, managing director of Kering Beauté UK & Ireland

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HOW TO BE A 21ST CENTURY BRAND

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Be sustainable.

Our sourcing practices prioritise natural, sustainable ingredients, supporting producers who align with our environmental and ethical standards.

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Offer exceptional experiences. Our boutiques and our new agsh store on Regent Street offer bespoke experiences that embody the highest standards of service and elegance.

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Collaborate with cultural institutions. In our ongoing partnership with the RA, we proudly sponsored its Summer Exhibition preview party, honouring art and craftsmanship and celebrating a shared heritage dating back to the 1700s.

THE HOUSE OF CREED creedfragrances.co.uk creedfragrance

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GBB 2026 —— LEADING VOICES

The AI Advantage Upskill your people, harden your governance, get your data in order and build from human + AI partnership, advises Dr Nicola Hodson ethics is one of the most 1of AI important conversations our time

Transparency, trust and fairness are key. Build a governance-savvy top team – educate your leadership and board – and make AI and data governance a recurring agenda item. Govern the whole system by embedding controls at every stage of the AI lifecycle and appoint an AI and data governance lead to prevent fragmented ownership and accountability.

in-house and use free, 2 Upskill digitally accessible training

‘Agentic AI is autonomous, goal-driven and adaptable. In practical terms, an AI agent would not only tell you the best time to climb Mt Everest, but also book the guide, i ht and hote ’

IBM SkillsBuild, for example, underpins our commitment to upskilling 30 million people globally by 2030, including two million in AI, to help close the global AI skills gap.

high-volume 3Target n tions first

After transforming our internal AskHR service, we saved over 50,000 hours in one business unit, cut the promotions process from ten weeks to five, and saved 85 percent in business-partner time.

+ human is the 4 AI winning combination

AI will augment more than it replaces.

In customer service, for instance, AI agents can resolve repetitive queries, freeing teams for complex issues. We are moving from simple automation to generative AI, which needs human prompting and oversight, and now to agentic AI – autonomous digital assistants that collaborate, adapt, manage multi-step problemsolving and take goal-oriented actions.

5 Master your data

Get the right infrastructure in place, know where your data is, who can access it, its provenance and how it is safeguarded. Choose the appropriate model for the task – smaller, bespoke models are often sufficient – and build a governance layer so data is compliant with regulation, aligned with ethical standards, and issues can be flagged and corrected quickly.

6Bridge the ‘AI oversight gap’

Organisations must safeguard cyber resilience.

IBM and Ponemon Institute’s 2025 global ‘Cost of a Data Breach’ report found ungoverned AI systems are more likely to be breached and more costly when they are. Ninety-seven percent of organisations reporting an AI-related security incident lacked proper AI access controls.

7 Put AI to work on sustainability

Use it to plan energy usage, forecast extremes and mitigate against severe weather events. These capabilities can strengthen both environmental and operational resilience.

8Use AI as a creative companion

With L’Oréal we built a first-of-its-kind AI model to create innovative, sustainable cosmetics – uncovering insights in formulation data that support more sustainable raw materials and reductions in energy use and material waste.

9 here is no one-si e-fits-all

The key is to start, get comfortable with AI and use it to orchestrate the change you want to see. The innovation is here now – from free skills programmes to proven-use cases – so move from pilots to production where value is clear.

10 he val e at stake is signifi ant

McKinsey estimates AI could add $4.4trn annually to global GDP by 2030. Think like a start-up – act with urgency, experiment fast and focus on where AI can drive new revenue streams, efficiency and competitive leapfrogging.

agentic AI and small 11Watch language models (SLMs)

Agentic AI is autonomous, goal-driven and adaptable – able to maintain long-term goals, manage multi-step tasks and track progress over time. In practical terms, an AI agent would not only tell you the best time to climb Mt Everest, but also book the guide, flight and hotel. Meanwhile, SLMs are becoming increasingly capable, offering strong reasoning with lower costs, which makes them appealing for targeted enterprise use.

Dr Nicola Hodson is chair of IBM UK & Ireland n

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Consciously Crafted British Kitchens

pluck.co.uk | 020 7095 1795 | studio@pluck.co.uk

GBB 2026

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James Purdey & Sons

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Juliette Byrne

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Katharine Pooley

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Kiki McDonough

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Knowles

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La Fête

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Lawson Robb

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LINLEY

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Lock & Co. Hatters

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1508 London

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London Square

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GBB 2026 —— J

James Purdey & Sons Purdey celebrates handcraft and innovation in the creation of its guns and clothing, while its shooting days foster social connection

‘A

lthough the luxury market has generally been challenging in recent years, our outlook at Purdey remains positive. A large proportion of our clients come from overseas and the US remains at the forefront of our business activities, where we have been holding regular sales trips since 1922.

It’s an exciting time for the gunmaking business and we continue to see positive growth for the future. Our current range includes seven models at different price points and with varying delivery times. Each is offered in a range of calibres with a variety of options and upgrades, allowing clients to personalise their gun to their needs. This includes our recently launched bolt action rifle which, for the first time in our history, is built using actions manufactured in our own factory. This has been in development for the last months and is a refined version of the classic auser type action he first finished rifle was delivered to a British client in November 2025.

Purdey is also famous for its clothing and we’ve invested heavily in this side of the business over the last four years, with Giles Deacon joining as our creative director in 2024. The range of sporting tweeds and performance clothing are doing well – including our iconic, weatherproof Vatersay cape, named after

a Hebridean island that is one of the windiest places in the UK. In , we introduced our first house tweed, designed by eacon The fabric is named after Tom Purdey, great-grandson of our founder and a true character of the sporting world. ur lifestyle clothing also has its roots firmly in shooting and other country sports, and draws design cues from our archives.

We’ve found that many of our clients, even if they don’t actively participate in these sports, really appreciate that heritage and feel comfortable wearing our pieces. These collections are consistently very popular and perform exceptionally well for us.

The Purdey sporting agency continues to provide a thorough service for clients, taking care of them from the moment they arrive at the airport to the moment we drop them off to leave.

There’s a strong demand for its services and it’s important to remember that Britain remains the world’s leading destination for winged game shooting. In October 2025, our shooting school at the Royal Berkshire reopened after extensive redevelopment that has doubled the size of its facilities, making it ideal for corporate and charitable events as well as for those wanting private tuition.

Purdey is in good health and excited about the future.’

Dan Jago, chairman and CEO

‘It’s an exciting time for the gunmaking business and we continue to see positive growth for the future, building on our current range of seven models’ 196

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HOW TO BE A 21ST CENTURY BRAND

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Commit to conservation.

The Purdey Awards are an example of our mission to recognise outstanding game and habitat conservation by British shoots.

Celebrate handcraft and innovation. We champion British craftsmanship in a world of trends and technology. Purdey’s guns and clothing are masterpieces of creativity.

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Create world-class experiences. In a world of digitalisation, we provide real social connection through corporate and charity days.

JAMES PURDEY & SONS 57-58 South Audley Street London W1K 2ED +44 (0)20 7499 1801 purdey.com jamespurdeyandsons

HOW TO BE A 21ST CENTURY BRAND

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Take a future-focused approach. Juliette Byrne blends cutting-edge technology with timeless design, using advanced 3D modelling, AI visualisation and smart-home integration.

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Champion sustainability.

We prioritise responsible materials, work with ethical artisans and design spaces for longevity.

Our Matthew Wailes rug collection, crafted from regenerated bres re ects our comm tment to the environment.

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Collaborate with your client. We offer a truly bespoke experience, guiding clients through a highly personalised design journey shaped around their lifestyle, ambitions and taste.

JULIETTE BYRNE LTD Unit 3.20, The Plaza, 535 King’s Road, London SW10 0SZ +44 (0)20 7352 1553 juliettebyrne.com juliettebyrneltd

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J —— GBB 2026

Juliette Byrne

Juliette Byrne offers a bespoke design service for clients cross the globe

‘J

uliette Byrne is a boutique interior design studio based in Chelsea Design quarter. We have a very talented team of six designers who are working on a variety of jobs, some in central London or in the countryside around the Cotswolds, West Sussex and Hampshire. We’ve branched out to work more in Europe too, from Saint-Tropez to Monaco, and in the mountains around Chamonix, Megève and Saint-Martin-de-Belleville.

We offer a full bespoke design service. It’s a chameleon-style because we work for so many different clients worldwide. We’ve got a much younger client base coming through, sometimes via Instagram, which we’re very active on. It’s a strong company ethos to make our social media very approachable. That seems to be working really well. It’s exciting because it means we’re at the forefront of the younger generation.

Equally, we get approached by our long-standing existing clients to work on their second or third homes. Once you build up a relationship and there’s trust – you know their style, their family dynamics – it’s easier for them. It’s amazing having that continuity; you are aware of what they like. This includes technology, which you need to tailor to suit people’s budget and to what they are looking for.

We put the time and effort in to give a hands-on service, perhaps by doing shopping days where we take clients to meet our suppliers so they can see and feel the products.

We try to source locally, so our work is more sustainable. Also, shipping products from one side of the world to the other is unreliable and can cause extra expense for clients with customs and unexpected tariffs.

We always adapt to the climate. I’m working on a newbuild in Santa Barbara. The original property was burnt down in one of the alifornia fires t s been very interesting with the fire permits and water conservation regulations t the same time, we’re working on an eco-house in Jersey, where we need to keep the coastal setting in mind.

We recently won the design et al Elite Award for Best European Project for a property in Dresden. Then we won the International Property Award for Best Residential Interior Apartment for our penthouse in St James’s. The UK, Ireland, the Channel Islands, Europe and potentially the US are our hotspots. That said, we wouldn’t say no if we were given a beautiful apartment in Dubai. We’re open to any opportunity.’

Juliette Byrne, founder

‘We’ve branched out to work more in Europe, from Saint-Tropez to Monaco, and in the mountains’ countryandtownhouse.com⁄gbb

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Katharine Pooley

The studio has set its sights on the US and the Caribbean, and in 2025 designed The Study (above) for the Kips Bay Decorator Show House in Dallas

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HOW TO BE A 21ST CENTURY BRAND

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Make sure your product is timeless. Katharine Pooley remains at the forefront of the design industry by creating outstanding, bespoke interiors that can be enjoyed for generations to come.

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Embrace innovation and technology. The studio uses 3D modelling to support the bespoke furniture design process and has also adopted AI for e c ent ways o wor ng.

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Contribute to making positive change in the wor d. athar ne oo ey is committed to creating meaningful social impact by wor ng c ose y w th aligned charities.

KATHARINE POOLEY 160 Walton Street London SW3 2JL +44 (0)20 7584 3223 katharinepooley.com katharinepooleyltd In 2025, Katharine Pooley designed a living and dining area for superyacht Ulyssia

‘To ensure we remain relevant, we stay true to the studio’s core values and identity while tracking shifts in design, ashion we ness and other fie ds a i ned with our work’

‘O

ur willingness to adapt, to listen carefully to our clients and to embrace change has always moved us forward as a studio, allowing us to take on new challenges and opportunities as they arise.

Our sights are set on the US and the Caribbean, strengthening initiatives and partnerships that we built in 2025. Last year, we completed a number of projects in the US as well as exhibiting at the prestigious Kips Bay Decorator Show House in Dallas, for which the studio created a study.

It was a true privilege and the response to our design was overwhelming – the level of British craftsmanship and the high standards we deliver resonated strongly. There is exceptional opportunity in this territory, now more than ever, and I look forward to embracing it.

This year, we are also strengthening our ties with the marine world and expanding into projects beyond the built landscape. Collaboration will be central and I am excited to reveal four new product partnerships.

Change is a constant in any industry. To ensure we remain relevant in an evolving world, we stay true to the studio’s core values and identity while closely trac ing shifts in design, fashion, wellness and other fields aligned with our work. We always make sure we are listening to what people care about and responding effectively.

e also continue to refine efficient ways of wor ing and accept that AI is now an integral part of our industry. Adopting new practices that enhance our service and elevate the final result remains at the forefront of our priorities.

Above all, customers want a safe pair of hands that they can trust.

I build that connection by ensuring every client has direct access to me and by listening attentively to their wants and needs. Understanding how they live and enhancing their daily experience through forwardthinking design creates a deep and lasting connection.

We have many plans in motion that we hope will come to fruition.

One thing is certain: I will continue to push the studio forward. The next opportunity lies in identifying projects that allow us to be ever more creative, whether through expanding our international reach, deepening our involvement in the marine world or pursuing collaborations that celebrate exceptional craftsmanship. I am excited to explore new avenues that challenge the studio, broaden our perspective and allow us to deliver work that is both innovative and timeless.’

Katharine Pooley, founder countryandtownhouse.com⁄gbb

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Kiki McDonough ‘O

ur brand has survived two recessions, a pandemic and ten prime ministers, and I have seen the world change hugely throughout the past 40 years. I brought coloured gemstones to the fore in the UK, at a time when no one was using them. Our designs remain true to that DNA, but we are constantly innovating, exploring new metals and new markets, and designing pieces to resonate with new generations that will still last several lifetimes.

We’re a design-led jewellery house, so while new craft technologies help us bring creativity to life with greater precision and sustainability, it is never at the expense of traditional craftsmanship. Every piece begins with hand-drawing, allowing us to explore ideas freely, capture emotion and respond instinctively to form. Only once the concept feels right on paper do we move into digital design.

The heart of our work remains at the jeweller’s bench – in the tactile judgement, subtle shaping and artisanal skill that only human hands can deliver. We handpick our gemstones for special collections, because no technology can replace the human eye in assessing colour, character and that intangible spark. And while cutting technologies have evolved, many of the stones we use are still hand-cut, preserving traditional techniques. This supports our much-loved bespoke design service in creating personal, meaningful jewellery with a unique emotional connection. We are also investing in material and production innovations – from recycled alloys to cleaner, more efficient casting processes – helping us minimise waste in order to craft responsibly.

London visitors love our Chelsea flagship store with its array of colourful gemstones, and we’re replicating this experience online, starting with a new website launching early 2026. Our online store has grown dramatically in the past two years, and we will continue to nurture our international customer base. We plan to scale up in the US, our second strongest market, and we are exploring ways to bring the brand to life across the Middle East.

British luxury is often described as timeless and elegant, and I feel our brand epitomises this am a fifth generation eweller and my father was the world expert in Georgian jewellery and English silver, so heritage is in our brand DNA. We don’t chase trends, but our designs are modernised for today. British jewellery design has been sought after for centuries, and there is a charm and quintessential feel to British design that I am proud to be part of.’

‘No technology can replace the human eye in assessing colour, character and that intangible spark’

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The 40-year-old jewellery brand, beloved for its coloured stones, is expanding its international customer base

HOW TO BE A 21ST CENTURY BRAND

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Transcend trends. We design with longevity in mind, creating pieces that can be enjoyed by generations to come.

Work sustainably. We’ve been recycling gold and resetting gemstones for 40 years and as members of the Responsible Jewellery Council, we continue to constantly improve the way we craft.

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Know your DNA. We were female founded in 1985, a time when female entrepreneurs were unheard of, but we made our mark by knowing our customer and always giving women what they want.

KIKI MCDONOUGH LTD 12 Symons Street London SW3 2TJ +44 (0)20 7730 3323 kiki.co.uk kikimcdonough

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Invest in technology and AI, thereby streamlining processes and eliminating ne c enc es a ow ng your teams to focus on the job in hand.

Utilise skill sets from across in-house divisions to put together dynamic, specialist teams to meet project demands.

Ensure clients have a continuation of service.

Our special projects and aftercare division offers this beyond the conclusion of the build itself.

KNOWLES 12th Floor, Capital House 25 Chapel Street London NW1 5DH +44 (0)20 3988 7994 now es.u .com now es construct on

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Knowles

A classic contemporary aesthetic is popular with clients, alongside increased demand for wellbeing spaces like saunas and pools

‘L

ike any business, Knowles has to move with the times and the changing needs of its clients. There was a time when London and the south east were the most desirable, sought-after locations for our clients’ projects, but now more are building in counties such as Wiltshire, Gloucestershire and Hertfordshire. For many of our clients, it’s not solely about location; the house itself and the opportunities it provides is often equally important.

I have over 30 years of experience in the construction industry, but in the last ten years I have seen a particular increase in the size and scope of our projects. Over that period, our country division has worked on some magnificent private houses and estates Likewise, our clients’ priorities have changed in that time and will continue to do so. There has been a marked uptick in interest in wellness in recent years – possibly as a side effect of Covid – with clients commissioning Finnish saunas, pools, steam and aromatherapy rooms to be incorporated into the designs so they can enjoy some of life’s little luxuries in their own homes. Similarly, in country house projects we are seeing more kitchen gardens and solar panels being built into projects as clients strive to achieve a degree of sustainability.

Stylistically, the constant evolution in architecture and interior design is inevitably reflected in our clients plans The classic contemporary look is still popular with our London clients who are looking to retain original features with modern upgrades. In the country, by contrast, the traditional rural style retains its lasting appeal. Likewise, with an increasing number of overseas clients on our books, we are seeing Middle Eastern and Scandinavian influences coming through, a trend we expect to grow in the coming years. he future loo s bright, too n the first quarter of we will be opening our country office his will enable us to be geographically closer to our country clients and provide them with an even more hands-on approach. Knowles has grown from being a specialist basement contractor into one of the most respected super-prime principal contractors in London and the Home Counties. If the next ten years are anything like the past ten, then it should be an exciting time.

We’ve got some wonderful schemes in the pipeline, including a new build country estate and a complete reconfiguration of a London townhouse to create a superb family home.’

Robin Knowles, founder and managing director

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La Fête

La Fête masterminds one-of-a-kind weddings and events across the globe

In addition to exclusivity, discretion and impeccable service, I bring meticulous attention to detail and a knowledge of their heritage which reassures couples. If they marry in a country where most of their family is living, I’m sensitive to the culture, customs and traditions which matter so much to parents and the older generation.

For a couple with different origins, I give real thought to pleasing both; for some a destination wedding can be exactly what the couple want, and refining the occasion to guests who really want to be there.

Weddings bring together cultures. For wealthy Indians, it’s not just a wedding day, but a multi-day experience, showing who the family is and sharing that experience with guests they can be confident that now the refinements of building a crescendo from mehndi to mandap. Or for a Jewish wedding, the ketubah can be traditional, secular, interfaith or adapted to reflect personal values n dietary requirements, always as : “are you ewish, or ew ish ” ta e infinite care to understand the nuances of each culture, shaping an occasion that respects and celebrates both families and their religious interpretations.’

Charlotte Ricard-Quesada, founder

‘ take infinite care to understand the nuances o each cu ture sha in an occasion that ce ebrates both ami ies and re i ious inter retations’ 206

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‘L

a Fête is proud to be British; Britain confers such a stamp of quality and international approval on organising weddings and events.

Even though my company name is French – my other heritage and nationality – I am half British and love the privilege of living and working here. While my base is London, my outlook is truly international. Couples live across the globe and, where they have family roots, may wish to organise their wedding in another, third country – say France, Italy, Spain, Ireland or India. Plans for 2026 include the Côte d’Azur, Paris and Tuscany, not to mention a vow-renewal at London’s Natural History Museum under the famous blue whale.

My North American clientele – both US and Canadian – admire sophistication and ceremonials celebrating quintessential Britishness, whether state visits, royal occasions, Downton Abbey or Bridgerton. They travel more, their budgets haven’t been hit so hard and they’re educated in what a wedding or large-scale event costs. When couples come on board, I give time, care and thought to helping them understand, for instance travelling to meet utch flower growers in alsmeer to learn why prices have risen. Or using AI to add clarity to a concept, helping couples visualise their ultimate wedding.

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e rst to use new techno ogy. can ease og st cs and adds n s b e art stry ma ng com e e ents ee e ort ess ntu t e and re ned. ham on a cause. s a w e mother and entre reneur mentor women n bus ness and the ne t generat on o e ent ro ess ona s. ns r ng eadersh nc udes em owerment nc us ty and g ng bac .

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a or e er ences to c ents. ach one must b end nd dua ty nt macy and grandeur to create un orgettab e one o a nd moments.

PHOTOS: ROBERTA FACCHINI

LA FÊTE +44 (0)20 7427 6088 a ete.com a eteo c a

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Lawson Robb

Lawson Robb interior design studio showcases the best British artisans, makers and material innovations in projects across Europe, the Middle East and the US

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HOW TO BE A 21ST CENTURY BRAND

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Pioneer technology.

Emerging spatial tools like AI and digital twins are building a fully integrated wor ow o er ng c ents greater c ar ty rec s on and creative freedom.

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Champion responsibility. rcu ar mater a s measured carbon outputs and transparent construction choices position us or a more susta nab e future-focused way of living.

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Deliver immersive journeys. Digital walkthroughs and integrated architectureto-construction touchpoints make every project personal.

LAWSON ROBB ner t ondon lawsonrobb.com lawson_robb

‘While becoming more culturally expressive and globally minded, our identity is grounded in London design heritage’

‘W

e’ve broken frontiers by exporting a distinctly British approach to the Middle East, Europe and North America while maintaining consistent quality and narrative. Our ritishness a sensibility that values subtlety, refinement and authenticity – is combined with strongly concept-driven design and exceptional project delivery for clients who appreciate spaces that feel elevated, crafted and culturally attuned without being overly ornamental. Our work showcases the best of British artisans, makers and material innovation on an international stage. A reputation for discretion and ability to collaborate with local consultants also makes us an attractive partner.

Future expansion targets are Asian and US markets, which share a similar energy and attraction to international styles and designers. Asia’s appetite grows for spaces balancing crafted detail with modern restraint, with intelligent planning and materiality at the forefront. US cities like Miami are maturing rapidly in architecture, culture and global influence, and our blend of ritish refinement and international perspective resonates there. While becoming more culturally expressive and globally minded, our identity is still grounded in London design heritage.

Clients today want effortless luxury: beautiful spaces delivered seamlessly with minimal friction that support wellness, family and work-life balance. They want calm, functional and highly personalised homes and are increasingly prioritising sustainability, authentic materials,

integrated function and technology. We stay engaged with cultural shifts in art, fashion, technology, hospitality and wellness – industries that influence how people want to live and create emotional connections for our clients through storytelling, materials that age gracefully, and environments that evoke a sense of sanctuary, identity and belonging.

We’re evolving from being seen primarily as a high-end interior design studio to a holistic design house that spans architecture, interiors, furniture, fixtures and equipment and, increasingly, product and brand collaborations. For us, technology enhances but does not replace craft.

AI-assisted design allows faster iteration and visualisation, just as digital twins aid construction planning and clash detection, low-carbon material strategies and supply chain mapping, advanced fabrication and craft techniques – including bespoke metals, timbers and experimental finishes and improved smart home integration We also collaborate with emerging designers and independent ma ers to stay at the vanguard e re influenced by contemporary architecture, global craftsmanship and the creative energy of cities like London, Paris and Tokyo. Artists’ studios, small workshops and cultural institutions inform our palette and language more than trends do. Our work is driven by curiosity and the world’s quietly brilliant creators.‘ George Wolstenholme, studio director and creative lead countryandtownhouse.com⁄gbb

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LINLEY ‘H

aving entered our fifth decade, we have an evolved sense of how customer expectations have shifted en years ago, many sought craftsmanship defined by scale and formality oday, customers increasingly loo for pieces with emotional depth ob ects that hold identity, memory and continuity his evolution has not altered our foundation in craft, but it has broadened the ways our wor is as ed to spea recent commission brought this into focus customer desired a set of trin et boxes for their grandchildren, to be given to each on their fifth birthdays very box needed to reflect each child s individuality, yet together they were to form a unified story the family could pass down he pro ect began, as it often does, with listening onversations and portraits of each grandchild built a picture of their personalities and interests rom there, we outlined materials, proportions, finishes and ideas for the treasures that might eventually sit inside each box uring concept development, a beguiling idea emerged nstead of four unrelated pieces, each box would become a miniature theatre scene ach scene would depict a child s world, and when placed together, they would form a single tableau of the family and an overarching narrative e progressed from hand drawn s etches to full colour renders he customer s responses shaped the final touches, from larger unicorns to adding woodland creatures he pieces became so cherished that the customer added a fifth box for their daughter his account captures the frontier on which we now operate ur heritage in woodwor , marquetry and bespo e design remains central, yet clients are increasingly drawn to craftsmanship with personal meaning e combine traditional disciplines with modern technology, including advanced rendering and precision machining, to bring these stories to life n our efforts to delight, we champion ever broader ways for clients to engage with bespo e design, from personal heirlooms and commissioned furniture to digital pathways that ma e the creative process more accessible e create pieces that last, that matter, and that preserve their owner s stories he same innovation that drives our bespo e wor also guides our retail collection, where many customers first encounter ur upcoming araday boxes, described as a technological gem in a velvet glove, exemplify how we explore new boundaries in both bespo e and retail wor ur curated collection of accessible pieces offer a considered introduction to our wider world

‘In our efforts to delight, we champion ever-broader ways for clients to engage with bespoke design’

Many LINLEY customers seek pieces with emotional depth, such as these bespoke keepsake boxes for four grandchildren

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HOW TO BE A 21ST CENTURY BRAND

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Stay relevant. With our traditional origins, we might have become a 20th century anachronism.

We stay relevant through design that responds to how our customers live today.

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Build to last. We are aligned with a culture of sustainability that is not performative, but innate.

Embrace technology as an am er rather than a substitute. For us, 21st century progress is best harnessed to serve imagination and artistry.

LINLEY 60 Pimlico Road London SW1W 8LP +44 (0)20 7730 7300 davidlinley.com linleylondon

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Lock & Co. Hatters This year Lock & Co. celebrates 350 years

ne of the oldest family-owned businesses, in existence since 1676, we’ve traded from our famed No. 6 St James’s Street address since 1765. With our compact staff of 35, the world’s oldest hat shop and its younger website continue to thrive. Our challenge is now to re-energise international expansion through wholesale markets, primarily the US and Japan, whose climates lend themselves to summer/winter hat-wearing and where we prospered before the world paused in 2020. A new universe of online wholesale platforms – more digital communication and e-commerce – now supplements traditional visits or meetings at menswear fairs.

It’s our 350th anniversary in 2026. With such longevity, we attract customers who like slow fashion, careful craftsmanship and quality. Accordingly, we choose retail partners who tell our story as well as their own strong heritage and family histories – as we have in San Francisco, Chicago and New York – and where we sit well alongside other brands stocked. Hats on a shelf can become commodities; we’re less interested in transactions than we are in a relationship built through storytelling, the experience that brings people to No. 6 or the website. We support this with our beloved gold-embossed hat boxes, our hat brushes and canvas bags, and with training, virtual or in person.

Our sales used to comprise 95 percent menswear; now the split is 65/35 with a big unisex trend of women shopping men’s hats. Of our three ranges, Core accounts for 80 percent of our sales and includes traditional fedoras, trilbys, flat caps and baker boy caps. Heritage, which is bowlers, top hats and deerstalkers, is not a huge category for us, but they’re all good sellers that people seek out from us. Seasonal collections, which are fashion-forward in colour and style – whether that’s woollen hoods, berets, beanies or the cowboy country look – bring a new clientele. Our head millinery designer, Awon Golding, oversees couture products made in-house, ensuring that, for example, we are in tune with the colours and trends of dresses, shoes and handbags for Ascot each year.

In a world of tariffs and technology, we source only from Britain and Europe, working closely with successful Yorkshire and Scottish mills, everything unique and exclusive to us. Our “human first” board commitment will never replace a designer, stylist, or photographer with AI, or allow it to write our emails or newsletters. We don’t move with the wind but stick to what first got us here: a quality hat, an excellent experience and service beyond expectation.’

Ben Dalrymple, managing director

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PHOTOS: KRYSTIAN KRZEWINSKI

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HOW TO BE A 21ST CENTURY BRAND

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Honour your past. Respect your heritage but continue to evolve through modern design, materials and storytelling, using legacy as a strength, not something stuck in history.

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Lead with purposeful and responsible craftsmanship. Show how each piece is made, why specialist skills matter and why protecting the craft is essential. Prioritise longevity, ethics and true quality over volume.

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Create an experience of belonging. Cultivate genuine client relationships through storytelling, thoughtful collections and meaningful moments. Build connection rather than focusing on transactions.

PHOTOS: KRYSTIAN KRZEWINSKI

LOCK & CO. HATTERS 6 St James’s Street London SW1A 1EF +44 (0)20 7930 8874 lockhatters.com lockhatters

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HOW TO BE A 21ST CENTURY BRAND

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Have global vision with local sensitivity. Modern luxury must be timeless but contextual, shaped by its surroundings, story and the people who inhabit it.

Our interiors feel universally re ned yet rooted n ace.

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Be at the forefront of branded living. This is the new era of luxury and our spaces are where architecture, design, and narrative unite.

Ensure wellness and sustainability are in every detail. Our design supports longevity, wellbeing, and environmental responsibility, setting new standards for 21st-century homes.

1508 LONDON 7 Howick Place London SW1P 1BB +44 (0)20 7802 3800 1508london.com 1508london

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1508 London 1508 London is at the forefront of hospitality and branded residential design, with 25hours Hotel (far left), Four Seasons Hotel Philadelphia at The Comcast Centre (near left) and Baccarat Residences in Dubai (below)

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n 2025 we really strengthened our US presence from our Miami base. We’re designing the Cipriani residences there, completing the Sky Garden for the Four Seasons Philadelphia and starting some exciting new projects. eople everywhere are see ing retreats with five star services in which to concentrate on the people they love. And for us, luxury is about how a space makes you feel. Designing empathetically differentiates us. We pay close attention to how people live, and so the luxury environments we design are ones in which you feel good, where you sleep, exercise, think and have fun as well.

Focusing on how people experience a space has put us right at the forefront of the hospitality and branded residential space. In Dubai we’re designing the Baccarat Residences, Mr C Residences Downtown and Solaya with Foster + Partners. We’re also working on the St Regis in Abu Dhabi and in London we’re designing a private members’ club, set to open in 2026.

Fast developing Greece has been a great new frontier for us. We’ll be designing some residential apartments in Athens and an exquisite hotel in the Cyclades. Clients increasingly want places to be private and luxurious but also authentic and local, with a farm to table ethos somewhere you can

pick your own lemons. People prefer this to being waited on hand and foot without being truly conscious of what’s around you. he sia acific region has also been a huge source of great projects for us recently, and again put as at the forefront of branded residences. We’re working on one in Brisbane and have two projects in Sydney. In Guangzhou in China we’re designing some riverside city apartments with a bridge to an island oasis with meditation gardens, ponds and tea huts. Then we’re working on a spectacular hotel and members’ club with residences alongside the Japanese architect Kengo Kuma in Haus Da Lat, south Vietnam. The buildings look like pinecones set in a forest near a lake with lovely wal s and tunnels of incredible flowers e re global but locally sensitive, so we have offices all over the world to get under the s in of places it would be disingenuous to think we can design everything from London.

One of my favourite recent projects was the Four Seasons refurbishment in Mauritius. With its incomparable landscape and boundless opportunities, I think Africa could be our next frontier.’

Hamish Brown, partner/business development and marketing director

‘For us, luxury is about how a space makes you feel. Designing empathetically differentiates us’ countryandtownhouse.com⁄gbb

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London Square

London Square is launching unique homes across multiple sites in the capital, including Battersea, Bermondsey and Westminster

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HOW TO BE A 21ST CENTURY BRAND

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Consider the past. We blend contemporary city living with a deep respect for British heritage and context, ensuring each scheme is rooted in its neighbourhood.

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Design for the future. We look at how people live now as well as looking ahead: that means considered layouts, natural light, wellness-minded design and long-term durability.

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Put your clients at the heart of everything. From rst en u ry through to handover, we deliver a personal and detail-driven experience for our buyers.

LONDON SQUARE 21-25 Bruton Place London W1J 6NB +44 (0)333 666 2636 ondons uare.co.u ondons uarede e o ments

‘At its core, residential development is about placemaking for us. London is really a collection of villages, each with its own identity. We treat every site as completely unique’

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his year is a very important one for London Square, the property development company I founded in 2010. We’re taking the values that we’re known for – community, customer service, wellbeing, people first design and scaling them up, bringing them to a whole new audience of ondoners e are launching a significant pipeline of new homes across multiple sites including Battersea, Bermondsey and Westminster, meaning more eyes on us than ever before.

At its core, residential development is about placemaking for us.

London is really a collection of villages, each with its own identity and heritage. You can walk 100m and feel the shift in character and community. Understanding that complexity is vital: it’s why we never use a cookie-cutter approach, but treat every site as unique, with its own diverse community of inhabitants. You can see that in all our developments, from Kingston to Westminster.

Residents buying our homes – whether that’s a dockside apartment at Ransomes Wharf in Battersea, a high-rise residence in Westminster Tower or one of our heritage schemes like Fifty Brook Green or Surrey County Hall – are central to our business approach. They are clear about what matters to them, and our responsibility is to listen and respond effectively.

When they feel heard and trust that we are committed to craftsmanship, quality, service and wellbeing, we can build an emotional connection.

We have many repeat customers, which for us, is the ultimate accolade.

Today, residents are focused on wellness – especially access to greenery, house or apartment layouts that enhance their lifestyles, and high-quality materials. These expectations align naturally with our ethos of responsible luxury and designing for the future. To achieve this, we are using new innovations in technology and AI to improve every part of what we do. London Square recently joined global real estate group ldar, a leader in , to bring efficiencies to ey areas li e design and customer service. We’ll be using it to improve every client’s experience of living in a London Square property.

Ultimately, London Square is all about our great British capital, one of the most fascinating, diverse and cosmopolitan cities in the world.

London endures: there are ups and downs, but it’s never lost that appeal. We love London, and we’re committed to it for the long term, as are our customers.

Our next challenge is raising the bar even higher, setting a standard that’s markedly different to everyone else. London Square has a reputation for delivering best-in-class and pioneering British development, and that continues and evolves. We’re looking ahead to what’s next.’

Adam Lawrence, founder and CEO countryandtownhouse.com⁄gbb

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Manolo Blahnik

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Martin Kemp Design

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Medik8

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Morris & Co.

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Mr & Mrs Smith

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National Portrait Gallery

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Native Land

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Neal’s Yard Remedies

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Neatsmith

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Neptune

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New & Lingwood

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N.PEAL

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OKA

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OSKIA

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Manolo Blahnik

Joy, whimsy and historical depth have always inspired Manolo Blahnik

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HOW TO BE A 21ST CENTURY BRAND

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Ensure unparalleled craftsmanship. Our heritage shoemaking techniques ensure each pair is handcrafted with meticulous detail. We’re committed to enduring quality and beauty that transcends trends.

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Keep innovation anchored in tradition. Heritage is a catalyst for innovation, using timeless principles to inspire fresh ideas, modern techniques, and forwardlooking design.

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Create cultural moments.

We resonate in the 21st century by combining imaginative design with thoughtful cultural awareness and through collaborations, storytelling, and a spirit of continual exploration.

MANOLO BLAHNIK 32-33 Burlington Arcade London W1J 0PZ +44 (0)20 7352 8622 manoloblahnik.com manoloblahnik

‘We are delighted by the new generation discovering the brand through culture and the arts’

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early two decades ago, we created over 40 pairs of unapologetically sensual and exquisite custom-made shoes for ofia oppola s film Marie Antoinette, starring irsten unst. hat film rekindled a global fascination with the rench ueen, culminating in the first ever ma or e hibition dedicated to her at the , in . e e clusively sponsored the e hibition and, inspired by the rench ueen s legendary e travagance and flamboyance, we designed a piece capsule shoe collection especially for it. ur partnership with the brought to life lahnik s lifelong love and fascination with arie ntoinette, and the e hibition felt incredibly serendipitous. t stood out as one of the cultural moments of the year, with audiences embracing the oy, whimsy and historical depth that have long inspired the brand. ast year marked a significant growth in our direct to consumer network doubling the number of our directly operated stores globally. e opened two new bouti ues in iami and outh oast la a in osta esa, alifornia, strengthening our presence. e were also delighted to open our first ilan store, an important homecoming given that all anolo lahnik products are crafted in taly. e re further consolidating our expansion across Asia, where appreciation for craft, culture and storytelling aligns so naturally with our values. ur community has always been incredibly loyal, diverse and

spans different countries and generations, every customer has their own distinct personal style. s a result, we have no desire to redefine them, instead we only wish to embrace them more fully, deepening our understanding of their evolving needs. e are delighted by the new generation discovering the brand through culture and the arts, and we aim to welcome them with the same warmth and authenticity that has always defined us. e have an e citing year ahead. ollaboration has long been woven into the fabric of the brand, and while it s a little too early to share details, we will be embarking on some new collaborative adventures. hat we can share is that the Marie Antoinette Style e hibition will begin its global ourney, with apan as a key destination. apan remains an important and deeply appreciative market for us, and we are thrilled to bring this celebration of elegance and imagination to audiences there. verall, we e pect to be a year of carefully considered growth. e re looking forward to some immersive brand moments and curating bouti ue environments that invite clients into the wonderful world of anolo lahnik.

Kristina Blahnik, CEO countryandtownhouse.com⁄gbb

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Martin Kemp Design

In the last couple of years, Martin Kemp Design has expanded nto new o ces n ce and ew or

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HOW TO BE A 21ST CENTURY BRAND

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Create an industrywide framework that rethinks how projects are structured, enabling more collaborative, transparent and effective ways of working. do t e b e wor ng practices to support a more balanced, considerate and modern work-life approach for all your staff.

Champion and preserve traditional skills by collaborating with artisans around the world to protect techniques increasingly at risk from new technologies.

MARTIN KEMP DESIGN 10 Buckingham Place London SW1E 6HX +44 (0)20 7183 3885 martinkempdesign.com martin_kemp_design

‘Our work is united by a commitment to the unexpected, with each residence designed to reveal its nuances gradually’

‘F

or Martin Kemp Design, 2026 heralds a year rich with possibility and refinement. Our international footprint continues to strengthen, with the New York studio entering its second year and our newer base in Nice becoming increasingly embedded within its market. The south of France, in particular, has been a remar able area of growth, and watching the studio flourish there has been both rewarding and creatively invigorating. By blending the expertise of French architects and contractors with the distinct perspective of our British design team, each project honours regional traditions while upholding the unmistakable Martin Kemp Design standard of excellence.

Our work in the region spans from the restoration of historic villas to the creation of contemporary residences, each approached with the precision and craftsmanship for which the studio is known.

France’s diverse architectural heritage continues to provide abundant inspiration, and our pro ects reflect this breadth he location also strengthens our marine division, as the Mediterranean remains a global hub for superyachts and their owners. Developing our expertise within this world is a priority for the year ahead, and several compelling opportunities are already emerging. Back in London, 2026 brings its own momentum, including a significant commission with at the landmark One Palace Green in Kensington. very artin emp esign commission is defined by extraordinary

detail and the calibre of the artisans who bring our vision to life.

We collaborate with embroiderers, stonemasons, woodcarvers, oiners, muralists, gilders, plasterers and specialist finishers whose mastery elevates each project beyond expectation. Supporting these craftspeople is vital to maintaining the integrity of our work and safeguarding traditional skills for future generations. While we embrace technology where it enhances quality and efficiency, the human hand remains at the heart of everything we do. Craft and innovation must coexist, each informing the other with intelligence and intention.

Our guiding principle for 2026 is connectivity. The success of any project relies on collective brilliance, from the designer and client to every artisan involved. We operate within a shared ecosystem where each contributor holds equal importance. One recent commission was won as much through the artistry of the muralist as through the overall design vision, illustrating just how essential these collaborations are.

Although Martin Kemp Design does not subscribe to a singular house style, our work is united by a commitment to the unexpected. ach residence is designed to reveal its nuances gradually, offering layers of discovery that unfold as the client inhabits the space. The joy lies in these subtleties, where the home continues to surprise, delight and reward long after the first impressions have passed Jemimah Graff, CEO countryandtownhouse.com⁄gbb

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Medik8

Biotechnology is among the innovations Medik8 is embracing, with the brand harnessing new-wave ingredients to e e ate the e cacy o s ncare roducts

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Lead with science. Skincare led by science is integral to Medik8. We don’t subscribe to trends unless they are bac ed u by sc ent c e dence and s n bene ts for our consumers.

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Manufacture in the UK. Harnessing the highest quality ingredients, we manufacture virtually everything at our own ISOcert ed centre n y esbury.

ecome or cert ed. gned w th or principles, we use our capabilities as a manufacturer for good: to reduce carbon emissions, be responsible towards the environment and be an ally to the community.

MEDIK8 entenn a enue Centennial Park, Elstree Hertfordshire WD6 3SZ medik8.com o c a med

‘The business has grown naturally through professional channels – dermatologists, doctors, therapists – and that’s where we’ve developed trust and advocacy’

‘M

y brother and I are both scientists and we founded Medik8 in 2009 with a vision to simplify the route to great skin. We broke it down into the CSA philosophy: vitamin C, sunscreen and vitamin A (known as retinol). Our belief is that if you use these three things, you will have an effective skincare routine. The business has grown naturally through professional channels – dermatologists, doctors, therapists – and that’s where we’ve developed trust and advocacy.

Today, we have a science-led, multi-channel approach. Our products are sold in over 9,000 clinics worldwide – 30 percent of consumers still discover us this way – as well as through retail and direct to buyers online.

We operate in a more advanced way than a traditional cosmetic skincare company. At the Medik8 Innovation Centre in Aylesbury, research and development teams work directly with manufacturing, which turns formulations into finished products ne area of innovation we re embracing is biotechnology, where a new wave of ingredients can elevate the efficacy of s incare products ur three ma or launches in the Liquid Peptides Advanced MP serum, C-Tetra Advanced serum and Advanced Pro-Collagen+ peptide cream – all feature biotech ingredients.

The values of the brand are distilled down to “results without compromise” his means not compromising on efficacy, providing a

sensorial experience and aligning to ethical and sustainable practices. By having control over the supply chain, we deliver on all fronts. For instance, one of our sustainable initiatives is a carbon assessment for each product, which helps us integrate eco-led design into development. Last year, we introduced a refillable ar for our otal oisture cream and calculated that customers who chose the refill saved a total of tonnes of carbon dioxide. Transparency is also important: we use social media as a platform to share what happens at each step of the process with our one million followers. In the US, which is our fastest growing market, consumers are focused on the latest technologies, so our communications there are based on clinical research and performance. We’ve seen great success and hope to move into US retail in the future.

The international clinics we work with provide feedback as to how skin is changing as well as current concerns from patients, so that we can adapt our formulations before the data hits the market. What’s happening now is an intersection of home skincare, clinic support and sophisticated wellness treatments. We want to offer complementary products and be part of that holistic skincare conversation.’

Daniel Isaacs, co-founder and director of research countryandtownhouse.com⁄gbb

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Balance the beauty of the past with patterns that look to the future, paying tribute to the artistry behind them in a world driven by speed and mass production.

Champion handcraft.

Morris & Co.’s exploration of new and specialist techniques draws on time-honoured expertise and elevates it to achieve superior n shes that meet today s expectations.

3

Protect authenticity while embracing innovation.

Morris & Co. safeguards the integrity of its heritage while tracking evolving trends.

MORRIS & CO. Sanderson Design Group Voysey House Sandersons Lane London W4 4DS +44 (0)20 3457 5862 wmorrisandco.com wmorrisandco

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Morris & Co.

Morris & Co. upholds its founder’s design principles while adapting for contemporary lifestyles

‘W

illiam Morris is the godfather of design. He was one of the most influential figures of the th century a true visionary and he founded orris o in is values, alongside his extraordinary creativity, are at the very heart of everything we do pholding illiam orris legacy and design philosophy is both our responsibility and our pride but so is loo ing to the future to bring orris o into the next generation. e continually adapt all our products to meet mar et demands n the , for example, everything is on a grander scale, and outdoor living is now more prevalent o we have introduced wider width fabric that is also suitable for the outdoors esign in the is also now much more coordinated n response, we are adding more complementary elements as well as stripes which sit alongside all of our ama ing patterns to ma e the brand more accessible and adaptable to contemporary lifestyles ur recent launch, orris o he untington, he nfinished or s in collaboration with he untington library and art museum in asadena, alifornia mar s a landmar moment e are completing unfinished, original designs from the archive and bringing them to life for the very first time to tell

entirely new stories ome archive documents even feature handwritten notes from illiam orris himself, signalling the wonderful artist to artist connection at the heart of this collection here are currently orris designs in existence, but by the time we have finished, there will be about more t the same time, we are currently loo ing at opportunities to license our brand into other mar ets, particularly in emerging territories e recently completed a collection with a apanese partner, which has performed incredibly well, and we are already wor ing on the next one ven though we license, we still retain full creative control and sign off every single product longside these developments, we are focused on our sustainability ourney, prioritising made to order, bespo e products s ma ers who invest heavily in our factories, we are able to do this e are also exploring ways to recycle fabrics from our pattern boo s oving away from pattern boo s would be huge, as the industry heavily relies on them, which is a ma or cost and very unsustainable ur newly launched website is a big step forward as it offers people not ust interior designers direct sampling and opens up the world of orris o to the world Claire Vallis, design director of Sanderson Design Group

‘Upholding William Morris’ legacy and design philosophy is both our responsibility and our pride’ countryandtownhouse.com⁄gbb

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Mr & Mrs Smith

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hen Mr & Mrs Smith launched over 20 years ago, boutique luxury travel wasn’t the established notion it is now. We originated from publishing travel guides to a digital platform, where people could book the hotels directly with us. Transforming from an offline proposition into an online proposition without losing the essence of the brand was a brave, courageous and entrepreneurial idea.

In 2023, we were acquired by Hyatt. It’s wonderful to see the reputation that we have built recognised within the industry. It is testament to our parent company who allow us to have this independence yet also provides a beautiful supportive arm around our shoulders to show us how to scale without losing our identity.

I became CEO in April 2025. I’ve been at Mr & Mrs Smith pretty much since the beginning eing the first employee leading the business is a total privilege. My vision is not to forget in any way the heritage that we have built. In fact, it’s about doubling down on curation, by forensically looking at our portfolio. It’s not about breadth, it’s about the depth of the collection.

We won’t be launching as many hotels this year. That’s

very intentional as we’re not focusing on the pace, it’s about the fit his includes loo ing at our existing hotels and ma ing sure they serve the guests, who are ever evolving, with very high expectations. It’s also understanding what our hotels desire from us and doing our very best to fulfil that proposition Another important part is building our technology with foresight. We want to create a continuity, while still having the integrity, the innovation and the fun. Part of this innovation is reach. We want to open up our products on more channels through other arms of our business, such as Hyatt’s customers, but in a very thoughtful and considered way.

We’re a B Corp business which is very close to my heart, as is approaching the business philosophically. As soon as you thin you re bigger than the world, it s unwise see difficult moments as opportunities. Not in terms of making more cash. In fact, what stands the test of time is how you treat people. Humility is one of our core values. We need to keep it at the heart of our everyday interactions, especially when really big things happen around the world, we must have that consistency of humanity.’ atasha hafi,

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Among the Mr & Mrs Smith portfolio are ec e d ace n am sh re a a o a a n ome and ethos ors ca ctured r ght

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HOW TO BE A 21ST CENTURY BRAND

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Double down on curation.

We pore over every detail of every hotel in our collection – style, service, sense of place – to ensure it meets our exacting criteria.

Travel with purpose.

As a proud B Corp, we champion hotels that give back, prioritise regenerative design and help guests make mindful travel choices.

3

Know your subject. Our in-house specialists have explored the world extensively. Their genuine insights and thoughtful service make every journey feel crafted just for our members.

PHOTOS: MICHAELA WATKINSON; MAX DILLON

MR & MRS SMITH 13th Floor, One Angel Court London EC2R 7HJ +44 (0)330 100 3180 mrandmrssmith.com mrandmrssmith

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GBB 2026 —— LEADING VOICES

Trading Places Consumer Behaviour Psychologist Paul Russell predicts that the ultra-wealthy will trade privacy for influence in the decade ahead

F

‘Influence now lives in the attention economy. This willingness to be seen is what economists call “costly signalling”’

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or most of history, the truly wealthy were like Fabergé eggs – undeniably real, but so rarely seen that sightings were half legend, half luck.

Privacy was once the ultimate currency.

Old-money families would rather have been caught shoplifting at Fortnum’s than photographed at a step-and-repeat. Their influence was exerted quietly, almost invisibly – and it was precisely that invisibility that made it so potent.

But somewhere between the second Gulfstream purchase and the third divorce, a strange thing happened. A certain strain of the ultra-wealthy decided privacy was overrated.

Suddenly, it wasn’t enough to own everything – they wanted a blue tick to go with it.

And it’s not just the predictable nouveau riche, the ones who think ‘curate’ means matching yacht cushions to athleisure. Even dynasties with generational wealth, family seats in Shropshire and wine cellars older than the United States are hiring PR teams to manage their ‘personal brand’.

The logic is simple, and so is the psychology.

Influence now lives in the attention economy.

This willingness to be seen is what economists call ‘costly signalling’. If you want to shape markets, launch ventures, or quietly reposition your family name after an inconvenient scandal, anonymity isn’t an asset – it’s a handicap.

Visibility buys relevance, and relevance buys leverage. And for a certain type of wealth, leverage is worth more than the discretion their grandparents fought to protect.

So, they pop up on panels at Davos. They ‘accidentally’ wander into frame at art fairs.

They start podcasts in which they ‘have conversations’ with other wealthy people – which miraculously double as due diligence for the next investment round.

Privacy is still important, but only in the way couture lingerie is important: it’s there, it’s expensive, and it’s revealed only when strategically useful.

The irony, of course, is that the performance of transparency is still a performance. The audience gets the staged drawing room, the carefully chosen anecdote about ‘hard work’, the gala. The awkward relatives and the

boardroom manoeuvres stay exactly where they’ve always been – in the vault.

What’s striking is how quickly this shift has been normalised. A decade ago, an old-money patriarch giving a TED Talk would have been considered gauche. Today, it’s practically an obligation. If you’re not telling your story, the thinking goes, someone else will – and they’ll probably get it wrong. Better to step into the spotlight on your own terms, controlling the light, the angle and the applause.

And over the next decade, this won’t just be a quirk of the few. It will be the new currency of the status economy. The ultra-wealthy will maintain their tangible assets in trusts and private holdings, but their influence capital will be built, quite deliberately, in public view.

The most coveted power will belong to those who can choreograph intimacy at scale – offering just enough access to feel personal while never losing control. Their public profiles will be as carefully managed as their investment portfolios, and just as lucrative.

You’ll see the next generation of dynasties trading a slice of privacy for a seat at the table where markets, policy and culture are shaped.

They won’t just own the yacht – they’ll host the panel on sustainable ocean economies, and film it for their YouTube channel.

The spotlight will no longer be an embarrassment. It will be an asset class.

Paul Russell is co-founder of Luxury Academy (luxuryacademy.co.uk) n

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Elegant, considered design. Luxury furniture, made to order.

A FAMILY BUSINESS BUILT ON PASSION AND EXPERIENCE. Davidson London, 132-134 Lots Road, London, SW10 0RN | By appointment davidsonlondon.com | +44 (0) 20 7751 5537

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National Portrait Gallery

‘ hinkin about and definin what constitutes a portrait and how it re ects how we ive is a stimulating challenge and an exciting new frontier’

took up my role in April 2025, but I initially joined the gallery to lead Reframing Narratives: Women in Portraiture, a project looking at the achievements of women and their representation across the collection. This fed into the most comprehensive rehang in the National Portrait Gallery’s history and its reopening in 2023. hile we re resolutely ritish, with the udors on the top floor a firm favourite with visitors we also spea an international language through the universal stories our portraits tell. One of the NPG’s many exceptional qualities is that whoever walks in will find a portrait of someone they re curious about While the gallery’s core doesn’t change, we want to experiment with media we haven’t looked at previously and bring in more contemporary work by living artists from all over the world, enabled by our Collecting the Now fund.

We’re introducing ways of giving members more enriching, in-depth experiences, folding them in so they really feel like insiders with special access – from exhibition previews and exclusive events to our new members’ lounge in Larry’s, our dining space and bar. We’re giving our patrons exceptional opportunities, too, and in February, we launch our Portrait Contemporaries programme for patrons aged 25 to 44, with plenty of exciting perks.

Simultaneously, we’re working with co-chairs Bella Freud, Zadie Smith and Jenny Saville on our annual Portrait Gala in March, which we anticipate will raise vital funds to keep the gallery free to the public.

Our 2026 programme includes works by Lucian Freud, Catherine Opie and Tim Walker, and in the summer, we will celebrate Marilyn Monroe’s 100th birthday by exploring her life and career through portraits by some of the greatest photographers of our time.

We’ll also have our portrait competitions, which always reach new audiences.

We’re primarily a painting gallery, and our ongoing mission is to continue expanding our collection to represent our changing landscape and culture through the medium of portraiture. But I’m always interested in expanding the breadth of what a portrait is it could be a sculpture, digital image, film or even a poem t need not be about likeness. I’m intrigued by the spaces where people work, so an artist’s studio or writer’s desk is a kind of portrait.

We live in an age when people take numerous portraits daily on their phones, so thin ing about and defining what constitutes a portrait and how it reflects how we live is a stimulating intellectual challenge and an exciting new frontier.’

Dr Flavia Frigeri, curatorial and collections director

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PHOTOS: GARETH GARDNER FOR NISSEN RICHARDS STUDIO; DAVID PARRY

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One of the NPG’s great draws s that anyone who wa s n w nd a ortra t that s ar s cur os ty

HOW TO BE A 21ST CENTURY BRAND

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PHOTOS: GARETH GARDNER FOR NISSEN RICHARDS STUDIO; DAVID PARRY

Tell great stories. The NPG has been telling Britain’s story through portraits since 1856, using art to bring history to life and explore living today.

Be inclusive. Our collection s ed w th ortra ts o eo e rom a wa s o e who ha e sha ed and continue to shape, a nation.

e ebrate the new. e o er encounters w th the greatest and most exciting new art sts romot ng engagement in all media and conser ng grow ng and shar ng the wor d s argest collection of portraits.

NATIONAL PORTRAIT GALLERY St Martin’s Place ondon n g.org.u nationalportraitgallery

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Native Land ‘N

ative Land has evolved from a luxury residential developer into being at the vanguard of “hypermixed ” urban regeneration , where residential, work, culture and leisure meet within sustainable, fossil fuel-free frameworks.

In London during 2025, we consistently crossed new frontiers. Bankside Yards, with its landmark fossil fuel-free status and energy sharing network, was selected as The London Magazine’s “Most Wanted in 2025”. an side ard s first residential building, pus, will be central London’s tallest residential tower once completed and will set a new standard for city living with panoramic views and an unrivalled amenity mix. This will include digital concierge services and curated wellbeing programmes with hybrid spaces for work, and leisure, alongside podcast studios, spa facilities and padel courts. Buyers today seek trophy locations with a strong community identity and amenities. We’ve been quic to respond, at pus but also with 100 George Street W1, which at its sales launch was named by Knight Frank as the fastest selling development in Prime Central London for the year.

We also specialise in adaptive re-use, upgrading historic buildings into state-of-the-art workplaces and labs, li e in ing s ross Knowledge Quarter. This science-anchored research hub, with labs and offices, opened two years ahead of plan In Edinburgh, marking a breakthrough for us outside London, we transformed a shopping centre rooftop into New Eidyn, an award-winning garden-residence complex. The residences are selling for record prices – double historical norms for new-build apartments in Scotland.

Native Land prioritises authentic placemaking across all of our developments rchitectural excellence is met with curated amenity spaces, art installations and events, like the revitalised arches at Bankside Yards, designed to create an exciting neighbourhood destination y redefining “prime” with an emphasis on sustainability and wellness alongside design excellence, we’re offering a more mindful, futureproofed vision of living and working – meeting the needs of today’s global citizens and investors who want to move seamlessly between home, work and their wider cultural activities. Together with our commitment to net-zero, we continue to make London a thriving, happier, healthier city in which to live and work.’

‘We offer a future-proofed vision of living and working – meeting the needs of today’s global citizens and investors’

Alasdair Nicholls, co-founder and CEO 234

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Opus (this picture and top left) and 100 George Street (bottom left) set a new standard for city living

HOW TO BE A 21ST CENTURY BRAND

1

Continuously innovate for a greener future. We integrate sustainability into every project, pioneering clean energy, low-impact construction and materials, and biodiversity protection.

2

Create authentic, inspiring neighbourhoods for future generations, blending home, work and culture into a connected community enhancing quality of life and urban vitality.

3

Always deliver best-inclass product. Ostentation is giving way to a more considered quality, so we deliver meticulously crafted developments.

NATIVE LAND The Pavilion, 118 Southwark Street, London SE1 0SW +44 (0)20 7758 3650 native-land.com nativelandlifestyle

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Neal’s Yard Remedies ‘T

his is a big year: 2026 marks our 45th anniversary.

Rather than trying to break down new frontiers, we’re focusing on doing fewer, bigger, better; doubling down on strategic markets like the US. Americans have such an interest in clean beauty; they love our British heritage and ability to deliver performance skincare rooted in holistic wellbeing.

We also celebrate 40 years of being in Japan, our second biggest market with 26 shops. Japanese customers are extremely discerning and demand quality, so we’re proud they trust us and understand that our approach to beauty is ritual-based and rooted in the absolute purity of our ingredients – values that resonate deeply with them.

The UK represents 80 percent of our business and we reward our loyal customers by giving them great retail experiences ur newly reimagined flagship store in ovent Garden, our Store of the Future, offers a truly restorative sanctuary with integrated aroma stations and a skincare and wellbeing consultation area.

There’s more interest than ever in organic beauty and wellbeing, so we’re perfectly positioned to lead the next generation of conscious beauty. People come to us at every stage of their life, trusting us to help them find the right solutions lus our 45-year track record of environmental and ethical leadership means people can have peace of mind about making a conscious, informed choice.

Our long-standing network of farmers and growers has helped us navigate recent global disruption and our relationship has been transformational rather than transactional, supporting each other to build the resilience to carry on.

Our core identity is, and always has been, planet and people first his remains our compass as we grow and evolve. Our next huge opportunity is aromacology, as yet relatively untapped. Scent is a powerful tool for our emotional wellbeing and in a digital world people are seeking human connection and a sensory experience which helps people feel supported and cherished.

We’re so proud to have stayed true to who we are for 45 years, and what we’ve achieved has been through determination, perseverance and integrity to our values, from being the first ritish brand to launch certified organic beauty – back when only food could be certified – to pioneering green technology to develop clinically proven organic skincare. We are, and always will be, beauty without compromise.’

‘We have stayed true to who we are for 45 years... we are, and always will be, beauty without compromise’

Anabel Kindersley, CEO and co-owner 236

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HOW TO BE A 21ST CENTURY BRAND

Neal’s Yard is perfectly positioned to lead the next generation of conscious beauty

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Champion causes that matter. Our Stand by Bees campaign shows how brands can use their platform to drive meaningful environmental action.

Innovate but stay true to core values. We have proven you don’t have to compromise on either ethics or performance.

Build trust through transparency. Rigorous th rd arty cert cat ons such as the Soil Association provide customers with independent validation.

NEAL’S YARD REMEDIES 15 Neal’s Yard London WC2H 9DP + 44 (0)20 7379 7222 nealsyardremedies.com nealsyardremedies

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Neatsmith ‘A

s a family-run business specialising in bespoke wardrobes, offices and living rooms, the best way to communicate our ey values to clients is through the teams in our showrooms e have seven across ondon and the south east, including oyal unbridge ells, which opened in eptember, and ampstead, which was recently refurbished e really loo after clients, help them enhance their homes, and deliver excellent service from the first contact to final installation n ovember, we also launched the first eatsmith international showroom in ubai he city has a very pro business attitude and it s a growing mar et art of my research involved visiting furniture stores as a mystery shopper always learn an awful lot from the experience, both good and bad, and thin it s important in helping us to continually refine our own offering ver the last two years, we ve invested in more machinery and software for our , sq ft warehouses in atford, as well as technologically minded people to operate it his has allowed us to speed up production times and say yes to bespo e pro ects that we ve previously not been able to do oiners and interior designers often come to us as ing for specific door designs, for instance, and now, we can achieve their visions rom a creative point of view, it s very interesting, but our bread and butter is clients who wal into a showroom and order wardrobes for their main bedroom, ids rooms and a unit ew designs arriving in our showrooms next year include two wardrobe door designs: the first is a slim profile sha er style called the elvedere the other, the helton, has an elliptical porthole in the middle that can be covered with fabric or wallpaper e re also introducing the first ever eatsmith bed, which will be initially in our unbridge ells showroom he showroom is arranged as a ictorian townhouse with a boot room, piano room, study, dressing room and master bedroom which we needed a bed for, so finally we ve got the perfect space to display a product that clients have been as ing for for many years t has been a busy period for the business, but we are always on the loo out for more opportunities the , for example et s see what the future holds

‘We look after clients, help them enhance their homes, and deliver excellent service rom the first contact to fina insta ation’

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Neatsmith has seven stores across the and o ened ts rst nternat ona store, in Dubai, in November

HOW TO BE A 21ST CENTURY BRAND

1

Harness technology.

We are always looking to innovate and push design forward, whether that’s using the latest design software or improving e c ency n the actory.

2

Champion a social or environmental cause.

Sustainability is incredibly important to us and we are constantly looking for new ways to reduce our impact.

For instance, our wooden panels come from a FSC cert ed su er.

3

Offer bespoke experiences.

Our expert team tailors our services, from detailed design consultations and in-home measurements to seamless installation and attentive aftercare.

NEATSMITH 544 King’s Road London SW10 0UB +44 (0)20 8017 3909 neatsmith.co.uk neatsmith countryandtownhouse.com⁄gbb

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Neptune

Neptune sources the best materials for its collections, which are designed to last 100 years

‘O

ur mission at Neptune is simple: to make furniture that lasts for 100 years. We create heirloom designs to be treasured beyond our lifetime and passed from generation to generation. As we celebrate our 30th anniversary this year, our original founding principles still guide everything we do – from material selection, to our joinery techniques, to the promises we make to our customers. We stand against throwaway culture and transient trends and our 100-year making approach enables us to offer a lifetime guarantee on our kitchens and furniture.

This philosophy means utilising the right material for the right purpose: solid oak for natural beauty, and hardwood plywood for stability. We never use MDF or chipboard, which pose risks to the natural world and our health. We take a global approach, working with respected partners and quality materials across our collection. Our own manufacturing teams in Wiltshire and Qingdao, China – where we’ve had a factory for 20 years – share the same values and standards.

This ensures optimum quality control while respecting local skills and traditions.

From New Zealand sheepskins and ceramics from Portugal, to durable Harris Tweed upholstery and tiles from a family-run workshop in Marlborough, we know the origins and can trace the full supply chain from tree to customer, right through to final delivery in our own fleet of vans

Our 100-year mindset also places the environment at the heart of everything we do – from our aesthetic inspired by the natural world, to the materials we source and the traditional craftsmanship we honour. We do the right thing, protecting the planet for future generations while recognising there’s always more to learn, refine and improve s part of our circular approach, Neptune Renewed keeps designs in use and out of landfill ex display or photoshoot samples are restored in our Wiltshire workshop and given our lifetime guarantee. We’re also developing an exciting concept that encourages customers to refresh rather than replace their kitchens. e re not distracted by an increasingly complex global market. Although well-established in the UK and Europe with over 30 stores – many in unloved buildings we’ve restored – we still see huge opportunities in our core market. This is a year of innovation for us. Our fourth kitchen collection, Borough, will return to our modular roots with a freestanding kitchen concept designed for flexibility and fitted in a day e also launch our first outdoor kitchen in weather-resistant Accoya wood, bringing us full circle from our beginnings making garden hammocks. The new outdoor itchen will confirm our position as home, garden and itchen living experts, with all the collections produced to the exacting standards you d expect from eptune Mike Clark, CEO

‘We stand against throwaway culture and transient trends; our 100-year making approach enables us to offer a lifetime guarantee’ 240

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HOW TO BE A 21ST CENTURY BRAND

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Listen hard. Create with intention, not excess, designing only what adds genuine value to how customers live.

Balance heritage with considered innovation.

Honour quality materials and traditional techniques, embracing technology only where it enriches the making process. Champion craftsmanship with a future, made to last in an increasingly disposable world.

3

Act with integrity and be transparent. Customers choose brands that feel honest and responsible.

Trust is the new luxury, earned through consistency, care and long-term commitment.

NEPTUNE Blagrove, Swindon Wiltshire SN5 8YG +44 (0)1793 427300 neptune.com ne tunehomeo c a

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New & Lingwood ‘E

nsuring the success of a heritage brand with a history as long as ours is complex. We were founded in 1865 and so naturally, age and tradition are strong selling points, but equally, these virtues mustn’t be permitted to suffocate new ideas or hold us bac o brand will flourish by remaining exclusively anchored to its past; I liken our heritage to a tail wind that propels us forward while we innovate and adapt in order to keep up with the times.

To thrive in today’s world we make a distinction between our brand identity – our unchanging DNA – and the expression of that identity, which is more malleable and keeps us relevant.

Our design ethos and brand spirit stay constant while we refresh our products, our stores and our communication to reflect the way ritain lives today, and the way we will live tomorrow. Relevance is not about chasing trend, but about responding to long-term cultural shifts with confidence and creativity.

When I look to where I hope we will be in 2065, when the brand turns 200, or even a decade from now, I imagine a business that feels unmistakably New & Lingwood with a commitment to individuality, elegance and garments that stand apart but not frozen in time.

There will be new cuts, new materials and new ways of reaching our customers; innovations we may not be able to imagine today, but that we will discerningly embrace.

Where our founders dressed men in frock coats and bowler hats, we now dress them in overcoats and cashmere hats.

And yet, the thread of continuity and quality is present and still runs strong. Some iconic garments will continue to endure unchanged. I believe our dressing gowns and eveningwear will be as popular in ten years’ time as they are today – not as relics, but as living expressions of ritish style o fulfil that aim, we want to become part of a networ of like-minded businesses that collectively invests in upskilling the next generation of designers and makers. Technology is essential of course, but it is not what we lean into. Our job is to make exceptional products. That is our differentiator: the one thing, along with providing our customers with great, personal service, that we are known for. This will be as true in 50 years as it is today.’

‘No brand will flourish by remaining exclusively anchored to its past. Our heritage is a tail wind that propels us forward’

Freddie Briance, CEO 242

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ew ngwood s des gn ethos and brand spirit has remained constant since 1865

HOW TO BE A 21ST CENTURY BRAND

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Create distinct designs.

Balancing heritage in British cloth and artisanal techniques with modernity creates eces that t today s relaxed contemporary style.

Build micro-communities for greater experience. We don t a m or mass reach our stores are designed to give a localised experience that s worth e or ng.

Be authentic. Our storytelling centres around real places, people and products that cut through the noise of modern living.

NEW AND LINGWOOD 53 Jermyn Street London SW1Y 6LX +44 (0)800 083 5102 newandlingwood.com newandlingwood countryandtownhouse.com⁄gbb

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‘A

N.PEAL

lot was thrown at us last year, but we kept on track by wor ing twice as hard and having a really firm grasp of what customers want hey re definitely demanding better value not in terms of price, but rather the product s longevity and integrity rivolous fashion is now struggling significantly ur bread and butter is and will remain nitwear, but our summer collection will include quite a lot of linen, which is a new frontier en s linen casual ac ets, trousers and shirts have done very well, as have our women s linen, sil and nitted tops, lightweight cashmeres, a field ac et and simple ac ets ummer has always been a challenging season for cashmere brands though international customers will buy cashmere at all times, which is why we too the opportunity to bring in linen and sil for domestic customers experiencing ever hotter summers Rather than going into new territories, our absolute focus is going to be London and on rolling out a greater network of stores in the , where we already have two stores in anhattan: on adison venue and at the oc efeller entre significant percent of our m business now comes from online, so increasing our footprint will definitely boost those sales ur seven ondon stores are in prime central locations ondon is seen as a fulcrum for high end quality and fashion, so being a true ondon cashmere brand since differentiates us e have great heritage and a sensible approach to pricing as well as being more product and style focused, which gives us the opportunity to drive a bit more character, pattern and colour into the collections n eptember, we were thrilled to collaborate with tanley ucci on a collection, and in ay, he s doing a new summer collection for us fter that, we re celebrating our th birthday, building a campaign around the s when men and women li e ary rant, li abeth aylor and udrey epburn were wearing our iconic, elegant rollnec and arilyn onroe was on the front of Time maga ine in one e re also still a licence holder for the ond franchise, with the new film scheduled for release in Our founder, Nat Peal, took trunk shows to the US, attracting ollywood stars and we are proud to retain that time honoured connection with ollywood via ond and our collaboration with tanley ucci Adam Holdsworth, owner and CEO

‘London is seen as a fulcrum for high-end quality and fashion, so being a true London cashmere brand since 1936 differentiates us’ 244

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N.Peal created a collection with Stanley Tucci in September 2025, with a second co aborat on or summer aunch ng n ay

HOW TO BE A 21ST CENTURY BRAND

1

Ensure exceptional quality. We use only the nest ongo an cashmere to create e ert y cra ted garments of unparalleled softness, warmth, and durability.

2 3

Source responsibly. artner ng c ose y w th our ongo an goat herders we su ort e ery stage o creat on ma nta n ng ntegr ty rom goat to garment.

Transcend trends. The brand’s core values focus on creat ng t me ess versatile pieces, each one meticulously crafted to ensure ast ng e egance.

N.PEAL

ur ngton rcade London W1J 0QD +44 (0)1756 711684 npeal.com npealcashmere

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HOW TO BE A 21ST CENTURY BRAND

1

Embrace AI. The brands that adopt the exciting new wave of technological advancement are the brands that will win the race to nd and nurture new customers.

2

Protect historic artisanal roduct on. ur ceram c ma ers n h na use techn ues de e o ed n the an ynasty and our rug wea ers and urn ture a nters n nd a a so use traditional methods.

3

nsure customer ser ce is exceptional. We aim to sur ass e ectat ons whether through our newly re-platformed website, immersive interior design ser ce or our stores.

OKA

u ham d London SW3 6SN oka.com oka

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O —— GBB 2026

OKA OKA’s magic lies in maintaining its classic designs while staying attuned to trends and the way we live today

‘O

ur UK customers are incredibly loyal – some have been buying from us since we launched in 1999 – so looking after them has always been our priority.

Now with all that’s happening in the world, we realise we were right to focus on our domestic business.

Core to this is remaining true to OKA’s DNA. The children of the first people who discovered our brand are now becoming customers, and they remember growing up with our furniture, our design aesthetic and the quality of our products. There is nostalgia, of course, but also the appreciation that what we do is built to last.

We have always sourced from India, Vietnam, Indonesia and China, and are still using many of the same suppliers as we did at the start. The skill of artists in these countries in particular crafts cannot be bettered – rug-weaving, carving and ironwork, to name three – and that is one reason we will continue to buy from them. The second is that, in doing so, we are protecting traditional craft-making that might otherwise expire. As one example, our ceramicists in China use a technique that was developed during the Han Dynasty, more than 2,000 years ago. And the third factor is that, after all this time, our makers know and understand OKA. We

work as a team, collaborating and fusing our ideas to bring something thrilling into being.

While we have classics that we stock continuously, or bring out of retirement, we also have very robust productdevelopment: we introduce hundreds of new things annually.

We have to keep up with trends and are currently thinking about how the way we use our homes has changed, and working on designs that accommodate that. We are drawing inspiration from 19th-century metamorphic furnishings to make multifunctional pieces. The past several years have shown us the necessity of versatility, and this is likely to continue.

We can’t plan for the present, far less the future, without keeping up with technology. We have recently re-platformed our website, and are feeling our way around the now fragmented landscape of search engine optimisation.

Google is losing its grip; more and more people are using Reddit, Shopify, TikTok and ChatGPT and a whole host of other language learning models. It’s a fascinating time but thank goodness the store is far from dead. In fact, we’ve recently opened a new one, at Fenwick in Newcastle.’

Aalish or e ong, chief customer officer

‘ he chi dren o the first eo e who bou ht rom us are now becomin customers and the remember rowin u with our urniture’ countryandtownhouse.com⁄gbb

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HOW TO BE A 21ST CENTURY BRAND

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Integrate cutting-edge bio-technology to engineer smarter, more effective and more sustainable skincare ingredients.

Be authentic. Our authenticity and conviction shine through in an era of ultra-processed brands.

Focus on both science and sensory wellness.

This allows us to create products that enhance both skin function and emotional wellbeing – a modern dual-action approach to beauty.

OSKIA Teckways Monmouth NP25 5JA +44 (0)1600 710710 oskiaskincare.com oskiaskincare

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O —— GBB 2026

OSKIA

OSKIA has won 230 international beauty awards for its bio-nutritional, clean products packed with vitamins, minerals and bio-actives

‘T

he skincare market is booming: according to the business intelligence platform Statista, in the UK alone it has grown by more than £375m since 2020.

So it’s fair to say the industry is congested.

New brands launch weekly, often founded by a big-name influencer or with m of venture capital behind them e re an independent company that takes immense care in where we direct our mar eting budget a ing our voice heard in such a fren ied arena is incredibly difficult, even with more than 230 international beauty awards behind us.

Our strategy is to double down on what we stand for, to reinforce what sets us apart from fashion-led brands, and to remain true to our values e now our demographic tends to be more loyal than trend-led consumers, so there is little point in chasing that kind of audience.

Our customers buy OSKIA because of its quality and efficacy, not because of a viral i o campaign eorgie, OSKIA’s founder and my wife, spent years working with dermatologists, scientists, nutritionists and doctors to develop OSKIA. Our bio-nutritional, clean products are packed with vitamins, minerals and bio actives that benefit the complexion ustainable innovation is our bedroc e ma e everything in our factory in ales, and we ve harnessed nature identical,

bio tech ingredients to reduce our carbon footprint even further, while increasing the potency of our products.

Business growth is coming from new clients and international retail partnerships, and from partnerships with hotels across the world, including the Mandarin Orientals in ubai, ong ong and ondon, liveden ouse, hewton len, ibo astle and, recently, he ar gate otel in ardiff and he onnaught in ondon ncreasing our customer base overseas is arduous for many reasons: export licenses, tariffs, freight, trademar s but cultural differences also figure e are currently loo ing at the iddle East, using Qatar and Dubai as our launch pads. For years, the brands that succeeded there tended to focus on fast-fashion, glitzy packaging and celebrity endorsements, but the market is maturing so it’s a good time for OSKIA. At its heart, OSKIA is about authenticity backed by radical attention to research, quality and testing formula after formula until the clinical trials show we have something genuinely innovative and effective here is no fast route to successful product development: we have total conviction that our s incare wor s because we have spent years proving that it does George Gordon, CEO

‘We’ve harnessed nature-identical, bio-tech ingredients to reduce our carbon footprint even further, while increasing the potency of our products’ countryandtownhouse.com⁄gbb

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LEADING VOICES —— GBB 2026

A Founder’s Playbook Thinking of starting a brand? Entrepreneur and chair of the EIS Association, Joanna Jensen, shares some hard-won business wisdom

1 Ambition means hard work

A founder who wants to win doesn’t clock watch; they get done what needs to get done, no matter what day of the week or the hour of the day. The thrill of working and achieving should give a buzz and energy because growing and scaling a business should be fun!

your consumer, know your 2 Know consumer, know your consumer

Without deep customer insight you will never know the right platform to sell to them from, how to connect with them, where to connect with them, how to communicate with them, their values and ethics, their budget and, crucially, what they think of YOU.

‘Without deep customer insight you will never know the right platform to sell to them from’

3

Understand your Return on Investment (ROI)

Knowing the ROI of any spend – including staff – is vital: a salesperson should deliver £x in sales per month, the supply planner £x of reduced costs in six months. Meta should deliver x new customers at a x cost of acquisition. Knowing all of these metrics means you can really understand what is and what is not needed at any given time.

4

Meta is just ONE marketing platform

Too many brands are feeding the Meta beast without clarity on the consumer they are targeting or the ROI. A successful marketing campaign should be multi-platform and tailormade for your core consumers.

5 Investment cash + skills = a win

Not all money is equal, and getting investment which brings a relevant skill set to what you are building is always the best win. I secured funding from a former Private Equity executive and a stellar marketeer. It gave me outstanding insight and skills at no cost.

6

Investment brings corporate governance

Taking third party money means you need to run your business differently. Board meetings, minutes, agendas, KPIs on the most important deliverables. Measuring and managing

transparently gives your investor confidence hat you know what you’re doing and that you respect their hard-earned cash.

yourself properly 7 Pay when o are rofitable

Getting investment doesn’t mean you give yourself an expense account and a whopper pay rise. Being paid the market rate for your work will come with consistent profitability. And if you really want to show your commitment to your investors, take ‘sweat equity’ (shares) instead of a full-fat salary, which will demonstrate your belief in yourself and your brand.

If you don’t own your 8 Intellectual Property (IP), anyone can

Your brand name and identity should be protected as you grow your business. If you are looking for international expansion, buy domain names and register your IP before you start talking to potential distributors or retail outlets.

9 British can be best

With currency fluctuations, changing international tariffs and the cost to logistics, making goods in the UK can be a lot cheaper and less painful than importing. Don’t dismiss the UK as costly until you have done all your sums and risk analysis.

The Enterprise Investment 10 Schemes (EIS) can help you to secure investment

If you are looking to raise investment capital, you must check out these Government-backed schemes which offer tax-advantageous ways to attract investment as you grow and scale. Visit EISA.org.uk for more information.

Joanna Jensen is the author of Making Business Child’s Play: How to Build a Winning Brand, £14.99, Kogan Page n

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Penhaligon’s

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Peter Harrington

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The Pig Hotels

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PoB Hotels

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Pragnell

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Rachel Vosper

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Rathbones Group PLC

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Really Wild

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HOW TO BE A 21ST CENTURY BRAND

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Honour your heritage while bringing the energy, boldness and relevance of a brand that belongs in the now, through sustainability, modern collaborations and reimagined archives.

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Be global, move fast and embrace change, but with meaning. Charm, curiosity and craftsmanship remain our strongest currencies by contextualising our consumer’s needs, starting with local preferences and culture.

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Create moments, not just products. Success today s de ned by how dee y we connect.

PENHALIGON’S 125 Regent Street London W1B 4HT penhaligons.com penhaligons

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enha i on’s Penhaligon’s has just celebrated 155 years of British perfumery

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ast year marked a significant milestone for Penhaligon’s, as we celebrated our 155th anniversary. To commemorate the occasion, we delved into our archives and embarked on a global tour with our anniversary exhibition, Eau So British. The journey began at the historic He Dong mansion in Shanghai before travelling around the world, from London, to Sydney, to Abu Dhabi. It has been a privilege to present Penhaligon’s spirit, heritage and craftsmanship to audiences around the globe.

Throughout this evolution, we remain guided by the vision of our founder, William Penhaligon, a man remarkably ahead of his time. When he arrived in London in the 1870s, he swiftly became perfumer to the Royal Household. His debut fragrance, Hammam Bouquet, was revolutionary; it was clean, aromatic and utterly distinct from the floral conventions of the era. He was a provocateur in the truest sense – bold, curious and uncompromising. That pioneering ethos remains the foundation of everything we do.

Our growth is shaped by attentiveness – to our customers, to market shifts, and to the broader cultural landscape.

Innovation manifests not only in scent creation and storytelling but also in our sustainability commitments,

including our expanding refill programme hile technology informs aspects of our business, we believe creativity must remain human-led. The imaginitive spirit behind Penhaligon’s is irreplaceable.

Our latest artistic collaboration further embodies this philosophy. Working with acclaimed British artist Maggi Hambling, whose seascapes resonate deeply with our Cornish origins, we invited her to reinterpret our Endymion fragrance. She transformed 155 bare blue bottles into handpainted, engraved artworks, each finished with a hand-tied ribbon. The result is both an homage to British creativity and a testament to the emotional power of craftsmanship.

Penhaligon’s is now present in a vast number of markets, and we approach each with sensitivity to local culture while maintaining the brand’s unmistakable British identity. We collaborate closely with all markets to anticipate emerging behaviours and shape the business accordingly.

Penhaligon’s continues to be a global endeavour – and a profoundly rewarding one.’

Julia Koeppen, global general manager

‘Maggi Hambling transformed 155 bare blue bottles of our Endymion fragrance into handpainted, engraved artworks each finished with a hand tied ribbon’ countryandtownhouse.com⁄gbb

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Peter Harrington

Peter Harrington makes rare book collecting feel informed, enjoyable and accessible at its two London shops and new townhouse gallery on New York’s Upper East Side

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It’s about people. We champion browsing, open shelves and conversation, making rare book collecting feel informed, enjoyable and accessible.

Find the right balance.

We unite the physical and d g ta w th con dence beautiful shops in London and New York, a global fair circuit from Abu Dhabi to oronto and a rst c ass website offering worldwide delivery for every book.

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e access b e. h s de nes modern collecting. Online, in store, at international fairs or through our catalogues, we give customers unrivalled reach into the rare book world.

PETER HARRINGTON 43 Dover Street London W1S 4FF +44 (0)20 7591 0220 peterharrington.co.uk peterharringtonrarebooks

‘The small rare books stall my parents started in Chelsea nti ues arket in has rown into a firm known or the finest first editions manuscri ts and andmark works’

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eter Harrington is proudly British – with two London shops – but we’ve always been international in outlook. The small rare books stall that my parents started in Chelsea Antiques arket in has grown into a firm known for the finest first editions, inscribed books, manuscripts, and landmark works across literature, science, politics and children s books, which we sell to collectors and institutions all over the world, from elbourne to aastricht. he is our master market, consistently accounting for between to percent of sales, and ve been thinking about a shop in ew ork for years turned in , which motivated me to get on with it. fter si months of searching, we found a beautiful townhouse on th treet by entral ark and he rmory, with gracious, high ceilinged rooms that allow us to present around a thousand e ceptional books. e wanted to bring a touch of ngland across the tlantic and have furnished the gallery with pieces designed by the same nglish furniture makers who have created every bookcase since our early days on Fulham oad. herever you step into a eter arrington gallery, there s a sense of home and to reinforce this, en ouston, our sales director who opened our over treet shop, now runs our anhattan gallery.

What really underpins us are our people. Our specialists and booksellers share a deep commitment to rare books, thus earning the trust of private collectors and institutions alike to thoughtfully build collections of value, place books with future stewards, or mark passions and milestones with meaningful gifts. e also work with academics, artists, personalities, lu ury brands and national institutions to bring rare books and manuscripts to life.

We have worked with Dior and Fendi on collections inspired by the Beat eneration and the loomsbury set, celebrated ames ond with events at aul mith and he orchester, and curated a rare book showcase within etfli s Frankenstein e hibition at elfridges. ore recently, we contributed to he ational ortrait allery s Writers Revealed e hibition, pairing portraits of literary giants with their manuscripts and letters. ur new , s ft facility and reference library which opens in will allow our brilliant cataloguers to deepen their scholarship and e pertise. t s what forms the bedrock of our success, and from which we will continue to e pand our global reach.

Pom Harrington, owner countryandtownhouse.com⁄gbb

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The Pig Hotels

The Pig’s nine countryside hotels are like welcoming unpretentious homes, blending heritage, humour and humility

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Nail your unique selling point. The Pig Hotels pioneered the plot-toate ethos that rede ned sustainable eating by growing, harvesting and serving produce directly from the grounds.

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Walk the talk. As sustainability trailblazers, The Pig Hotels proves that environmental integrity can live at the heart of worldclass hospitality.

Make it personal, your way. Every stay at The Pig is shaped around each guest, guided by the gardens and landscape, from homegrown food to rooms with character.

THE PIG HOTELS +44 (0)345 225 9494 thepighotel.com the_pig_hotels

‘Developing pubs alongside our hotels feels like a winning format. People are looking for connection, calmness and community: a way to step off the wheel’

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or us at The Pig Hotels, it’s about evolution rather than revolution, doubling down on what we do best: provenance-led food, soulful spaces and an incredibly warm welcome. We’re focused on keeping our independent spirit alive, being unswerving in our choices of place, people and produce, and creating daily moments for guests to reboot, with an experience that feels distinctly The Pig. As incoming CEO, my perspective is that we have one of the really great British brands, with nine countryside hotels, a pub, and that essential blend of heritage, humour and humility. So we’re very considered about where we go next. It’s not that we couldn’t go overseas, but it’s not a priority when there is so much character in the UK. Our next location – outside Stratford-upon-Avon – is brimming with producers and personality, and we’re excited about what it can become.

We’re creating even more of an open house feel, with guests free to wander and linger. We’re easing dining restrictions with all-day options, tea-time offerings and long, lazy weekend lunches. We think of the hotels as welcoming, unpretentious homes, delivering a personalised experience without the usual price tag – an important element of value disruption for us. Developing pubs alongside our hotels also feels like a winning format, allowing locals and travellers to gather over honest food,

brilliant drin s and roaring fires eople are loo ing for this connection, calmness and community: a way to step off the wheel.

This past year we ran a wonderful calendar of grounded, timeless events to build relationships with guests. Wreath-making, pickling and beekeeping were popular, alongside talks from authors and celebrities.

We host joyful summer garden parties that are beautifully British, and our Smoked and Unplugged music evenings continue to attract attention.

On technology, our relaunched website is delivering strong results.

We’re exploring AI and intelligent data to personalise at scale in a natural, non-intrusive way, and to improve storytelling by surfacing content about our gardens, people and provenance. AI will increasingly be about trusted content rather than search optimisation, and we’re ready for that shift.

Our mantra of sourcing food from within 25 miles is often imitated but rarely matched. We set much store by having our kitchen gardens lead the menu, delivering that vibrant seasonal character. We also maintain long-standing relationships with local growers and makers, giving us resilience and a community-focused, ethical approach. In many respects the brand has been built on sustainability.’

Kevin Styles, CEO countryandtownhouse.com⁄gbb

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PoB Hotels

Every property in the PoB Hotels portfolio is an expression of place

o otels is a collection of the finest independent hotels across the , each deeply rooted in its locale and committed to the evolving craft of exceptional ritish hospitality hat distinguishes us is that every property is an expression of place, shaped by its landscape, community and heritage, and led by owners who care passionately about character and the guest experience ach year, we publish a white paper exploring what today s luxury traveller values most ecent editions have shown a movement from indulgence to self care, along with a clear expectation of environmental responsibility ustainability has shifted from a virtue to a vital rhythm of modern hospitality the quiet bac bone of every thoughtful stay he next great shift is a desire for meaning uests still appreciate comfort, but increasingly they want to be part of something: to understand a craft, learn a s ill or feel the restorative power of nature hey want stories they can carry home ellness reflects this, too, moving beyond the spa to embrace clarity, connection and time spent outdoors or us, new frontiers are defined not by geography, but by mindset t is the willingness to question old assumptions and reimagine what luxury can be in a world that is more conscious, more curious and more discerning than ever t is

about placing nature, craftsmanship and genuine connection at the centre of experience t is also about anticipating how technology will shape expectation, and ensuring innovation enhances, rather than replaces, the human touch ne of the most rewarding parts of our wor is bringing new ideas to our hotels hen we share insights, the hotels do not simply adopt them they reinterpret them, turning ideas into experiences that feel personal and deeply rooted in place ecause so many of our properties are privately owned, they can innovate quic ly, and it is inspiring to see them investing in restoration, expanding creatively and pushing boundaries with confidence echnology, particularly , is another frontier shaping the future of travel sed well, can help anticipate preferences, smooth the planning process and ma e a stay feel effortless ut the soul of hospitality is, and will always remain, human t lives in the warmth of a welcome, the intuition of a great host and the craftsmanship behind every small detail e are embracing innovation where it enhances comfort and connection, while ensuring the true magic stays firmly in the hands of our people Kalindi Juneja, CEO

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HOW TO BE A 21ST CENTURY BRAND

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Champion circular economies. We set the benchmark for provenance-led luxury in the UK, partnering with regional artisans, growers and producers to offer stays with oca a our and mean ng u community impact.

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Innovate with purpose and humanity. We embrace technology to enhance comfort, intuition and effortless personalisation, but we ensure innovation never replaces the warmth, skill and generosity of true, human hospitality.

3

e ect modern a ues.

We champion slower, more meaningful luxury travel, deep connection with nature, and experiences shaped by craft and wellbeing.

PHOTOS: PETE HELME PHOTOGRAPHY

PoB HOTELS +44 (0)1666 824666 pobhotels.com pobhotelsuk

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Pragnell ‘A

s well as gemstones, there are rare jewels of authentic artisan crafts in the world that keep our culture rich – from beekeeping to the thatching of roofs. That’s why we take our partnerships so seriously, which include those with the Royal Shakespeare Company, Stratford Literacy Festival, The King’s Trust and The King’s Foundation.

There’s a feeling about a piece of handcrafted jewellery that’s different to something machine made. Ours is a very collaborative creative process involving the jeweller, goldsmith, gemologist and designer. We have some extremely talented specialists in different fields across the business whose advice I greatly respect.

Traceability is important, and we communicate the journey of our stones. We’re a member of the Responsible Jewellery Council. For each piece of jewellery, we disclose the origin. We work with a selection of artisanal mines in Zambia, Tanzania and Namibia and provide our clients with clear provenance of their responsibly sourced stones, which help to support local mining communities.

Where jewellery is actually made has also become much more important, particularly since the introduction of US tariffs. We’re delighted to disclose where we make each item, with the vast majority handcrafted in our British workshops.

A new frontier for us is the growing interest in coloured gemstones he appreciation of the rarity of the finest examples is reaching a far wider audience. That’s a trend that will continue to evolve.

The other shift has been in style. After 20 years of white platinum, we’ve seen an ongoing transition to yellow gold ewellery over the last five years t started with stac ing fine bracelets and necklaces, and now the gold is getting more substantial as people seek chunkier gold jewellery.

Our business is founded on relationships between our customers, creativity and craftsmanship. Those fundamentals will only get more highly valued in a world in which increasingly fulfils what were previously human roles. Human interaction and craftmanship will become much more precious in every sense of the word.

Jewellery in its purest form is an embodiment of emotions and memories. These can be memories of people or occasions and we understand that each person’s memories are unique.

So if a necklace, ring or bracelet is unique, created by a human hand with human emotion, the better it does its job.’

‘Jewellery in its purest sense is an embodiment of emotions and memories’

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Each Pragnell piece is the result of a collaborative creative process involving the jeweller, goldsmith, gemologist and designer

HOW TO BE A 21ST CENTURY BRAND

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Authenticity and listening to clients’ needs. We handcraft jewellery suited to every individual’s story, style, and personality.

Promote the welfare of others. Our positive change n t at es bene t our local and global communities and we support a wide range of local and national partners who share our family’s values.

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Be transparent. The vast majority of our jewellery is handcrafted in our British workshops and it’s important to state the origin of every piece we make.

PRAGNELL 14-16 Mount Street London W1K 2RF +44 (0)1789 267072 pragnell.co.uk pragnelljewellery countryandtownhouse.com⁄gbb

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Rachel Vosper welcomes customers to her Belgravia studio, which also ser es as a agsh or the brand

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Rachel Vosper

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HOW TO BE A 21ST CENTURY BRAND

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Be sustainable. This is essential and all our roducts re ect care for materials, people and place.

Create a really personal service. We provide a memorable sensory experience that cuts through the noise in a fast-paced digital world.

Balance heritage with innovation. By carefully fusing both, we keep our brand timeless yet current and evolving.

RACHEL VOSPER 69 Kinnerton Street London SW1X 8ED +44 (0)20 7235 9666 rachelvosper.com rachelvosperbelgravia

‘ he art o orio ra h dates back to the ictorian era when emotions tended to be buttoned u or c andestine so eo e revea ed them b sendin owers or scented bou uets’

PHOTOS: ALUN CALLENDER

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ur candles, diffusers and room sprays are renowned for their scents and “floriography” he art of floriography dates bac to the ictorian era, when emotions tended to be buttoned up, or clandestine, so people revealed them by sending flowers or scented bouquets ur candles come in seven exquisite scents, each conveying a floriographic message, from “you ve got this” to “than you” or “ love you” e also offer access to our private fragrance library of over bespo e scents to create a tailored olfactory experience for homes, events, hotels, yachts, planes or private member clubs, infusing each space with a fragrance legacy that ma es them forever memorable for their unique scents ince , have offered a candle refill service t is something am hugely passionate about lients can bring bac our receptacles and we also encourage them to source their own vessels, which draws them into the creative process and strengthens their connection to the brand his approach also reduces waste and supports more thoughtful purchasing habits t s an imaginative way of showing clients how sustainability can sit comfortably within a luxury experience rather than feel li e a compromise lients en oy visiting us for their refills and often stay to hang out in our pretty bac yard any have become good friends

m always on the hunt for vessels that carry history not ust for their aesthetic, but for the story they tell ur latest idea has been repurposing glass, from vintage champagne bottles and wine magnums to big scent bottles e encourage clients to hold on to a bottle from a special celebration or event so we can transform it into a candle ach piece can be engraved with a personalised message and filled time and time again with beautiful smelling wax, allowing the memory of that special occasion to be celebrated over and over hile elgravia remains the heart of the business and acts as both studio and flagship, in m hoping to expand our bespo e experiences internationally through pop ups and residencies n terms of new frontiers, we re wor ing on having studios in ew or and and in the idde ast, where there s a thirst for ritish heritage and the mar et feels fresh and exciting isiting achel osper is still very much a discovery through word of mouth or small, intimate events and real time connections aintaining a studio led approach rather than mass production allows me to retain the integrity and attention to detail in every piece, championing craftsmanship, provenance and quality Rachel Vosper, founder and creative director countryandtownhouse.com⁄gbb

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Rathbones Group Plc ‘I

n 2025, our new CEO Jonathan Sorrell joined Rathbones Group following our combination with Investec’s UK wealth business. This was an exciting frontier and we are now one of the UK’s leading discretionary wealth managers, delivering tailored portfolios ith over offices around the country, we can provide our services to even more clients.

We help people to invest well so they can live well, providing personalised investment solutions and financial planning advice to a wide range of individuals, families, professionals, charities, business owners and entrepreneurs.

Clients tell us they need and appreciate having a trustworthy partner to guide them towards long term financial success, as the financial landscape has become more challenging and investment decisions more complex. They are anxious about having enough money to retire with, fulfil their life dreams and be able to provide for their children. So we want to ensure people reach retirement with enough money to complement any reduced income.

As we look ahead, becoming the go-to wealth manager for planning and investing ahead of – and throughout – retirement is our big new frontier.

Retirement planning is always wise and we are here to help more clients reduce the uncertainty of their money lasting through the ups and downs of mar ets, unpredictable inflation and longer lifespans. This is where wealth management advice can really come into its own, helping with decisions that most people find too complex or time-consuming.

In this era of technology, the power of human interaction and of one human supporting another cannot be underestimated.

The jury is out on whether AI is a reliable source of investment advice, but we believe the value of long-term relationships and advice from trusted and qualified human professionals meets deep needs and is here to stay. People appreciate us providing reassurance on their long term financial success alongside a professional edge of technical knowledge.

Our next geographical frontier is to serve even more clients in the UK and to follow them where they go next. We have announced our intention to open an office in ublin and we are also keen to support the growing number of US taxpayers coming to the UK, through our SEC registration. Our company is passionate about high standards and doing things well. This is why our purpose is to help more people invest their money well so they can live well.’

PHOTOS: GETTY

‘The power of human interaction and of one human supporting another cannot be underestimated’

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Rathbones Group Plc helps people invest their money well so they can live and retire well

HOW TO BE A 21ST CENTURY BRAND

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Be technology driven but client focused. From our new website to AIsupported processes, we focus on using tech reliably and with care for our clients.

Build long-term relationships through a personalised, proactive approach. Shaped by our clients’ needs, we deliver real value, not just quick wins.

PHOTOS: GETTY

Build responsibility into everything you do. We’re committed to doing the right thing for our clients, our people and the planet, from diversity and inclusion to sustainable investing.

RATHBONES GROUP PLC 30 Gresham Street London EC2V 7QN +44 (0)20 7597 9023 rathbones.com rathbonesplc

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Find a story that resonates.

Really Wild draws on British heritage, craftsmanship, and nature to shape its designs and our compelling narrative is consistently lived, expressed, and shared.

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Collaborate to elevate.

Working with British mills, skilled makers, and philanthropic organisations broadens our knowledge and impact.

Honour provenance through transparency.

At Really Wild, provenance de nes us honour ng the artisans behind each piece.

REALLY WILD 53 Sloane Square London SW1W 8AX +44 (0)20 7119 1620 reallywildclothing.com reallywildclothing

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Really Wild The AW25 collection – Nadja waro s s rst as creat e director – brings a more feminine touch to Really Wild

‘A

cquiring the majority stake in Really Wild Clothing last year was the start of an exciting journey. Really Wild will always be rooted in nature but we also want to evolve the brand and clothing to be more cutting-edge and relevant while also staying true to tradition. he outfits made for nature pursuits are rather masculine, so we designed our collection, which was my first as creative director, to have more of a feminine touch, highlighting the shoulders and the waist. We have used softer materials like mixed wool tweeds that combine lambswool and angora, and more sil s and cashmeres he brand has always been about female empowerment being liberated and true to one’s heart.

We will continue to use fabrics made in Scotland using centuries-old methods. We want our customers to know the origins of our materials, how a product is made and who is involved in ma ing it nowledge is power and we celebrate those who dedicate their craftsmanship to creating what our customers wear. The more customers are aware of the creation process, the more appreciative they are of the final product We are trying to change paradigms with eally ild ashion doesn t always have to be about trend, it can also be about

timeless style and quality. Once something looks good on you, it always loo s good on you e want our clothing to feel protective as well as comfortable, so we offer a tailoring service in our boutique to ensure every outfit provides the perfect fit e are equally passionate about sustainability and are delighted to be participating in the ritish ashion ouncil s Low Carbon Transition Programme. longside our loyal ritish customers, we are embracing an international customer base ur high quality, timeless pieces resonate with the orth merican mar et, which has a deep appreciation of cotland, the ighlands, and the passion of those that run family owned mills set in nature he appreciation of this ritish cultural heritage is equally strong in urope and sia, particularly in apan, orea and hina li e to call eally ild a re start up he company is years old, but, with the evolution and expansion that has ta en place in recent times, it feels li e a start up here have been many strategic decisions, but also morally and ethically rooted ones here is a person behind every creation and, as owners, our decisions are very heartfelt for all involved Nadja Swarovski, CEO and owner

‘The more customers are aware of the creation process, the more appreciative the are o the fina roduct’ countryandtownhouse.com⁄gbb

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Rigby & Rigby

Rigby & Rigby integrated design studio specialises in high-end residential projects in Europe and across the globe

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Stay curious. Embrace new markets and cultures, and learn fast. Build trust, deliver with care and let the work speak for itself.

Embrace technology. Use it to streamline but keep human judgement front and centre.

Show respect. Honour craft and environment, tell stories with depth, and design with longevity, not noise.

RIGBY & RIGBY 29 Milner Street London SW3 2QD +44 (0)20 3418 0446 rigbyandrigby.com rigbyandrigby

‘Taking time to understand each client and site, we build a narrative rooted in a context of heritage, landscape or personal history’

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e specialise in high-end residential projects, private family estates and offices, and luxury hospitality, along with select commissions including superyachts and private ets ll these highly personal environments require expertise, discretion and meticulous technical planning ur structure means we can respond to these needs, assigning an expert team of specialists to push creative boundaries and deliver with precision ur integrated ecosystem of six departments development, architecture, interior design, construction, aftercare and creative enables us to eep pro ects under one roof lients get seamless service from first idea through to occupation and beyond larity, faster decision ma ing and quality control are all invaluable for complex, high value pro ects for clients see ing personalisation, speed and results e innovate constantly and treat technology as a friend uilding nformation odelling and digital coordination are embedded across the studio, and we use selectively for modelling, visual studies and material research e wor closely with ritish and uropean craftspeople, embedding sustainable thin ing into specification and construction a ing time to understand each client and site, we build a narrative rooted in a context of heritage, landscape or personal history his gives

each pro ect meaning and guides decisions across architecture, interiors and craft or example, villas at hao ai state, inspired by traditional hai stilt houses, allow wildlife from the ad acent national par to move freely below lients feel an emotional connection because our wor reflects how they live their lives e ve bro en new ground by adapting to local context while maintaining ritish standards his balance of openness and rigour underpins our approach internationally, with further pro ects completed in apan, ubai, orway, inland and the oo ing ahead, orth merica offers strong potential s our first pro ect there completes, interest is growing around our design process, storytelling and delivery standards he responds well to ritish sensibility and uropean wor manship, particularly for private family estates and one of a ind commissions eopolitics and supply pressures reinforce the importance of early planning and trusted networ s ur end to end ecosystem supports this by reducing ris , ensuring clarity and eeping pro ects on trac regardless of geography e help shape ritish luxury through integrity, depth, hidden details and by celebrating craftsmanship, resulting in calm environments built to last James Ashfield, studio director of interior design countryandtownhouse.com⁄gbb

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886 by The Royal Mint ‘W

‘Our gold recycling methods are pretty radical, and led to sustainability pioneers such as Stella McCartney collaborating with us’ 272

hen 886 launched as a sustainable jewellery brand in 2022 it was a new business stream for the oldest company in the UK. We are the only jewellery brand in the world that uses gold reclaimed from electronic waste and silver from discarded ray films across all its designs t s a small company at the front of a big operation e built a world first plant at The Royal Mint in Wales for recycling electronic consumer waste, recovering gold with 1/10,000 the carbon footprint of newly mined gold. Every element of the circuit board, from precious to base metals, minerals and plastics get recycled to be used, but the gold comes to 886. Other companies do extract gold from e-waste but it tends to involve burning and smelting: our unique chemistry wor s at an ambient temperature so it s not damaging to the environment hat s pretty radical, and led to sustainability pioneers such as Stella McCartney collaborating with us. Also on-site, our coin manufacturing machinery can “strike” or squeeze metal into shape, giving it a special weight and energy. e ve already gained a reputation as a trusted supplier for ct gold and silver jewellery through the classic, core collection. Those pieces are seen as an investment purchase – modern heirlooms that hold value. Now we are laser focused on growing our direct to customer business and reaching profitability pening a concession in Fortnum & Mason in 2026, and Teardrop, the new bridal proposition, are both part of that. The latter is a metalfirst lab grown diamond ewellery collection that celebrates our values of sustainability and craftsmanship. We want to grow the fine ewellery and semi bespo e area of the business ntil now, our bespoke offering has been one-on-one with a jeweller at the Burlington Arcade boutique – and in addition to that, we will be able to customise pieces, perhaps varying the scale and proportion of certain elements, for clients. itnessing the wor shop expand is something m really proud of. At the beginning, we employed two jewellers; now there is a team of around 20, all trained from scratch, creating pieces in our beautiful workshop. The makers range from Royal Mint staff in their s who have retrained, to young talent fresh out of school t s a joy to see people who might never have considered learning the craft of ewellery ma ing now pursuing it as a career Dominic Jones, creative director

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New plans for 2026 include a lab-grown diamond jewellery collection called Teardrop and a concession at Fortnum & Mason

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Invest in talent. Our diverse team ranges from retrained coin makers from The Royal Mint bringing years of skills to young school leavers keen to learn the craft.

Stand behind quality. Our unique striking process produces modern heirlooms with a higher density than cast jewellery, bringing pleasing weight and exceptional durability.

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Be kinder to the planet.

The Royal Mint’s metals replace mined or carbonintensive recycled gold and provide a sustainable, traceable gold supply.

886 BY THE ROYAL MINT House 26, Burlington Arcade London W1J 0PR +44 (0)20 7408 0714 886.royalmint.com 886royalmint

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GBB 2026

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Sanderson

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Scott Dunn

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The Shard

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Sims Hilditch

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The Sloane Club

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Smallbone

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Sofas & Stuff

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Swaine London

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Taylor Howes

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Thomas Lyte

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Thom Sweeney

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Town Hall by Bottaccio

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True Entertainment

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Turnbull & Asser

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The Turquoise Holiday Company

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Sanderson e n ng ts dent ty or today s consumer anderson co aborates w th ash on brands wh e the ghgro e by anderson co ect on be ow and r ght ce ebrates the gardens

‘O

ur “new frontier” is really an old one: over the past five or six years we have doubled our business in the US. This is where momentum lies, and I expect further significant growth Sanderson was founded in 1860 and has had a US subsidiary for 35 years. There is an appetite for the English decorating look, even if it’s interpreted less eclectically, and our British design creativity and manufacture speak to that.

We are proud of our strong manufacturing heritage – printing in Lancaster for over 100 years – and of developing every design through our archive with hand-drawing and hand-painting. n the , florals and chint for which anderson is best known – are returning. Sensitive to the US aesthetic, we are testing how designs would appear in California, Florida or Texas light, sometimes adjusting the background colours or scale of the repeat. And with the UK currently enjoying the lowest tariffs, we have a competitive advantage, although it’s a fast-changing situation.

Until now, Sanderson has been purely B2B, working with interior designers; but in November 2025 we launched a transactional website, following our sister brands Harlequin and Morris & Co. I’m glad we took our time. The industry is not well represented in a direct-to-consumer environment, and we’ve faced supply-chain and employee cost pressures.

We’ve effectively leapfrogged a generation of technology to do it better.

I believe it would be irresponsible, as custodians of a heritage creative brand, not to be employing new technology.

If we stand still, the world passes us by. Blending conventional and digital printing produces unique results, and the high-end designers are always see ing something special ew finishes showcase our expertise and speed. People don’t want robotic design, but they do want faster processes and smarter service informed by AI-accelerated data. e ve refined the brand identity for today s consumer, updating an original s deco influenced logo and we were re-appointed with the Royal Warrant to His Majesty the King, having decorated the households for over 100 years.

We are pleased to support The King’s Foundation with a percentage from the Highgrove by Sanderson collaboration that celebrates the gardens.

Home furnishing trends have often followed fashion. For instance, maximalism was put on the runway by Alessandro Michele about ten years ago, spurring appetite for colour, pattern and sumptuous fabrics. Conversely, fashion designers are now visiting our archives and reinterpreting vintage for the runway. Moschino featured our designs in 2025; and Junya Watanabe in his SS26 men’s show – a really interesting full-circle development.’

Lisa Montague, CEO

‘I believe it would be irresponsible, as custodians of a heritage creative brand, not to be employing new technology. If we stand still, the world passes us by’ 276

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HOW TO BE A 21ST CENTURY BRAND

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Play with your heritage.

Sanderson collaborated with the Italian fashion house Moschino, blending the renowned ora s w th contemporary design in a tongue-in-cheek way.

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Be a champion for creators. Sanderson champions British creative talent, supporting artists in the QEST Sanderson Rising Star Award and platforming upcoming designers through the New Designers showcase.

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Embrace past, present and future. Sanderson honours traditional techniques, while employing innovative new technologies in manufacturing, with particular pride in its UK-based factories.

SANDERSON DESIGN GROUP Sandersons Lane London W4 4DS +44 (0)20 3457 5862 sanderson.design sanderson1860

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Scott Dunn can arrange a highly personalised holiday to more than 100 destinations

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Scott Dunn

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HOW TO BE A 21ST CENTURY BRAND...

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Understand the power of human connection. Our expert travel specialists bring irreplaceable knowledge, experience and care to creating deeply personalised experiences that AI can’t replicate.

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Pursue out-of-theordinary innovation.

By building a portfolio that goes beyond expectations and embraces bold creativity, we craft journeys that stay with guests long after they return.

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Lead with a naturepositive attitude. From protecting fragile ecosystems to uplifting local communities, we strive to champion responsible, future-focused tourism.

SCOTT DUNN 1 Butterwick London W6 8DL +44 (0)20 3130 6908 scottdunn.com scottdunn_travel

‘We see our mission as creating travel experiences that both inspire our guests and contribute meaningfully to environmental preservation’

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cott Dunn is celebrating its 40th birthday this year. Our founder Andrew Dunn started with luxury ski chalet holidays in 1986.

Since then, we’ve evolved into one of the world’s leading tour operators, offering holidays to over 100 destinations.

Our strong belief is that we need to evolve – and that includes protecting the planet. We see our mission as creating travel experiences that both inspire our guests and contribute meaningfully to environmental preservation. In 12 months, we’ve established a 16-person strong sustainability committee that works on authentically integrating responsible travel practices into every aspect of our business. We’ve ust confirmed a global partnership with onservation ollective, which directly funds grassroots nature restoration pro ects ur first pro ect is tackling invasive water hyacinths in Sri Lanka.

Alongside our sustainability work, we’ve relaunched the private nanny service in our ski resorts, grown our Explorers Kids Club portfolio and launched a new AI-powered search tool. That has been a real game changer. We embrace AI in everything we do. It’s part and parcel of the way we think when we’re looking at how to improve the business. We’ve expanded into the US – with teams in San Diego and New York – and opened in Singapore and Hong Kong. We always look at wealth migration and go where the guests are. Thanks to this global presence, we can offer

24/7 round-the-clock service in-house, which is unusual in these days of outsourcing. We’ve kept the guest experience completely within our control. It’s something we’re incredibly passionate about.

The Scott Dunn guest is looking for all the details to be handled so they can fully immerse themselves in the travel experience. They like to get away from the crowds through unique experiences like tracking tigers through the lesser known national parks in Central India, stepping into the boots of a gaucho at an authentic rgentinian stancia, or ice floating on an arctic lake beneath the Northern Lights. There’s also the rise of “coolcations”: in summer, it can now be too hot to visit traditional summer sun places in Europe. Instead, people are going to mid- or northern Europe, to take stunning mountain hikes, and stay in some of the world’s most beautiful lodges.

Multigenerational holidays are also a huge opportunity for us. We are essentially looking after potentially seven different holidays at the same time, so everyone gets their own experiences but come together to connect. That extra level of personalisation is highly complex. We want to create a truly meaningful holiday for all the family to embrace, ensuring everyone gets a beautiful experience they will cherish forever.’

Alison Zacher, global managing director countryandtownhouse.com⁄gbb

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The Shard ‘T

he hard s identity reflects ondon s dynamic spirit rom its position as the s tallest building, it has become a cultural and visual landmar , intricately woven into the fabric of the city he hard represents a new approach to expanding the urban landscape, where offices, residences and public spaces ali e are all ta en s yward significant new chapter unfolded in with the launch of our timepiece display ince the cloc s sprang forward in arch, he hard has spar led with light each evening, from sunset until , mar ing every hour with a distinct illumination across its top storeys e are now western urope s tallest time eeper, embracing a role that is both functional and symbolic he hard doesn t ust stand above the city it actively interacts with it e also mar ed the highly anticipated launch of hard lace esigned by the internationally acclaimed en o iano uilding or shop the same visionary team behind he hard this innovative storey glass building introduces a stri ing new element to the ondon s yline t significantly expands hard uarter s vibrant community to offer exceptional residential living, including ondon s highest outdoor swimming pool e re always loo ing for opportunities to connect with the public in timely and unforgettable ways n uly, we collaborated with tudios ahead of the uperman film release ondoners loo ed upwards to witness the an of teel suspended within our spire, m above the capital his installation became the s highest ever public sculpture e also lit up the s yline in support of the ngland women s football team reaching the omen s final, with the spire shining with a design inspired by the t eorge s flag nderstanding the evolving needs of our customer base is fundamental or our office tenants, the demand goes far beyond square footage hey re loo ing for dynamic, productive and flexible spaces to accommodate hybrid wor ing uests at our hotel, hangri a, want experiential luxury, while those dining with us expect a sophisticated culinary ourney e want to continue to use he hard s unparallelled status as one of the s most recognisable landmar s to engage with current events and campaigns y creating powerful visual storytelling and championing causes and events that resonate nationally, we can unite its role as a destination for world class hospitality with a platform for public good to raise awareness and drive action

PHOTOS: WARNER BROS UK

‘The Shard doesn’t just stand above the city – it interacts with it. We’re always looking to connect with the public’

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The Shard suspended a sculpture of Superman within its spire to mark the release of the new om cs m the s re was t n n October for Breast Cancer Awareness Month

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Instigate cultural collaborations. The Shard continues to serve as a prominent canvas to mark national events.

Offer bespoke experiences. The Shard curates hospitality with purpose. By endorsing nationwide health campaigns, we can create luxury experiences that champion causes across the UK.

PHOTOS: WARNER BROS UK

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Ensure social impact.

The Shard is a supporter of Macmillan Cancer Support, advocating for one of the UK’s most respected charities. Empathy and social responsibility are hallmarks of our 21st-century identity.

THE SHARD 32 London Bridge Street London SE1 9SG +44 (0)20 3437 3000 the-shard.com theshardlondon countryandtownhouse.com⁄gbb

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Sims Hilditch ‘A

t Sims Hilditch, we create spaces with soul, comfort and longevity. My burning passion for the brand is unwavering and after almost 30 years, I’m as energised as ever about pushing into new territories while honouring the incredibly strong foundation our team has built with our “all in it together” mantra. Our Cotswolds studio, The White Hart – once an old pub – has been thoughtfully transformed into a serene, light filled wor space t s a place that inspires us daily and warmly welcomes the clients who come through the doors. ast year was nothing short of remar able chieving orp certification, something we ve wor ed towards for a long time, has been a deeply meaningful milestone. To stand among the very few design studios in the UK to have earned this recognition is both humbling and motivating. ur new frontier for the year ahead is the fter our collaboration with helsea extiles in ew or , have spent significant time on the east coast, including launching our new boo , Beautiful British Interiors, covering the very best of our most recent projects. From the Scottish estates and historic country manors to farmhouses and breezy seaside villas, our second boo has been an enormously exciting chapter for the brand e ve now begun our first residential pro ect in alifornia, and ll be at harleston y esign in arch We were also honoured to be named one of The Sunday Times est laces to or , an accolade based on anonymous feedbac from employees t spea s to the culture we ve wor ed hard to nurture: inclusive, collaborative and grounded in genuine care for our team. longside our private residential wor , we continue to en oy select commercial pro ects t the moment, we re designing a small hotel in orset that will feel more li e a private home than a traditional hotel, as well as a hospitality project in Mayfair. oo ing ahead, m excited about future collaborations ur partnership with eorge mith in was a great success, and this spring we’re launching a stair-runner collection with im age arpets fabric collaboration is also under way, another creative avenue I’m thrilled to be exploring.

We’re continuing to grow in London, where we recently opened our own design studio in Eccleston Yards. It gives us a dedicated base for our ever expanding ondon wor and mar s another important step in the next chapter of Sims Hilditch.’

‘To stand among the very few design studios in the UK to have earned or certifiction is both humb in and motivatin ’

Emma Sims-Hilditch, founder and creative director 282

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ro ects are anchored n sou com ort and onge ty w th a home n a orn a and a hote n orset n the e ne th s year

HOW TO BE A 21ST CENTURY BRAND

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Become a B Corp. Our cert cat on a rms our ong stand ng comm tment to des gn as a orce or good rom res ons b e sourc ng to su ort ng oca art sans.

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ha enge the status uo w thout e er os ng s ght o your r t sh her tage. he c ent a ways comes rst wh ch enab es us to e our creat e rowess whate er the br e .

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Put people at the heart o e eryth ng you do. th a team o des gners arch tects and rocurement s ec a sts we o er a tru y bes o e end to end ser ce.

SIMS HILDITCH The White Hart oucestersh re s msh d tch.com s msh d tch

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The Sloane Club ‘T

he Sloane Club has been pioneering in its spirit since 1922 when it opened as a safe space for ex-service women to socialise. While we now welcome men too, we are female-led and our membership base still leans more towards women. We are repositioning in several ways: through a physical evolution with a redesign as well as evolving the perception of the brand. We have recreated our visual identity to speak to a diverse audience and have really thought about how to communicate, putting the team, community, experience and service front and centre on social channels.

Our proposition is holistic and quite different in the members’ club arena. Instead of being a place for people working in finance or the creative industries, or those who want to party, he Sloane Club caters for members’ entire selves. People are living differently to how they did 50 years ago – especially post Covid, where the boundaries between work, play and wellness are blurred. We honour their work self, their wellness self, their social self: all these facets make members who they are.

When we began refurbishing the club in 2024, the fundamental principle was to translate this philosophy about the whole self into design. We created a cocktail bar and three new restaurants, including one with a terrace and retractable roof here is a library and coworking area, three private event spaces and our newest sanctuary, dedicated to wellness with a gym, studio, infrared sauna, cold shower and treatment rooms his is alongside 66 members-only bedrooms. Members want a place that is inclusive yet exclusive, somewhere that allows them to do multiple activities under one roof. I see people come in for a breakfast meeting, go to the gym, then work, followed by lunch. oday, there is more emphasis on our programming because we recognise its importance in building a community.

I see it as a sprinkle of magic: it brings people together and enables friendships to form across generations. We invite experts from different fields, whether for a boo launch or a Frieze Art Fair talk, and organise styling events with Sloane Street fashion houses like Harvey Nichols. We already have an extensive partner network of over 100 clubs around the world, but there is more to be done in creating an international presence so that the value of belonging to he loane lub travels with members wherever they go.’

‘We are repositioning through a physical evolution with a redesign as well as evolving the perception of the brand’

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Alongside 66 members-only bedrooms, the newly revamped club offers a cocktail bar, three new restaurants, a library and coworking area, three private event spaces and a wellness sanctuary

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Design spaces that speak to the way we live now. Our members lead convergent lifestyles and seek a place they can dine, work, entertain, celebrate and unwind.

Prioritise wellness. It’s a cornerstone of our lives, and we recognise that to re ect the modern wor d The Sloane Club must offer a full holistic experience.

ut eo e rst. hys ca presence and genuine connection matter more than ever. That’s why we place such emphasis on creating opportunities for meaningful engagement.

THE SLOANE CLUB 52 Lower Sloane Street London SW1W 8BP +44 (0)20 7730 9131 thesloaneclub.com thesloaneclub

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Smallbone

Smallbone remains rooted in craftmanship but evolves through new technology and partnerships, like the collaboration with podcaster Jamie Laing on his dream kitchen (this image) and immersive kitchen theatre with chef Jason Atherton (below centre)

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HOW TO BE A 21ST CENTURY BRAND

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Make it personal.

Smallbone curates a bespoke journey around each client’s wishlist, offering attentiveness and art stry rom the rst s ar o ns rat on to the na our sh.

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Aim to build vertical integration to maintain purity of vision. From cra t ng the nest t mbers by hand in our Wiltshire workshop to seamless white-glove installations, we command every stage.

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Embrace culturally relevant communication.

Working with podcaster Jamie Laing transformed our lead generation among younger clients. Choose your n uencer artners w th care.

SMALLBONE The Knightsbridge Studio 100 Brompton Road London SW3 1ER +44 (0)20 7589 5998 smallbone.co.uk smallbone.devizes

The Smallbone x Atherton kitchen collection is designed for professional cooking at home

‘Immersive experiences showcase how our detailed craftsmanship comes together in bespoke kitchen designs’

‘A

s Smallbone celebrates its 50-year milestone in 2026, our brand identity remains rooted in craftsmanship, British heritage and bespoke luxury. What is evolving is how we express those values. e are refining our visual identity, e panding our digital presence and introducing collaborative collections that bring a contemporary edge while staying true to our artisanal foundations.

Smallbone’s products have strong appeal for global luxury property and design sectors. We work with developers and high-end residential clients in the US, Middle East and Europe, supplying kitchens to prestigious pro ects such as ew ork s illionaires ow and affles ondon at he , which positions us among affluent international customers. e also have an e citing pro ect to announce, further reflecting our growth.

As a heritage brand, we remain committed to our handcrafted ethos.

Our in-house artist continues to hand-render client spaces, capturing the emotion behind each design. Our collections evolve with innovative materials and techniques, and new craft technologies, from liquid-metal applications to bespoke wood staining and aged brass finishes. e also integrate AI-supported design and visualisation to enhance precision and customisation. his hybrid approach, blending with traditional techniques, drives innovation while preserving our authenticity. nfluencer marketing has been significant in helping us reach high net-worth young audiences and strengthen brand awareness. We’ve seen first hand how a single nstagram post can gain us rapid traction, and we’ve increased engagement by diversifying content. We use AI

to accelerate digital advertising and organic content creation, and to explore new directions for showcasing our kitchens and furniture on social media. WhatsApp also helps us streamline client communication, matching the pace of their professional lives while enhancing our understanding of their needs. o deepen our connection with clients we re planning further acquisitions of luxury home offerings so we can provide an end-to-end e perience. his also means we can offer more than ust kitchens we can advise on the best styling accessories and appliances. We also host invitation-only events with our luxury partners, from private VIP dinners to live Michelin-star chef demonstrations and curated wine tastings. hese immersive e periences showcase our detailed craftsmanship, including how wine cellars, appliances, lighting and ironmongery come together in bespoke kitchen designs. Our collaboration with accoladed chef Jason Atherton is key to this experiential approach. In 2026, we will host live culinary theatre in our Knightsbridge Studio with the Smallbone x Atherton collection.

While we operate globally, our British heritage and design integrity remain central to our ethos, informing our artisanal approach to handmade cabinetry, and the pride we take in producing each piece with exceptional skill. We balance this heritage with a modern, international outlook to stay relevant and resonant worldwide.’

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Sofas & Stuff ‘I

f we all wore the same clothes, life would be boring – but in the world of sofas, that’s almost what happens. Our tagline is “choice, not compromise”, because we enable customers to have exactly what they want. Every piece of furniture we make is a one-off, made to last for decades and built with materials that stand the test of time. We have around 55 shapes, which can be produced in different sizes and covered in any fabric.

Until four years ago, we had third-par t y manufacturing. Then I did something not many companies in the UK do: I opened a factory. I found a building, signed a lease and now employ amazingly skilled artisans. It’s been the hardest, most exhilarating ride but it completely sets us apart from the rest of the industry.

We make handcrafted British furniture, but our purpose is bigger than the product. Longevity and authenticity are essential. It’s about creating pieces that earn their place in people’s homes and don’t end up in landfill after a few years hen every detail from design to service reflects warmth, care and integrity, a brand becomes trusted in the moments that matter.

For us , success or fa i l u re c o m e s d ow n almost completely to our people. Buying a bespoke sofa is a scary thing.

We need great people in our showrooms who listen to what customers want and how they live. That’s our superpower. The best marketing we’ll ever have is happy customers who tell their friends about us.

We continue to collaborate with the V&A Museum and the RHS, and in 2026 we have a new partnership with The Royal Ballet Company. In 2026, we’re launching prints based on my photographs of the woods in Sussex and also a collection of fabrics inspired by tiles in Lisbon.

We will soon be opening our 26th showroom, and our first in north ondon see the next stage of expansion as being elsewhere. I had a dream recently that in ten years, we will be three times as big in the US as we are in the UK. It’s an idea that has been in my head for a while but now I’m going to make it happen.

Sustainability must be woven into a brand’s values.

For us, it’s a commitment to thoughtful decisions, kindness to people and planet, and honest progress, from reducing plastics to strengthening British craft.’

‘I did something not many companies in the UK do: I opened a factory. I found a building, signed a lease and now employ amazingly skilled artisans’

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Every piece of furniture Sofas & Stuff makes is a one-off

HOW TO BE A 21ST CENTURY BRAND

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Make more than beautiful products – create feelings.

If every interaction creates connection, it becomes part of people’s lives and most meaningful moments.

Authenticity begins with people – their care, their knowledge and the sincerity behind each interaction. When a brand shows up with honesty and consistency, customers feel it.

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Sustainability comes from steady, responsible action – not claims. Longevity should sit at the heart of responsible design.

SOFAS & STUFF The Dairy, Tripp Hill Farm Buildings, Fittleworth West Sussex RH20 1ER +44 (0)808 1783211 sofasandstuff.com sofasandstuff countryandtownhouse.com⁄gbb

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Swaine London The details make all the difference and speak to Swaine’s care, precision and craftsmanship

scratch, made to measure. Come into the store, have a drink, spend some time, and tell us your passion. What do you want in that box? What is its function? This is what our customers desire, with leathers and woods that tell a story and make masterpieces. Our expansion will be through shops where customers can see and feel our workmanship; in 2026, we open in Beverley Hills, honouring a longstanding relationship with Hollywood and our US customer base. A store on the east coast will follow.

Providing what customers want today demands careful navigation. We’ve introduced exotic woods like snakewood and ebony, which can only be sourced under CITES, the global agreement regulating the trade of protected species.

Tariffs have resulted in stress and cost, and while we can always find solutions, they create uncertainty for customers.

Well-informed buyers today can learn and discover everything online; they have become real experts, knowing the difference between bridle or calf leather, say, and the way it is tanned and how it is stitched. You can’t fake it, so authenticity in this business is everything.’

Carine de Koenigswarter, CEO

‘How many other shops on New Bond Street have a workshop? In ours, we create exceptional pieces from scratch, made to measure’ 290

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‘A

t Swaine, we don’t talk about luxury. It is expressed in the time, effort and skill put into a product made by one single artisan from start to finish, with beautiful materials sourced locally and techniques passed down since the brand’s beginnings in 1750. Unlike French or Italian, British craftsmanship is born of harsher weather, which influences materials and stitching. We are the only brand still making bags from bridle leather; it’s stiff and hard to work with but lasts a lifetime, developing a treasured patina over years. A hat can be old couture, with silk and a leather band, all handcrafted, yet it’s a modern cultural icon, worn by Indiana Jones.

Making a Swaine attaché case takes 250 separate actions; a Brigg umbrella shaft takes nine years to grow straight and long enough, followed by a minimum of 35 steps in making the finished product a erbert ohnson hat takes at least ten hours. These details make all the difference and speak to our care, precision and craftsmanship; they are what people respond to, because there’s a truth to them. That is why in 2025, we were awarded the prestigious Made in the UK title at the Walpole British Luxury Awards.

How many other shops on New Bond Street have a workshop? In ours, we create exceptional pieces from

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HOW TO BE A 21ST CENTURY BRAND

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Stay authentic. If you dilute your founding DNA and purpose for short term gain, you risk cannibalising brand longevity. Many brands now struggle to be recognised as British. Evolve, but never stray too far.

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ct e b y. sten to the market and customers.

Even old brands can do contemporary things: social media, collaborations, overseas markets.

Seek originality. Don’t reinvent the wheel, reimagine it. History is our foundation, but innovative originality is our future.

PHOTOS: JEREMIE SOUTEYRAT

SWAINE LONDON 127 New Bond Street ondon +44 (0)20 3551 0870 swaine.london swa neo c a

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GBB 2026 —— LEADING VOICES

Is DEI dead?

It’s what the populists would have you believe but many companies aren’t pulling back on social impact at all, says Jamila Brown

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‘Social inclusion fails when it’s performative, and thrives when based on things a brand can actually in uence’

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ot long ago, diversity and sustainability were the boardroom’s favourite buzzwords. Now they’re treated like risky territory. ‘DEI is dead.’ ‘Go woke, go broke.’ The slogans have entered the culture wars, leaving brands unsure whether to lead with conviction or abandon ship.

At least, that’s what the headlines would have you think. But the reality is far less apocalyptic. Behind the noise, many companies aren’t pulling back on social impact at all.

They’re doubling down on how they hire, who they partner with, how they design and how they measure success. Are these brands all led by a bunch of utopian idealists? Hardly. They simply recognise an essential truth: doing good for people is good for business.

When the people across an operation are supported, longevity builds. Collaboration becomes easier. Creativity comes faster. People invest themselves in your success. Deloitte found that inclusive cultures are twice as likely to hit their financial goals. McKinsey found companies with strong social initiatives are 2.4 times more likely to stay resilient when the economy shakes. It makes sense. When people in your teams, communities, supply chains and customer base feel valued, they give you their best and they stay long enough to make that value compound.

Take Insanity Group. This talent and entertainment agency is thriving after 30 years in an industry that is notoriously cut throat and exploitative. Founder Andy Varley credits this to their commitment to ‘prioritising people, collaboration and long-term thinking over ego and hype’. What does that look like in real life? A roster that is values aligned.

Partnerships that are authentic and equitable for all involved. Intentional pathways for more voices to get on and get up the ladder in this highly sought-after career field. It’s why Insanity continues to attract culture-shaping clients and collaborators, and why the agency is still winning awards and growing the business three decades in.

LIHA Beauty makes the commercial case for incorporating impact into your strategy just as clear. From the outset, the founders built direct relationships with women-led shea cooperatives

in Nigeria, grounding the brand in natural, wellness enhancing products and fairly paid skilled labour. Working this way is slower and more expensive than buying from anonymous commodity suppliers, but those relationships have become LIHA’s competitive advantage.

During recent global supply disruptions, LIHA maintained both quality and pricing because their producers were partners, not vendors.

LIHA invests in the cooperative’s growth and sustainability, and the cooperative shelters the brand when markets fluctuate. Their customers stay loyal because they trust the product they’re receiving is not only good for them, but good for everyone along the way.

What’s key is brands taking ownership of how and where they interact with others, and build a strategy that makes those interactions net positive. Social inclusion fails when it’s performative, and thrives when based on things a brand can actually influence. With evolving consumer expectations, increasing regulation, and fragile economies, businesses not built on these foundations risk irrelevance.

The brands that marry the ‘doing good’ with the ‘doing well’ now won’t just survive these changing times, they’ll come out leading the pack for this next era of great British industry.

Jamila Brown is the founder of Light/ Work, which helps creative brands integrate sustainability and social impact into their products and processes n

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Taylor Howes ‘I

n the UK, we are concentrating on the country mar et, with a significant number of pro ects in urrey and beyond e believe this appetite for expansive, nurturing homes reflects a desire for spaces shaped around authenticity, tactility and craftsmanship lients are increasingly turning away from the artificial and embracing interiors with soul, warmth and the imprint of the human hand his aligns closely with our design approach, which has always prioritised materials with integrity, depth and emotional resonance nternationally, in urope and the iddle ast primarily, our wor continues to grow through long standing relationships and the trust built over decades ixty percent of our pro ects come from returning clients, and new wor typically arrives through recommendation hile we continue to deliver ma or commissions overseas, our lens for is more considered and less regionally focused, guided by the universal shift toward quieter, more intentional living lients are see ing colour, texture and individuality expressed with confidence our tailor made approach enables us to bring this sensibility to every pro ect ellbeing remains central to everything we do, shaping our creative philosophy and the way we care for our strong team e are proud to offer industry leading support for wor ing parents, with nine team members currently on flexible arrangements ur sustainability strategy is evolving as we loo to partner with the arbon rust to trac our impact and refine the environmental performance of our pro ects ur charitable commitments also remain a core pillar: we continue to support est est, which provides respite spaces for wor ers, and lace e, the children s mental health charity bove all, aylor owes aims to set the direction of travel within the industry, not follow it ur annual trend report, aleidoscope, captures the cultural reset defining the year ahead: a growing hunger for sensory balance, where quietness, depth and intention replace overstimulation atural pigments with emotional resonance, colour drenched rooms, handwoven textiles and elemental materials depict a shift toward interiors with meaning cross every theme, the threads are authenticity, touch and a deeper desire for connection ur principles remain indness, honesty and passion qualities we strive to embed in everything we do s we elevate standards of responsibility in luxury design, we invite you to embrace this new clarity: a year shaped by slowing down, feeling more deeply and creating homes that inspire and reflect who we are becoming

‘Our design approach has always prioritised materials with integrity, depth and emotional resonance’

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The design studio creates interiors that feel personal, meaningful and timeless

HOW TO BE A 21ST CENTURY BRAND

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Innovate with intention.

Embrace new technologies as tools, not trends. Use tech to remove friction, free your team for deeper thinking, and elevate the craft at the heart of your brand.

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Design around the individual. When you listen deeply, tailor processes and design with empathy, you create interiors that feel personal, meaningful and, ultimately, timeless.

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Be curious. Invest in research, share ideas openly and champion exceptional craftsmanship. Build a studio culture grounded in passion, transparency and kindness – values that endure.

TAYLOR HOWES 49-51 Cheval Place London SW7 1EW +44 (0)20 7349 9017 taylorhowes.co.uk taylorhowesdesigns

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Thomas Lyte

Alongside global sporting trophies, craftsmen at Thomas Lyte make bepoke objets d’art and ecclesiastical pieces like the Queen Elizabeth II Platinum Jubilee Processional Cross (below)

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HOW TO BE A 21ST CENTURY BRAND

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Innovate through technology. By embracing 3D design and modelling, we enhance the e c ency and precision of traditional silversmithing, allowing us to rototy e re ne and perfect designs faster, never compromising quality, artistry or authenticity.

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Invest in apprenticeships.

We believe progress begins with preservation. Our four apprentices ensure that the time-honoured crafts of goldsmithing and silversmithing will continue.

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Craft brand narratives.

We help clients express their values through iconic silverware, turning design and craftsmanship into storytelling and meaning.

THOMAS LYTE +44 (0)20 7751 8844 thomaslyte.com thomaslyte

‘Few workshops see their work lifted in front of billions of viewers, week after week, across continents’

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s goldsmiths and silversmiths to His Majesty the King, Thomas Lyte continues a lineage of British craftsmanship that has shaped national ceremonies, global sporting moments and private collections for generations. Our London silversmithing workshops – the most extensive and advanced in the capital – together with our manufacturing site in the South East, give our master craftspeople the environment to create masterpieces, guided by our head of production Kevin Hart.

Our designers are trained as makers before they ever pick up a pencil, a philosophy that sets us apart. It ensures every drawn line is grounded in technical mastery, every concept underpinned by an understanding of how precious metal behaves.

This is why more world cup sporting trophies have been designed

by Thomas Lyte than any other modern goldsmiths; why Royal Households here and abroad entrust us with their most meaningful commissions; and why our 20-year relationship with The English Football Association endures, symbolised by the world’s oldest football trophy, the Emirates FA Cup. Our pieces have become cultural icons on the global sport stage.

From rugby and tennis to cricket, sailing and e-sports, our trophies do more than celebrate victory, they define eras hey become symbols of national pride, ambition and excellence. Few workshops see their

work lifted in front of billions of viewers, week after week, across continents. It is a privilege we hold with deep pride and responsibility.

Beyond sport, we are proud makers of altar pieces for St James’s Palace Chapel Royal, testament to our ecclesiastical heritage, and the creators of bespoke objets d’art for discerning private collectors and leading luxury houses.

This past year has been full of new frontiers. Across Africa demand for exceptional British craft is rising, while at home our commitment to our trade’s future has never been stronger. Under the guidance of our head of operations, Ayesha Litt, we remain the only British goldsmiths to employ four apprentices simultaneously, with our charitable foundation supporting the next generation through programmes like the Creative Dimensions Trust. Meanwhile we continue to grow our team and manufacturing capability. he rise of women s sport, exemplified by this year s omen s ugby orld up, is opening new frontiers for icons of tomorrow, ust as ecclesiastical and ceremonial commissions continue to inspire us ith investment in new materials and technologies, we remain unmatched in bringing ambitious ideas to life in precious metal. Our craft drives us, but our vision shapes what comes next.’

Kevin Baker, founder and CEO countryandtownhouse.com⁄gbb

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Thom Sweeney

Thom Sweeney tailoring is lighter, slimmer and less formal than the traditional British cut

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e opened Thom Sweeney in January 2007 with a couple of customers, a cutting board, and a jacket ma er was measuring and fitting and hom was cutting the pattern. We had a couple of customers, one of whom gave us a good order and the business got going from there. We’ve always considered ourselves bespoke tailors; in the early days we had no made-to-measure and certainly no retail – it simply wasn’t on the radar. Made-to-measure has really taken off in the last ten years. We’ve worked hard at perfecting the block – the basic pattern which is adapted to each client’s precise measurements – so much so that our made-to-measure service now feels bespoke. n we opened our first ondon shop, in ayfair s eighhouse treet, and in we launched our first ready to-wear collection on Mr Porter. In the following year, we opened a second ondon store in ruton lace in the est nd n , we brought our two ondon stores under one roof when we opened our townhouse in ld urlington treet, which runs parallel to avile ow in the heart of ondon s tailoring quarter ere the fitting room and the wor shop are in the same building, along with the made-to-measure and the ready-to-wear.

ritish tailoring has always been held in high regard the world over, and the US in particular is an important mar et for ritish tailors he avile ow firms have always conducted trunk shows there and we were keen to do the same. Gradually, the business in the US grew, thanks to the trunk shows and word-of-mouth recommendations, so in 2017 we opened in New York. Since then we’ve opened stores in os ngeles and iami his year, we re moving our ew York operation from Soho to Midtown, where we will be taking over the former rmani store on adison venue We’ve created our own distinctive cut of suit over the years, a ta e on the ritish avile ow and the talian tailoring traditions. It’s a softer, lighter cut with a slimmer, less formal profile than the traditional ritish cut t can be dressed up or down and made up in any weight of cloth.

Each new store now incorporates the Sol’s concept – named after the late ol er ner, the outh frican hotel and casino magnate and u e s father in law a space where clients can relax with a drink in civilised surroundings. It’s proving very popular.’

Thom Whiddett & Luke Sweeney, founders

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HOW TO BE A 21ST CENTURY BRAND

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Start with the belief that nothing you make should ever feel throwaway.

Our business is built on longevity.

Build trust. It’s a privilege that people trust us and follow the brand internationally. It’s why we’ve opened in New York, Miami and LA, with plans for Asia next.

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Put what you do best at the heart of everything you do. Our tailoring background gives us a more personal, human approach to retail. Every interaction feels considered; every relationship is longterm.

THOM SWEENEY 24c Old Burlington Street London W1S 3RF +44 (0)20 7629 6220 thomsweeney.com thom_sweeney

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Town Hall in King’s Cross hosts events and experiences across the arts

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PHOTOS: PRADA; CALLUM BAKER

Town Hall

by Bottaccio

HOW TO BE A 21ST CENTURY BRAND

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Restore heritage through contemporary innovation.

Blending 1937 neoclassical architecture with visionary interiors by Tom Dixon and Purcell’s conservation expertise, Town Hall shows how historic buildings can be revitalised without compromising character or integrity.

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Create cultural conversations. Town Hall Presents is a radical programme of curation across art, innovation, impact, community and big ideas. It’s a testing ground where technology meets imagination.

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Form partnerships.

Town Hall works with r ta n s nest ma ers from Michelin-starred culinary storytelling to cutting-edge AV precision.

TOWN HALL BY BOTTACCIO Bidborough Street London WC1H 9AU +44 (0)20 7459 4893 townhall.co.uk townhall_kingscross

‘The achievement we’re most proud of is that Town Hall remains open and serving the public – a place for debates and conversations’

PHOTOS: PRADA; CALLUM BAKER

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e found this building in King’s Cross in 2017 and saw its beauty – the classic proportions and the way our forebears used to build things. This area of London is our new frontier; for 20 years we had been working in west London. The London Borough of Camden had a vision for the area, together with the big stakeholders in the neighbourhood. They convinced us, and when they decided to privatise the building they had 100 bids, including large corporate bidders. In the end, though, what mattered most was not who we were competing against, but ensuring the building remained open to the public.

Throughout the project, what has obsessed us is the idea of civic spaces and how they transform to meet the 21st century. What does it mean for a civic space to remain dedicated to the people in a way that is not burdening to the state? We think this will be hailed as a prototype for many more things to come. The achievement we’re most proud of is that Town Hall remains open and serving the public: a place for debates and conversations. eneath the flooring is miles of fibre optics a technological marvel – but everything is meticulously restored. Working with English

Heritage, our challenge was to strike the balance between preserving the building’s beauty and character while pushing it into the 21st century.

Eight years on, we have created a canvas to host any type of event – from fashion, art and music to the biggest tech conferences, and from the Prime Minister to Prada, which showed in London for the first time in many years. hat cross pollination between industries is thrilling. We needed to create a building that has an identity and a beauty to it, but one subtle enough that any client coming here is not overpowered. Every brand that we work with curates a completely different experience.

The space has always told us what it wants to be. The 1920s English Art Deco chandelier at the centre is a great symbol of that.

When we started, it was broken and falling apart but still in situ.

There was only one glass maker in the north of England that could replace the specific kind of glass of the missing pieces. hat ama ing craftsmanship and care is not the kind of thing that can happen fast.’

Emilie Edberg and Joseph D’Anna, managing partners countryandtownhouse.com⁄gbb

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True Entertainment

True Entertainment is a hospitality and concierge service offering the best access to top events across the world

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HOW TO BE A 21ST CENTURY BRAND

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Stand out by offering the one thing technology can’t replicate: truly human, crafted experiences.

Authenticity is key, since we now live in a world that is so detached from real connection.

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Give people access they can’t buy off the shelf: world-class chefs, entertainment, the best spaces and moments shaped by genuine interaction.

Be transparent with everyone. That builds trust, and if you’re trusted by your clients and your partners, you’re never going to fail.

TRUE ENTERTAINMENT Ferndale, South Street Castle Cary BA7 7ES +44 (0)7849 894696 trueentertainment.global true.entertainment.global

‘This is not your typical corporate entertainment: we offer a unique experience where you meet like-minded people’

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rue Entertainment serves a high-net-worth customer base at the biggest sporting and music venues around the world.

This is not your typical corporate entertainment: we offer a unique experience where you meet like-minded people. When you get to this level of hospitality, it’s no longer hospitality. It’s something where people come away saying that was the best day they’ve ever had.

We’re not mass-market. No one will come to an event with us that is bigger than 40 people, so it’s intimate. You will meet the chef in person and be introduced to the brands we work with, whether it’s a scent partner, a drinks partner or famous artists that we have in residence.

When we launched in 2020, we had so many different venues.

We’ve now brought it down to just two key venues: the Oval and Royal Ascot. As a concierge service, we also offer access to the top events worldwide, from Wimbledon and the US Super Bowl to Le Mans Grand Prix in France and Formula One championships across the globe. Music events are also huge right now. We don’t offer access to everything, but when we do, it is the best in the country.

Tech is something I would love to look at going forwards. As a young business, it’s a big investment, but tech gets you ahead of the curve. That said, we don’t want to go too far down the AI route. The reason we have done so well is because all our connections have happened in person. Personal relationships are the best things in life.

I put so much time and effort into making sure both our stakeholders and clients are happy. We always think: “How can we better our clients’ lives outside of the events?” So we have a short series of activations called Crafted by True that put our top clients on exclusive guest lists for some really cool events.

We work with a lot of US-based clients who have business in the UK or are here for big events. Another key target is the Middle East.

It’s huge in terms of entertainment, with Saudi Arabia, Qatar, Bahrain and Dubai. Qiddiya, the new e-sports city in Saudi Arabia, could be unbelievable. But our focus for now is to maintain and deliver a strong product in the we will loo further afield in the coming months Hugo Boylan, managing director countryandtownhouse.com⁄gbb

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Turnbull & Asser

Elegance has always been at the heart of Turnbull & Asser

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HOW TO BE A 21ST CENTURY BRAND

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Innovate with authenticity.

We respect craftsmanship and tradition but invest fearlessly in technology, ensuring our values endure over time even as our tools evolve.

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Connect emotionally through craft. By creating pieces with integrity and artistry, we forge genuine relationships that transcend trends, offering lasting beauty and purpose in an increasingly transient world.

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Act responsibly in all things. Modern luxury must be accountable.

We champion sustainability through responsible sourcing, ethical production and respect for our artisans, proving that re nement and res ons b ty can, and must, coexist.

TURNBULL & ASSER 71-72 Jermyn Street London SW1Y 6PF +44 (0)20 7808 3000 turnbullandasser.co.uk turnbull_asser

‘What customers want today is authenticity, quality, truth and performance – these are our watchwords’

‘H

istorically, Turnbull & Asser has focused on the UK market, and more recently on New York through our Turnbull Townhouse on Manhattan’s 57th Street. However, we have also achieved success in territories including Japan, China, South Korea, Australia, New Zealand and Canada. We are now ready to deepen our focus on these markets with special initiatives.

What customers want today is authenticity, quality, truth and performance – these are our watchwords. We’ve succeeded in reasserting elegance as a fundamental value: reviving authentic colours, shapes and styles, and reinterpreting them for the modern day. his philosophy has always defined our wor and remains essential as we unveil new developments, continuing this evolution. Our brand identity does not change; rather, it matures and evolves to remain the most authentic and recognisable brand for men’s clothing, an identity even stronger now thanks to our creative direction.

Genuine customers in every territory will always seek out elegant design and our ability to dress men who want to look and feel their best. This brand appeal is innate in the Turnbull approach and our comeback has been increasingly appreciated by the markets. We create emotional connection with customers by remaining true to our sartorial aesthetic in terms of shapes, colours, traits, design and

patterns. It’s no easy task, but we can count on skilled executives, craftspeople and loyal retail teams in the UK and the US, who are invaluable pillars of our past and future.

We harness innovation by investing in research through our R&D centre, led by our top creative team and director. We are fortunate to have advanced expertise and knowledge in 3D, AI and augmented reality, enabling us to monitor global trends while retaining the privilege of crafting our designs, styles and innovations manually every day.

In a new world of geopolitics and supply chain uncertainties, we dedicate considerable time and energy to monitoring our raw material suppliers, working with them and constantly inspecting quality. We cherish our direct links with Italy and Mongolia, the only two countries from which we purchase raw materials. Our products are crafted in our Gloucester factory – where our shirts, overshirts, pyjamas and ties are made, each shirt constructed from individual pieces of fine cloth or in Italy for selected pieces. We take pride in our Royal Warrant and contribution to the preservation of British values as a global aesthetic landmark, helping to shape British luxury since 1885.’

Ilaria Niccolini, global directive team countryandtownhouse.com⁄gbb

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The Turquoise Holiday Company

The Turquoise team travel extensively and ha e rst hand now edge o the destinations and properties

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HOW TO BE A 21ST CENTURY BRAND

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Keep the human touch.

Use technology to improve e c ency but ne er replace expertise. Our team travels year-round, unco er ng h dden beaches bars tours and moments no algorithm can create.

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Curate consciously. Our holidays are kinder to the planet and support local communities.

Security is everything.

We are there to hold our clients’ hands and to protect their trip, money and loved ones.

THE TURQUOISE HOLIDAY COMPANY 147 Northcote Road London SW11 6QB +44 (0)20 7147 7087 turquoiseholidays.co.uk turquoiseholidays

‘We’re witnessin a move awa rom bi five star hote s u o internationa restaurants towards sma er ro erties that are rooted in their authentic environment’

‘T

he Turquoise Holiday Company is a family and a company of travellers. Our mission is to deliver truly memorable experiences faultlessly, time after time. In 2025, we were thrilled to be recognised as one of The Sunday Times Best Places to Work.

Turquoise is proud to be a friend and guide to our clients, discovering their needs and matching them with our 23 years of experience, our love of our destinations and constantly refreshed first hand nowledge of our properties he effect of the series White Lotus means some young people tend to seek out that level of branded luxury to splash out on, perhaps once in a lifetime or for a honeymoon et overall, we re witnessing a move away from big, five star hotels full of international restaurants towards smaller properties that are rooted in their authentic environment.

The ability to seek out the local, unique and quirky is rare, but it’s what we love doing. We’ve always been drawn to hotels with a sense of place and belonging. We recently launched 50 Rooms Or Less, a curated collection of properties small enough to feel personal and intimate ome of these businesses are lovingly owner run li e ourselves while others are managed with passion and care, but all are handpicked by us for their individuality and charm. This little

brochure is already on its second print run and bookings are up 17 percent. Ultimately, we believe the next frontier and future of travel is in the small and personal.

We’re also discovering more friends or family taking an entire villa within a hotel, particularly with a special occasion to celebrate. We believe a villa that can take ten people or so with a pool and total privacy alongside the hotel s amenities can be a cost effective and attractive option Another shift we’ve seen is more people wanting to travel tomorrow rather than phoning us months ahead to book a holiday. Customers are prepared to be more spontaneous and adventurous, and so need our guidance even more to do that. i e any company, we gauge our success by profitability, but also by the happiness and joy we bring our clients. The colour turquoise encapsulates our happy, bright and sunny disposition. If you see a Turquoise luggage tag on the carousel at the airport, you can be sure that bag will be travelling somewhere wonderful that its owners have been brilliantly advised and will return sunkissed and smiling.

That’s all we ask.’

James Bell, co-founder and managing director countryandtownhouse.com⁄gbb

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K I N GK’ISN G C K’R ISNOG C S’R SSOC S| R S OLSO | SN L DO |ONNL DO ONND O N

A NE A WN E A CW IN VE ICCW I VLICA CINVLD IA CMNA LDA RMN KADF RMO KARF RO K RF O R

THE THE THE 21ST 21ST 21ST CENTURY CENTURY CENTURY A restored neo-classical building reawakened for radical reimagination. Bringing together architectural grandeur in Town Hall Spaces, bold programming through Town Hall Presents, and the visionary community within Town Hall Society, we invite you to experience a cultural nucleus designed to spark debate, creativity and connection.

C U LT C U LT RCEU LT •R EUM •REEMM •BEEMM RBS EEH MRIBP SEH•RI P SH E• IVPEEN • VTESENVTESN T S

TOW TO NW T HO A NW L H LA N. L HCLAO. L.CL UO.K.CUOK. U K

events@townhall.co.uk events@townhall.co.uk events@townhall.co.uk | +44|(0) +44 20 |(0) +44 7459 20(0) 7459 4893 20 7459 48934893 A N E W V E N U E BY B OT TA C C I O

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LEADING VOICES —— GBB 2026

Redefining Success From breakdown to breakthrough, these are the real conversations happening in female leadership, says Dalbir Bains

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‘It’s not about pushing harder, climbing faster or saying yes to every opportunity. It’s about redefinin success through self-awareness, community and conscious leadership’

omething remarkable is happening in the world of female leadership and it’s no longer about perfection, hustle, or the glossy personal brand that once defined success.

It’s about honesty. Women at every level, from boardrooms to startups, are finally having the conversations we were once too afraid to have: the ones about burnout, self-doubt, boundaries, and what it truly means to lead in a way that’s sustainable and not self-destructive.

The latest Deloitte Women at Work Report proved what many of us have felt for years: women are no longer willing to burn out silently. More than half of women surveyed said stress and exhaustion were impacting their health and yet, the majority are demanding workplaces that value wellbeing, balance, and respect. It’s a clear signal that the old definition of leadership is being rewritten, not by systems, but by the women inside them.

For most of my career, the narrative around women in leadership has been one of resilience, a badge of honour worn by those who managed to ‘do it all’ without breaking. But behind the polished image, I, like so many, was quietly collapsing under the weight of that expectation.

The truth is that the breakdown often comes before the breakthrough.

And that breakthrough doesn’t look like what we were taught to chase. It’s not about pushing harder, climbing faster, or saying yes to every opportunity. It’s about redefining success through self-awareness, community, and conscious leadership.

That’s why I created Santalan, a fourpillar, whole-life programme built on the understanding that women cannot thrive in leadership if they’re neglecting the other parts of who they are. Health and wellbeing, relationships, personal brand, and career are all interconnected. When one breaks down, the others do too. Women are finally waking up to this truth: our health, our relationships, and our confidence are not separate from our work, they are the foundation of it.

At Santalan, these are the conversations that shape everything we do. When women gather, whether in a coaching session, a retreat, or a leadership circle, the masks come off. Executives, founders and leaders all talk

about the same thing – imposter syndrome, losing their sense of purpose, tired of being strong all the time. And it’s in those moments of shared honesty that something shifts. The isolation cracks open, and a collective strength takes its place.

I’ve learnt that real leadership begins when we allow ourselves to be seen as whole human beings. When we stop pretending we’ve got it all together and start asking the harder questions: What am I building this for? Is there an alternative life that could make me happier? What am I afraid of losing if I slow down? What could my leadership look like if it was rooted in clarity, confidence, and calm instead of exhaustion?

And it’s in that moment when the breakthrough happens. In those quiet moments of courage being able to take a step back, the choice to say no, the realisation that power doesn’t come from control but from alignment.

The women leading the next chapter of business and culture aren’t those who’ve avoided breakdowns; they’re the ones who’ve faced them, learned from them, and built something wiser on the other side.

I truly believe that leadership begins with the courage to pause. Because when women stop just surviving and start leading from their truth, they don’t just change their own lives, they change everything around them.

From breakdown to breakthrough, this is what real female leadership looks like.

Dalbir Bains is the founder of Santalan, coaching for ambitious women n

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Westley Richards

316

Wilder Botanics

318

Wiston Estate

320

WOOLF Interior Architecture & Design

322

Yardley

324

Yard-O-Led

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All materials used to craft Vispring matresses are chosen or the r so tness breathability and resilience – ingredients needed for the perfect night’s sleep

HOW TO BE A 21ST CENTURY BRAND

1 2 3

Customise to order.

Every Vispring mattress is handmade and fully bespoke to the customer.

We also create custom sizes tailored to each client’s needs.

Commit to true craftsmanship. British handcrafting techniques honed for over a century make for the most luxurious modern day sleep experience.

Act natural. Using only the nest natura res ons b y sourced materials not only prioritises sustainability and we be ng but a so osters truly restorative sleep.

VISPRING rnesett e ane rnesett e Plymouth PL5 2TT +44 (0)1752 366311 vispring.com vispringbeds

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V —— GBB 2026

Vispring ‘I

t all began with a love story: British engineer James arshall invented the first poc et spring mattress to comfort his wife during illness company was founded in n , we celebrate years of ispring, the name adopted in from the oman numeral , denoting the six springs sewn into each poc et ueen li abeth received a egal upreme bed on her ilver ubilee n , we received the ing s ward for nterprise from her son ur lymouth community of over s illed artisans many with decades of experience combines innovation with time honoured techniques very mattress has hand nested, calico cotton poc et springs arranged in a honeycomb formation, giving strength and flexibility each moves independently, conforming to your body s contours for perfect support atural materials wool, sil , bamboo, horsetail, cotton chosen for their softness, breathability and resilience are hand laid over the springs ypoallergenic and insulating, they produce a foundation that regulates temperature and gives the best sleep experience he mattress is side stitched by hand, with up to six rows of stitching secured by natural twine ta ing some eight hours t is then finished with the finest tic ing, including percent elgian amas from family run mill aes he result is a mattress designed to last a lifetime, bac ed by guarantee his meticulousness extends beyond mattresses ur iamond a esty topper features nine layers of fine natural fibres including hetland wool, oyal lpaca, cashmere and ustrian oosburger horsetail he signature three chamber, box quilted design is encased in elgian damas with erino wool borders artnering with hetland crofters for over a decade builds on our deep respect for their pride, passion and way of life s the first bedma er to earn the oolmar quality certification, we remain dedicated to sourcing responsibly, championing young farmers, and ensuring the hetland wool industry thrives y securing a significant portion of the annual wool clip, we sustain traditional crofting while safeguarding the provenance of this remar able fibre nce, ispring mattresses graced first class cabins in legendary ocean liners oday, you can buy one, handmade with love in lymouth, in over countries rom our ondon flagship in egent treet, to elbourne, adrid, hanghai, ingapore, ew or , enver, allas and , our mattresses are available anywhere where authentic ritish luxury has strong appeal ew mar ets bec on in hailand, ew ealand and apan e ve become s illed navigators through the choppy waters of tariffs and regulatory compliance

‘Our community of over 200 skilled artisans – many with decades of experience – combines innovation with time-honoured techniques’

Clare Schifano, global marketing director countryandtownhouse.com⁄gbb

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Vivienne Westwood

Andreas Kronthaler and perfumer Cristian Calabrò celebrate the launch of new Vivienne Westwood fragrance Boudoir

‘T

he Westwood world is about telling stories, using the past to create new traditions. Everything comes from somewhere real – a painting, a book, a historical design. It comes from Vivienne and Andreas’ cultivation of taste and desire to learn. It is these deep roots that create value, meaning and emotional connection. In this way, the Westwood customer intuits that what they’re really buying is centuries of skill and curiosity distilled down to a perfume, corset or perfect Princess coat.

The perfume Boudoir is about awakening the senses. It’s a gateway to what the house of Westwood represents. Andreas wanted to create a new perfume with new formulations, methods and ingredients and Boudoir is inspired by Vivienne and by the old perfumes from the Versailles Osmothèque, which she loved.

The fragrance industry is constantly developing techniques that were unthinkable not so long ago.

For the new perfume, we worked with a series of technical innovations that allowed us to use raw materials in a much more sophisticated way. We used molecular distillation and fractional extraction techniques to isolate only the most luminous or sensual facets of natural ingredients,

giving the freedom to sculpt the fragrance with unprecedented precision.

The use of next-generation molecules – high-impact yet extremely refined helped achieve volume, radiance and long-lasting diffusion while staying true to the intimate, sensual spirit we wanted. These innovations allowed us to reinterpret the iconic identity of the brand and give this new fragrance a contemporary signature: richer, more refined and technologically advanced.

Technology has also played a crucial role in developing extraction methods that give Boudoir its deep, intriguing character.

The fragrance is available exclusively from select Vivienne Westwood boutiques and e-commerce, and will be available in Asia from 2026. Vivienne Westwood is gradually working on unlocking more territories, targeting global distribution.

The launch of Boudoir is just the beginning – Vivienne Westwood has plans to expand and develop a range of fragrances, considering a natural evolution into beauty, body and cosmetics.’

Cristian Calabrò, perfumer

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HOW TO BE A 21ST CENTURY BRAND

1

Look beyond the product.

Vivienne Westwood is one of the last independent global fashion companies in the world. At times thoughtprovoking, this design house is about more than producing clothes and accessories.

2

Use your brand as a platform for good.

Throughout her life, Vivienne Westwood raised awareness of environmental and human rights issues around the world.

3

Be environmentally aware.

Through reviving archival references, Vivienne Westwood designs are timeless and contemporary with a long commitment to sustainability.

VIVIENNE WESTWOOD 44 Conduit Street London W1S 2YL +44 (0)20 7439 1109 viviennewestwood.com viviennewestwood

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—— W

Westley Richards Fine leather goods are made alongside the guns at the workshop in Birmingham, with the Bishop bag (pictured right) being the company’s bestseller

‘I

t’s an exciting time at Westley Richards, as the company now has a new owner. This represents a big opportunity for the brand and has given rise to a lot of forward thinking about its future direction. We are focused on expanding the leather goods and safari clothing business, as this is where we have a significant edge Westley Richards is known as a gunmaker: we have been ma ing the best quality shotguns and rifles in irmingham since hey are magnificent, beautiful ob ects finished to the highest possible standards. We only make 25 guns a year, with a waiting list of four years for new orders. Our priority for this side of the business is to improve the arrival times for our guns.

The leather goods are all made in house, side by side with the guns, here in irmingham here are very few leather wor shops in ritain that have the calibre of estley ichards operation. Our leather goods have a timeless rugged style that owes much to their origins in the field, in contrast to the more refined loo of many of our competitors At the moment, our leather goods are handmade by a single artisan, with delivery times between four and six weeks. This is a considerable barrier to increased capacity

now and in the future. We are therefore restructuring our leather-working teams to complement their skills with new machinery, all in pursuit of raising quality standards further, reducing waste and saving time. ur bestselling bag is the ishop bag in buffalo hide, named after illiam ishop, estley ichards legendary London agent. It is a smart, practical crossbody bag made from the highest grade bar tanned leather and finished with a canvas strap and brass fittings, inspired by our heritage in gunma ing arlier this year, we introduced the ishop ill bag, a larger capacity version – for time out on the hill – with the ishop ruc sac soon to launch We’ve recently updated the design of our small leather accessories collection, the Aston, which takes its name from our current home in irmingham ifting is a huge opportunity for us. Nonetheless, we intend to stay true to our origins as gunmakers: the trophies remain on the showroom walls and in our latest winter catalogue, the models are shown shooting, smoking cigars and striding in tweeds across open moorland.’

Stephen Humphries, creative director

‘We are focused on expanding the leather goods and sa ari c othin business as we have a si nificant ed e’ 316

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HOW TO BE A 21ST CENTURY BRAND

1 2

Remain true to your founding principles to retain that dedicated customer base from which to grow an enduring business. emember that rst c ass experiences are a key motivation for today’s discerning consumers.

Westley Richards’ focus is on delivering exceptional ser ce and the nest t for patrons’ safaris.

3

Focus on provenance, quality and exclusivity – customers really value these things. Our creations are locally made in small batches with the nest mater a s us ng t me honoured methods.

WESTLEY RICHARDS 130 Pritchett Street Birmingham B6 4EH +44 (0)121 333 1900 westleyrichards.com westleyrichardsandco

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GBB 2026 —— W

Wilder Botanics ‘W

hen we create the right environment, our bodies will thrive. This belief is at the heart and soul of Wilder Botanics, which I built after 20 years as a naturopath and herbalist. After seven years of careful nurturing and growth, 2026 is going to be one of abundance.

At the end of 2025 we moved to our new location in Queen’s Park, as we wanted to do more events and connect to people in that way. We want to teach people about herbs and foraging, and host evenings of talks that help connect audiences with herbal ingredients. I’m also now based in the store, instead of a separate office, meaning can share my naturopathic knowledge with every customer who walks through the doors.

We’re also now stocked in John Bell & Croyden, which is a wonderful opportunity to bring Wilder Botanics to a whole new audience. Every year, we want to become more of a household name. We want to be the place where people can come and know they’re in an environment where they can share what’s going on in their lives – whether it’s digestive or hormonal issues, or dry skin – and hopefully we can find a remedy for it We’re all about innovation at Wilder Botanics. It doesn’t just have to be about the latest science and technology – it can mean re-anchoring in skills that are really old but still matter. Naturopathy uses ancient methods, but ones that still need to be remembered and utilised in today’s world. We’re about slowing down.

We use traditional naturopathic methods of extraction, requiring time and patience to preserve the vital properties of our ingredients. This approach is something I fear could disappear. To me, what we do is pioneering. We’re bringing back old-school crafts. oo ing further afield, we re interested in partnering with hotels specialising in wellness, providing them with beautiful rituals you can do when you go away. We have a good presence in Europe, and eventually we’d like to grow into the US, as we receive a lot of orders and interest from places like New York, Portland and California.

Customers are increasingly interested in organic and natural products, and there’s more awareness of naturopathy now than when I started practising 20 years ago. I started Wilder Botanics because I really wanted to elevate herbalism out of those outdated stereotypes and channel it into a contemporary luxury brand.’

‘I really wanted to elevate herbalism into a contemporary luxury brand’

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Wilder Botanics combines innovation with the ancient methods of naturopathy

HOW TO BE A 21ST CENTURY BRAND

1

Customers appreciate slow craft. In an age of speed, Wilder is prioritising intention, integrity and ingredient provenance with our slow-infused, wild-crafted botanicals.

2

Aim for sustainability without compromise. For us, it’s not a marketing line – every Wilder product is made using organic or wildcrafted botanicals, minimalplastic packaging and fully recyclable glass.

3

Deliver wellbeing to customers; it’s of increasing importance to them. Wilder blends naturopathic expertise with contemporary wellbeing, offering skincare, body care and inner-wellness tailored for today’s overstretched, health-seeking client.

WILDER BOTANICS 55 Lonsdale Road London NW6 6RA wilderbotanics.com wilder.botanics

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GBB 2026 —— W

Wiston Estate

Wiston Estate has provided wines for state banquets at Windsor Castle and collaborated with Simon Rogan on a sparkling rosé

‘W

iston is passionate about working with and for nature.

It was an incredible honour to have our wine chosen for the toast at the King’s state banquet at Windsor Castle in September 2025. What a gift to be able to represent what England can produce. This moment was especially poignant, as the allocation delivered to the royal cellar was among the very last of our 2016 vintage. Our cuvée 2016 has always been a special wine, produced on the tenth anniversary since Wiston’s original vineyard was planted in 2006.

We are all about partnerships, so we were overjoyed to collaborate with Simon Rogan last year on a new sparkling rosé to be served in their restaurants. Seeing Rogan’s sustainable 12-acre farm where the business grows the freshest and most delicious ingredients was deeply inspiring. It resonated with our values here on the estate. Bringing together our wine with the exquisite food crafted by the Rogan team was a milestone and great honour for us as a family.

One of the most exciting things about 2025 was welcoming a deeply knowledgeable ecologist onto our team full time.

Both my husband Rick and I are passionate about using the land in a way that begins to address some of the very large

challenges coming down the track at us all. An estate is a great canvas for unearthing real-world data on soil, insects, birds, what’s proliferated and what’s under threat. When we have data, we can look for solutions.

As part of Weald to Waves, we have joined other landowners to create a 100-mile nature corridor that connects fragmented wildlife and boosts biodiversity. This is essential for everything from food production to addressing energy and climate issues.

In November, we won the Farm-Environment Partnership Award at the Schöffel Countryside Awards. This honour recognised the work we do with many partners, from farmers and conservation groups to academics at the University of Sussex.

Working together makes a real difference to our environment and community, and we are very proud to be part of this impact.

The health of the soils that we pass on to our children is a key marker of success. Being a family business, we hope to pass on something that is thriving in all senses – above and below the ground – for people and nature. The lesson we have learnt again and again is you can’t do this on your own.’

Kirsty Goring, brand director

‘Working together with partners makes a real difference to our environment and community, and we are very proud to be part of this impact’ 320

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HOW TO BE A 21ST CENTURY BRAND

1 2

Reconnect people with the land we live on. People see our vines and connect them with the wine in their glass. In this meta-world, this is of vital importance.

Provide education through bespoke experiences. Through our tours and hospitality, guests learn about wine production, nature and land management.

3

Share your story. We’re not a brand invented with spreadsheets and marketing plans, but a family story that has evolved into a wine and experience to be shared and celebrated.

WISTON ESTATE North Farm, Washington West Sussex RH20 4BB +44 (0)1903 877845 wistonestate.com wistonestate

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GBB 2026 —— W

WOOLF Interior Architecture & Design

Verity Woolf founded her design practice 17 years ago to create characterful interiors for private homes, hotels and private members’ clubs

322

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HOW TO BE A 21ST CENTURY BRAND

1

Build community through storytelling. We partner with artisans to create an integrated design approach, demonstrating that modern brands thrive through cultural exchange.

2 3

Have an adaptive design philosophy. WOOLF des gns or u d modern lifestyles, creating interiors that feel personal, immersive and contemporary.

Marry tradition with innovation. WOOLF merges three decades of design expertise with current sustainability practices, embracing environmental responsibility, and evolving technologies.

WOOLF INTERIOR ARCHITECTURE & DESIGN 11 Kingsdown Close London W10 6SW +44 (0)20 8960 6858 The Bath Brewery, Tollbridge Road, Bath BA1 7DE +44 (0)1225 445670 woo nter or.com woo nter ordes gn

‘We often turn to the screen for interior cues, drawing cinematic ins iration rom mood scu tura fi m sets’

‘O

ur studios in London and Bath design homes, hotels and private members’ clubs with specialist expertise in historic design for listed properties. WOOLF Interior Architecture & Design was established 17 years ago and, over time, our work has evolved in step with the pace of technological change.

We have always been forward-looking and were quick to adopt technology, such as CAD and AI, that make us nimble and allow more space for creativity. We still rely on traditional skills and craftsmanship, but enhancing the fluidity of the process enables us to show our clients detail, make rapid changes and work collaboratively, which is terrific.

Equally important to our practice is the close collaboration we maintain with our professional partners and industry colleagues.

Interior design has always been a joint venture – based on dialogue, technical skill and the shared vision of the artistic team and client.

This ethos sits at the heart of every project.

Creatively, we have built relationships with other like-minded leading brands in fashion, textiles and furniture. Collaborations between WOOLF and fashion houses such as Pucci, Stella McCartney, Pierre Frey and Lara Bohinc inspire and elevate our work.

We’ve worked with art galleries, artists and acclaimed makers across all disciplines, from carpentry and lighting to textiles and glass.

It’s from these relationships, and from keeping our eyes and minds open, and our vision wide, that our best work emerges. My background in film and television design remains a valuable influence and we often turn to the screen for interior cues, recently drawing inspiration from the moody, sculptural sets of the House of Gucci for a private members’ club.

The WOOLF team itself operates as a collective – a combination of designers, technicians and finance managers whose complementary skills allow the studio to thrive. Our plans for the future are to keep working alongside great brands and technological advances, and, when working on historic properties, to ensure we honour the design integrity of the original. Every project has its own personality, yet our aesthetic is united by a commitment to minimising environmental impact.

We aim for net zero wherever possible, even within the constraints of listed buildings, using innovative techniques to improve by, say, managing energy efficiency, upcycling and sourcing from local makers.

Ultimately, our goal is to blend tradition and imagination, to create homes and hotels with a sense of balance, warmth, refinement and individuality.’

Verity Woolf, founder countryandtownhouse.com⁄gbb

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GBB 2026 —— Y

Yardley London

Yardley launched Vibrant Peony (above) with cancer charity Look Good Feel Better, while Be a Star (right) is popular with younger customers

324

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HOW TO BE A 21ST CENTURY BRAND

1 2 3

Show social responsibility.

In 2025, we collaborated with UK-based cancer charity Look Good Feel Better for our eau de parfum Vibrant Peony.

Align collaborations.

We’ve built on our heritage through collaborating with other British brands, including British Racing Motors.

Meet demand. Worldwide travel is exposing people to different cultures and tastes. We recently launched a new range inspired by the heady fragrances of the Middle East.

YARDLEY LONDON Kings Court, 185 Kings Road Reading RG1 4EX +44 (0)20 4625 6613 yardleylondon.co.uk yardleylondonuk

‘The Middle East is fascinating due to its distinct scent preferences. The UK is warming to these more sensual and luxurious notes, so we are experimenting with roses and oud’

‘Y

ardley London is one of the oldest British fragrance companies in the world. Established in 1770, it has been a constant in some families, handed down through generations.

Our relationship with overseas countries began with the Commonwealth, predominantly North America, Australia and India, where Yardley’s British heritage and Royal Warrants drew international interest. Since we were acquired by health and beauty giant Wipro in 2010, we have been doing well in the Middle East, too.

Courting this market is fascinating due to its distinct scent preferences.

The global Yardley team has worked with some of the world’s best perfume houses to adapt to the preference of new shoppers. Interestingly, their tastes are filtering through to the west we are experimenting with roses and oud as we see the warming to these more sensual and luxurious notes. We have recently introduced a collection of high-concentration eau de parfum fragrances to our range called Feather and Poise.

China is a huge opportunity. Fragrance has seen enormous growth there, with the market currently worth £3.2bn and set to double in the next five years, driven by en and millennials ounger, more globally minded consumers are already influencing our product development There is now a fashion for having a fragrance wardrobe rather than one

signature scent, and we have expanded our range in response any consumers have several eaux de toilette, which they wear separately or layer to create their own individual fragrance.

In light of this – and to continue increasing our share of the youth mar et we launched two eaux de parfum in : e a iva and e a tar ach retails for ust for ml again, the smaller si ing was in response to fragrance users wanting something small to keep in their bags. They also reinforce our commitment to remaining an affordable luxury brand In terms of how I see our business and our industry evolving, I think we will aim to build on our fragrance expertise and rich heritage while keeping an eye on trends and planning for the future. Collaborations are becoming more important in autumn , ardley ondon introduced au de arfum in partnership with ritish acing otors his exclusive limited edition men s fragrance was launched to celebrate years of British racing heritage.

Corporate responsibility will also remain key for the future. This is not only about sustainability, but also about giving back – to charities, to communities, and to causes that are in need.’

Karen Cullen, general manager and business head countryandtownhouse.com⁄gbb

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GBB 2026 —— Y

Yard-O-Led

Yard-O-Led employs skilled craftspeople and youngsters alike, with each group learning from the other

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HOW TO BE A 21ST CENTURY BRAND

1 2 3

Always have one foot in the future while having one in the past, thereby honouring your history while continuing to innovate.

Innovate in design. This will make your brand feel current, but should never detract from quality.

Consider how manufacturing must go hand in hand with responsibility. With over nine billion plastic pens thrown away annually, a writing instrument that lasts forever can do its part in helping the planet.

YARD-O-LED 5 Piccadilly Arcade London SW1Y 6NH +44 (0)20 3617 4224 yard-o-led.com yardoled

‘The luxury pen is in the same position that the mechanical watch was 30 years ago, when people started once again to appreciate the craftsmanship in clockwork’

‘S

pending more than 20 years founding and building the Bremont brand to help reestablish the UK as a major centre of watchmaking made my brother Nick and I absolutely passionate about British craftsmanship. So, when we heard that Birmingham’s historic Yard-O-Led company needed reviving, we were first in the queue to help Yard-O-Led invented the propelling pencil and can trace its roots back to 1822. It got its name from the fact its pencils could hold a dozen three-inch leads, totalling a yard in length. We now manufacture fountain pens and ballpoint pens, too, always with sterling silver or gold barrels. Of the 122 pen companies that once existed in Birmingham alone, Yard-O-Led is the only survivor.

I really believe the luxury pen is in the same position that the mechanical watch was 30 years ago, when people began to turn away from quart models and started to once again appreciate the craftsmanship in clockwork. Likewise, more people are returning to pens as an antidote to keyboards, smartphones, texts and emails.

A handwritten letter is just so much more meaningful – and a pen makes a superb present to mark everything from an 18th birthday to a christening, graduation or even a marriage. They are poignant objects.

When we took over Yard-O-Led in early 2024, it had just three employees in the workshop. Now, we have 11 craftspeople and have recruited several young apprentices to learn the traditional skills needed to produce our pens and pencils. They are learning from the metalworkers who have been with the company for decades, being taught for example, how to use our historic engine-turning machines. Of the 12 of these machines that remain in the country, we have three.

While learning traditional skills, the apprentices are also introducing traditionalists to new techniques such as laser engraving, which will ensure Yard-O-Led prospers for another 100 years.

Our pens and pencils were once available in every high street jeweller and pen retailer in Britain. In September last year, a new frontier was opening our first ever store since in ondon s Piccadilly Arcade. This was a momentous moment, bringing our beautiful pens and pencils back to the heart of the city where our story began. Our aim now is to get them back into those shops, and into retailers around the world.’

Giles English, co-owner countryandtownhouse.com⁄gbb

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GBB 2026

Index A

Allianz Stadium, Twickenham And So To Bed Annoushka Apollo Art Auctions Ascot Racecourse Avalon by Loomah

78

80 82

84

Edmiston Edward Green Elegant Resorts ELEMIS EVE LOM

Bamford Banham Barbour Battersea Power Station Berry Bros. & Rudd Bittescombe Lodge & Deer Park The Body Shop Boodles British Racing Motors

C

Cadogan Cambridge Satchel Carrier Catchpole & Rye Chapman Christy Coco Wolf Cole & Son Colefax and Fowler Cordings Crockett & Jones

D

Daylesford Organic Daylesford Stays De Beers London Deirdre Dyson de Le Cuona Delta Roam DEPLOY Difference Coffee Dr Haus Dermatology

152

154 156

158

160

86

F

B

328

76

E

88 90

92

Fairfax & Favor Farrar & Tanner Favourbrook Floris London

162

164

166

168

94 96

98

100 102 104

108 110 112

114 116

118

120

G

Genaura Gieves & Hawkes GP & J Baker

H

Helen Green Design Holland & Holland Holland Cooper Hommage Art The House of Bruar The House of Creed

174

176

178

180 182

184

126

128

132

134 136

138

140

J

James Purdey & Sons Juliette Byrne

K

Katharine Pooley Kiki McDonough Knowles

La Fête Lawson Robb LINLEY Lock & Co. Hatters 1508 London London Square

M

Manolo Blahnik Martin Kemp Design Medik8 Morris & Co. Mr & Mrs Smith

N

National Portrait Gallery Native Land Neal’s Yard Remedies Neatsmith Neptune New & Lingwood N.PEAL

206

208 210 212

214

R

Rachel Vosper Rathbones Group Plc Really Wild Rigby and Rigby 886 by The Royal Mint

264 266 268 270 272

216

S

220 222

224

226

228

232

234 236

238

240

242

244

Sanderson Scott Dunn The Shard Sims Hilditch The Sloane Club Smallbone Sofas & Stuff Swaine London

T

Taylor Howes Thomas Lyte Thom Sweeney Town Hall by Bottaccio True Entertainment Turnbull & Asser The Turquoise Holiday Company

276 278 280 282 284 286 288 290

294 296 298 300 302 304 306

186

188 190

122

124

L

196

198

200

202

O

OKA OSKIA

P

Penhaligon’s Peter Harrington The Pig Hotels PoB Hotels Pragnell

246

248

254 256

258

260

262

V

Vispring Vivienne Westwood

W

Westley Richards Wilder Botanics Wiston Estate WOOLF Interior Architecture & Design

312 314

316 318 320 322

204

142

144

146

148

Y

Yardley Yard-O-Led

324 326

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T: +44 (0)20 7349 7055 E: sales@jowebster.com E: lettings@jowebster.com W: www.jowebster.com IG: @jowebsterproperties

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