Building brands that last
Why luxury needs long-term people
In luxury, we talk a lot about legacy. Craftsmanship. Patience. Timelessness.
But increasingly, those values aren’t just reflected in the products—they’re showing up in the people behind them. More and more, we’re seeing luxury houses move away from short-term or reactive hiring, and instead focus on building internal teams with staying power.
As a partner to some of the world’s most recognisable names in luxury, we’ve seen this shift firsthand. The brief is changing. It’s no longer just “find us the best”. It’s “find us someone who’s going to grow with us, evolve with the brand, and help us shape what comes next.”
And that subtle change is saying something big.
Building brands that last: why long-term hires matter more than ever
Luxury isn’t built in a sprint. The kind of deep brand equity that companies like Hermès or Chanel enjoy comes from decades—sometimes centuries—of consistent identity. But that consistency doesn’t happen by accident. It’s driven by people. People who understand the brand’s story, who are invested in its values, and who are given the space and support to lead over time.
What we’re hearing from clients today is clear: it’s not just about capability. It’s about commitment.
We’re in an era where change is constant—especially across digital, consumer behaviour, and sustainability. So there’s real value in placing leaders who bring stability and strategic vision over the long term.
Case in point: who’s doing it well?
Hermès is a masterclass in long-term thinking. Whether it’s the artisans crafting their bags or the executives shaping their global footprint, there’s a culture of longevity and internal growth that few others can match. It’s no coincidence that they’re also one of the most consistently successful luxury brands on the planet.
Brunello Cucinelli, too, leads with a human touch. Their philosophy of “humanistic capitalism” isn’t just branding—it’s baked into how they treat people. That care translates into loyalty, which translates into long-term hires who feel part of something bigger.
Even LVMH, with its vast portfolio, has doubled down on internal leadership development and succession planning. They know that the next great creative or commercial director might already be within their walls—they just need the right path to grow.
Burberry
As one of the UK’s most iconic heritage brands, Burberry has made talent development a strategic priority in recent years. Since the arrival of Jonathan Akeroyd as CEO and Daniel Lee as Chief Creative Officer, there’s been a clear shift toward cultural clarity and internal cohesion. Burberry’s Graduate Programme and internal mobility focus show a commitment to shaping leaders from within—aligned with their broader brand reinvention strategy.
Mulberry
Known for its British craftsmanship and Somerset-based factories, Mulberry is a proud advocate of “Made in England.” The brand has invested heavily in apprenticeships and long-term training schemes for artisans and production talent. By anchoring its manufacturing and hiring locally, Mulberry is safeguarding both brand authenticity and community engagement for the future.
Barbour
A family-run business for over five generations, Barbour is a master of slow, purposeful evolution. Its focus on intergenerational leadership and sustainable hiring speaks volumes about the brand’s long-term vision. Many team members have been with the company for years, and there’s a clear emphasis on values-driven recruitment, both at HQ and in retail.
Aston Martin
In the world of luxury automotive, few names carry the weight of Aston Martin. The brand has increasingly focused on long-term leadership hires as part of its transformation strategy under Lawrence Stroll. They’ve also developed dedicated graduate schemes and engineering pathways, helping build homegrown talent with deep brand loyalty.
Jo Malone London
Jo Malone still champions British sensibility and brand storytelling. The team has a strong focus on training, internal development, and creative consistency—critical when the brand’s strength lies in emotional connection and narrative-driven products.
What this means for recruitment in luxury
From our vantage point, this shift has real implications for how brands approach hiring—and how partners like us support them.
Here are a few takeaways for hiring leaders:
🔹 Prioritise potential over perfection
That CV might not tick every box today, but what matters is where that person can be in three, five, or ten years. Invest in potential.
🔹 Cultural fit isn’t just nice to have—it’s essential
If you want people to stay, they need to feel connected to the brand on a values level. That starts in the interview process.
🔹 Permanent hires need permanent support
Onboarding, mentorship, and internal mobility aren’t just HR buzzwords. They’re key to long-term retention.
🔹 Work with partners who see the long game
At Consumer Exec, we don’t just fill roles. We build leadership pipelines—placing people who are ready to lead today and grow tomorrow.