Championing the best of British | Charlotte Keesing, Director, Walpole

You joined Walpole over 18 years ago and have been part of some incredible moments for the luxury industry and British craftsmanship. What first drew you to working with Walpole?

Walpole champions the finest British luxury brands, and the opportunity to help develop and promote, them both individually and as a collective, was incredibly exciting.

I started my career in advertising, production, sponsorship, and events agencies. When I left agency life, I knew I wanted to specialise in luxury. At the time, I was working on a strategy project for a Walpole member when my colleague Karen Bennett mentioned the role. It felt like a perfect fit. My client management background aligned with Walpole’s community-building goals, and my broader marketing experience matched its mission to promote, protect and develop British luxury. The chance to combine my skills with a real passion for the sector was irresistible.

‍‍Over your time with Walpole, what would you say has been one of your career highlights or defining moments to date?

There are so many, and I feel incredibly lucky that I get to work with the most fascinating and inspiring people across our membership, partners, team and the wider luxury community. If I had to pick a couple of highlights, then launching and growing Brands of Tomorrow. It was one of my first projects at Walpole and eighteen years on, it continues to nurture emerging talent and has had a significant impact on the sector. Likewise, developing Walpole’s international presence. We’ve built strong partnerships in key markets, helping members grow globally and positioning British luxury on the world stage. From tailored market initiatives to showcasing at international events, this work has helped establish the global relevance of British luxury.

When I joined, Walpole had 100 members and a team of four. Today, we have 250 members and partners, with work spanning community engagement, representation in both the UK and in Europe, insights, mentoring, ESG, and international strategy as well as a packed programme of events including our annual Walpole British Luxury Summit and Awards. It’s been enormously rewarding to help shape that growth and be part of a sector that is fast growing, customer centric and looking to the future.

‍We all strive for the perfect work-life balance. How do you achieve that?

When you're passionate about what you do and surrounded by incredible people and brands, the boundaries blur in the best possible way. Of course, there are challenges, but the excitement of working in such a dynamic industry with so much room for growth makes it all worthwhile. I'm fortunate to have a wonderful husband and son, and now a new puppy too. As a working parent, I think it's always a juggle, but I’m energised by both work and family life so I'm not sure I necessarily distinguish between the two in the traditional sense.

We love reading Walpole’s "Out of Office" feature. So, this time, it's over to you, where do you like to go for some R&R?

Any who knows me will know that I love travel and adventure, time in galleries and the theatre and I love all things health and wellness.

Founded in 1992, Walpole has witnessed immense change and numerous challenges in both the UK and the luxury industry. The organisation has navigated multiple government transitions, policy and legislative changes, technological advancements, sustainability developments and of course, the constant evolution of luxury consumers.

Throughout it all, Walpole has worked tirelessly as a key representative of our industry, advocating for British luxury at the highest levels and protecting British craftsmanship and artisans. Their efforts ensure that traditional craft continues to thrive while championing both heritage brands and the emerging luxury brands of tomorrow, all while protecting, promoting, and developing a sector worth an incredible £81 billion to the UK economy.

‍

During your time with Walpole, what would you say has been the most noticeable shift in the British Luxury market?

I think one of the most pronounced shifts has been around experiences and customers and guests seeking memorable experiences that connect on an emotional level, a quote from Jo Malone London’s global creative sums it up best: “The product is the souvenir of the experience” a perfect reflection of what customers value most today.

The rise of British luxury over the past decade has been remarkable. Since 2014, when Walpole began publishing economic impact data, the sector has grown from £31bn to £81bn - a 161% increase- with significant growth in both exports and employment.

In terms of the future, I’m also really excited by the intersection between luxury, wellness and biohacking, it’s an area with huge innovation and growth potential reflecting shifting consumer priorities.

‍ Why do you believe we have one of the best luxury industries in the world and what is it that we deliver here in Britain that you can’t find anywhere else in the world?

I’m biased, but there is something truly special about British luxury, it has a wonderful obsession with making beautiful things that are both useful and enhance daily life – the perfect marriage of form and function. A Northamptonshire shoemaker doesn't just craft a beautiful shoe, they design it for perfect support and to get better with every wear. A Scottish distiller doesn’t just craft something that tastes exceptional, they create a spirit that tells a story and brings people together. Similarly, a bespoke Savile Row suit isn’t only about looking impeccable and feeling confident; it’s designed to move with your body and stand the test of time.

British luxury also sits well with the shift to quiet luxury– our style and approach is refined, understated and timeless.

‍

British luxury also feels more inclusive, more approachable and welcoming. It doesn’t aim to exclude, but to invite people into something extraordinary and share its stories with them. Whether you’re stepping into a British luxury hotel or one of our member’s stores, there’s a sense of, “Come in, let us show you something remarkable,” rather than, “Prove you belong here.”

British luxury is also defined by its ability to reinvent within tradition. Burberry, for example, has become a digital pioneer while staying true to its heritage, and our automotive brands continue to push technological boundaries without losing their unmistakable British identity. Tradition in this sense isn’t about preserving the past for its own sake, it’s about carrying the best of it forward and keeping it culturally relevant for the future.

Walpole is known for uniting its iconic brands, and we loved collaborating with you to bring this vision to life through House of Walpole, showcasing ‘the very best of British.’ What did you love most about the collaboration?

I think the aspect I loved most about the project was the scale and ambition to create a beautiful showcase of British luxury design, art, creativity and style which perfectly blended heritage with modernity.

‍We know that sustainability is a key focus of your work, and we recognise the growing consumer demand for brands whose values align with their own. How is Walpole supporting the luxury industry in maintaining high standards while continually improving its sustainability efforts?

Sustainability has become a major focus in recent years. In2020, we launched the British Luxury Sustainability Manifesto with support from McKinsey & Company and input from leading luxury groups and experts. It provides a clear blueprint for Walpole members to shape their sustainability strategies. Our working groups have created dynamic forums for sharing insights, experiences, and best practices, helping to accelerate progress across the sector. The level of collaboration within the Walpole community has been truly inspiring and remains one of our greatest strengths.

Most recently, we refreshed the Sustainability Manifesto to reflect the evolving ESG agenda and the progress made across our membership. In partnership with McKinsey & Company, we also launched a first-of-its-kind Biodiversity and Nature Assessment for the UK luxury sector, recognising the deep connection between luxury and the natural world.

This year, we've expanded our commitment to inclusivity with the launch of the Inclusive Luxury series, developed in collaboration with DEI pioneers The Outsiders Perspective and Minority Report. We also relaunched our Women in Luxury programme with leadership coach Jo Glynn-Smith, supporting the career progression and development of the exceptional female talent within the Walpole community.

‍You represent some of Britain's most established brands with rich heritage and history. How important is heritage in today's luxury market, and what can established brands and emerging newcomers learn from each other - whether that's leveraging historical legacy or harnessing the advantages of being new to the market?

Heritage and newness both serve vital roles in today's luxury landscape, they're not opposing forces but complementary strengths that enrich the entire sector, which we see this especially in the supportive relationship between our Brands of Tomorrow and our wider membership community.

For our established brands, their heritage is central to their value proposition. Centuries of craftsmanship, refined techniques passed down through generations, and authentic storytelling create an emotional connection that simply cannot be created overnight. When a customer buys apiece from a British luxury brand or stays in one of our legendary hotels, they become part of that story.

But newness brings equally important qualities. Emerging brands often approach luxury with fresh eyes, unencumbered by traditional ways of doing things. They can be more agile in responding to changing consumer values and preferences - whether that's sustainability, inclusivity, or digital innovation and often pioneer new approaches that eventually influence the entire industry.

What’s fascinating, and where the magic exists, is how much they learn from each other. Rather than competing for the same space, they're often serving different consumer needs and moments.  Ultimately, both contribute to making British luxury more dynamic and globally competitive. A healthy luxury ecosystem needs both the gravitas of heritage and the energy of innovation.

‍With rapid advances in technology, how do you envision the role of innovation in luxury design evolving?

British luxury is founded on innovation, if you look back into the history of so many of the most well-known and successful luxury brands of today, there was usually founder who identified a problem they could solve or an opportunity that could create through innovative idea or approach. Thomas Burberry and Josiah Wedgwood are just two examples of innovative founders determined to create new materials and approaches to manufacturing that have revolutionised not just their own companies but industries. That spirit of innovation is still very much at the heart of British luxury brands today both in the product and experience design but also in approach to communications and business practises. I think people working in luxury are often creative problem solvers, always thinking about the needs of our customers and guests and focused on continuously improvement in the pursuit of excellence.

‍

CHARLOTTE KEESING | Director - Walpole

W: Walpole

E: membership@thewalpole.co.uk

LI: Walpole

IG: Walpole_UK

‍