A sought-after luxury consultant, trainer, speaker, and guest lecturer at top institutions—SMU Academy, EHL, ESSEC, and NUS—Matthias Weiskopf doesn’t just talk luxury; he’s been in the driver’s seat for over two decades.
With 25 years of high-octane experience spanning Europe, Asia, and the Middle East, Matthias Weiskopf has steered the luxury industry’s most iconic automotive marques, including Porsche, McLaren, Ferrari, BMW, and Jaguar.
From accelerating McLaren’s presence in North Asia to leading Porsche Centre Hong Kong as General Manager, he has masterfully engineered market expansions, crafted retail networks, and—closest to his heart—ignited unparalleled customer engagement.
Now, as the driving force behind Luxe/Link, his consultancy and knowledge platform, Matthias Weiskopf reshapes the evolving landscape of luxury in Asia, championing experiences that blend emotional resonance with operational excellence.
In this exclusive interview with Matthias Weiskopf by Florine Eppe Beauloye, founder of Worthbury, expect a ride packed with insights as diverse as Asia’s luxury markets.
Worthbury: What were the biggest challenges you faced when expanding McLaren into North Asia, and how did you overcome them?
Matthias Weiskopf: When I led McLaren’s expansion into North Asia, I was responsible for shaping the business across sales, marketing, and after-sales, representing the brand as principal while negotiating with retail partners in Hong Kong, Taiwan, South Korea, and India.
One of the biggest challenges was navigating the very different levels of market maturity and brand awareness across these countries.
For example, Hong Kong had a well-established collector scene with clients who already owned multiple supercars. In many cases, the appreciation for high-end performance vehicles ran deep—across two or even three generations of a family. The focus there was on refining the brand narrative, strengthening community engagement, and offering exclusive experiences that resonated with a highly knowledgeable and legacy-driven customer base.
On the other end of the spectrum, India was a white space. We were launching the brand from scratch—building awareness, educating prospects, training retail staff, and adapting the global positioning of McLaren to a market where infrastructure, pricing, and even basic brand recognition were still developing.
What tied all these efforts together was a hyper-local approach: aligning closely with local partners, understanding customer psychology in each market, and ensuring that the McLaren experience was both consistent with the brand’s global DNA and tailored to local expectations.
The next generation of affluent consumers in Asia is no longer easily impressed by badge value alone. They expect relevance, recognition, and resonance. This is where the emotional and experiential side of luxury becomes crucial.
Worthbury: Drawing from your leadership roles at McLaren and Porsche across Asia, how do you see the luxury automobile sector evolving to meet the demands of Asia’s affluent consumers?
Matthias Weiskopf: Luxury and supercar brands naturally continue to push the boundaries of product performance—more power, more speed, more advanced technology. But in Asia, there’s a practical ceiling to how much of that can be experienced. The lack of suitable roads and limited access to racetracks means that the full potential of these cars often remains theoretical for most owners.
Brands need to evolve from being admired from afar to being felt up close.
The next generation of affluent consumers in Asia is no longer easily impressed by badge value alone. They expect relevance, recognition, and resonance. It’s no longer just about what the product can do—it’s about what the brand does to connect with them.
Brands need to evolve from being admired from afar to being felt up close. That means more curated experiences, deeper engagement, and locally relevant storytelling. “Money-can’t-buy” experiences—private previews, factory access, intimate brand moments—are becoming a key differentiator. They create emotional equity that goes far beyond product specifications.
For Porsche, McLaren, and others in the segment, the future lies in strengthening the brand–client relationship beyond the product—building communities, creating access, and offering touchpoints that feel personal and meaningful to each market.
As technology becomes more capable, so must the human element.
Worthbury: The luxury landscape in Asia is evolving rapidly, with artificial intelligence emerging as a disruptive force in personalization, customer experience, and operational efficiency. From your perspective as a luxury retail expert and consultant, how do you see AI reshaping the future of luxury brands in Asia, and what opportunities or pitfalls should professionals be mindful of as they integrate this technology?
Matthias Weiskopf: The more important question isn’t just what AI can do—it’s what we want it to do for us, on our behalf, and in support of human relationships.
In the context of luxury, AI can unlock incredible value. It allows brands to analyse vast amounts of customer data faster and more intelligently, streamline operations across touchpoints, and deliver hyper-personalized experiences that feel intuitive and relevant.
But there’s a caveat. As technology becomes more capable, so must the human element. The role of the brand ambassador, sales advisor, or service team member becomes even more critical—because luxury is still, at its core, about human connection, trust, and emotion.
Use AI smartly—to enhance those rare and meaningful brand–customer moments, to anticipate needs better, and to deepen the sense of personal recognition that defines true luxury.
Brands shouldn’t view AI as a replacement, but as an amplifier. The goal is not to automate away the human experience, but to use AI smartly—to enhance those rare and meaningful brand–customer moments, to anticipate needs better, and to deepen the sense of personal recognition that defines true luxury. Those who strike that balance well will create stronger loyalty and differentiation in Asia’s increasingly sophisticated luxury landscape.
Worthbury: Personalization is a key trend in luxury. Can you share an example of how luxury brands can effectively implement hyper-personalization in Asia’s diverse market?
Matthias Weiskopf: Hyper-personalization is only meaningful when it reflects a truly customer-centric approach—not just automation or segmentation, but real clienteling. In my view, this comes to life across three key areas: product, service and engagement, and communication.
Product: In the luxury automotive space, personalization starts with configuration and can go all the way to one-off creations. From “paint-to-sample” finishes to bespoke interiors, customers can shape the vehicle to reflect their identity. But for the most loyal clients, the experience goes further—true exclusivity, like access to brand pinnacle products or special commissions, becomes something that must be earned, not simply bought. This sense of access through relationship is at the heart of clienteling.
In Asia, where luxury is highly aspirational but varies significantly by culture and maturity, understanding the customer’s priorities and preferences is essential.
Service & Engagement: Clienteling is most powerful when it guides how and when we engage. In Asia, where luxury is highly aspirational but varies significantly by culture and maturity, understanding the customer’s priorities and preferences is essential. Some may appreciate private previews; others value discretion. Offering standardised event invitations or generic gifts misses the point. Luxury brands need to tailor their gestures based on what truly resonates with each individual—even if they never explicitly ask for it.
Communication: Clienteling also means knowing how to speak to each customer. Beyond preferred channel or frequency, the tone, content, and timing of communication should reflect a deep understanding. It’s not about sending more messages—it’s about sending the right ones. Done well, this creates a sense that the brand isn’t just tracking transactions, but building a relationship.
Worthbury: Sustainability is increasingly important in luxury. What advice would you give to luxury brands in Asia looking to authentically incorporate sustainable practices into their business models?
Matthias Weiskopf: The first step is to recognize that sustainability means different things to different audiences. Cultural context, generational values, and personal priorities all shape how it’s perceived—especially in Asia’s highly diverse markets.
[On sustainability] HNW and UHNW clients don’t want to feel lectured or limited. Instead, brands should invite them to extend their possibilities—offering the option to choose more consciously, without compromising on experience, quality, or status.
That said, some principles are becoming universal. Reducing unnecessary energy use, eliminating waste, and designing longer product lifecycles are no longer optional—they’re part of a basic expectation, even among the ultra-wealthy.
But with HNW and UHNW clients in particular, it’s crucial to avoid a prescriptive or moralising tone. They don’t want to feel lectured or limited. Instead, brands should invite them to extend their possibilities—offering the option to choose more consciously, without compromising on experience, quality, or status.
Continuous product innovation, the creative use of alternative materials, and supporting the circular economy through certified resale or restoration programmes are smart, tangible ways to contribute to sustainability. When done well, these actions don’t just tick boxes—they enhance the brand narrative and deepen the emotional connection with today’s discerning luxury customer.
Worthbury: HBO’s The White Lotus has driven significant spikes in hotel search activity across key Asian markets like Hong Kong, Singapore, Malaysia, the Philippines, and Indonesia, reshaping luxury market positioning through entertainment. How can brands in Asia leverage this surge in visibility—such as that seen with Four Seasons Koh Samui—to enhance consumer engagement and redefine their luxury offerings?
Matthias Weiskopf: Asia is home to a rich and varied luxury hospitality landscape—one that appeals both to regional travellers and international guests. But it’s important to understand that the type of holiday and guest expectations vary greatly between markets.
Take Singapore as an example. It’s perfectly positioned for extended weekends, stopovers, or business-leisure (bleisure) travel. Guests might be attending a global conference, an international concert, or embarking on a cruise—all of which are supported by a highly strategic ecosystem. The Singapore Tourism Board plays a key role in aligning stakeholders to consistently elevate the destination’s appeal. It’s a city that understands how to choreograph luxury.
Meanwhile, destinations like Thailand or Indonesia offer more immersive, escape-style retreats. In all cases, however, the expectations have shifted. Hardware—luxurious rooms, fine dining, amenities—is now considered a given. It’s the software that matters: the ability to deliver truly bespoke service and tailor experiences in a way that feels personal and relevant.
Entertainment may open the door, but it’s the personalized experience that ensures they stay.
This is particularly important for younger Asian travellers, who expect to enjoy without compromise and often don’t give second chances. For brands, the opportunity lies in storytelling, emotion, and memory-making—creating moments that guests want to share, relive, and return to. Entertainment may open the door, but it’s the personalized experience that ensures they stay.
Worthbury: Southeast Asia is marked by fast-growing economies and youthful populations. Drawing from your experience in markets like Singapore, Indonesia, and Thailand, how should luxury brands adapt their strategies to captivate this dynamic demographic while fostering long-term brand loyalty?
Matthias Weiskopf: My recommendation is two-fold: listen to learn, and tell your story right.
First, brands need a deep and evolving understanding of their target audience. In Southeast Asia, an age gap of just five to ten years can drastically shift values, behaviours, and expectations. What resonates with a 35-year-old entrepreneur in Jakarta may be entirely different from what a 25-year-old creative in Bangkok values. You can’t afford to generalise—you have to stay tuned in.
Use data and technology to uncover insights and personalize engagement—but double down on excellent personal service. That’s where trust is built.
Younger audiences are curious, fast-moving, and eager to experience. To earn their trust, brands must be relevant in the context of their lives, not just in terms of product, but in timing, tone, and access. Use data and technology to uncover insights and personalize engagement—but double down on excellent personal service. That’s where trust is built.
On the storytelling front, clarity is key. Make sure your brand communicates what it stands for—and why that matters to this audience, in their cultural context. Relevance doesn’t mean abandoning heritage; it means translating it in a way that speaks to today’s mindset.
Ultimately, brands need to invest in both technology and training—not as separate tracks, but as a combined force. Tools can enable insight, but it’s the human touch that creates loyalty.
Worthbury: As a lecturer at SMU, what do you emphasize most when teaching the next generation of luxury professionals?
Matthias Weiskopf: At SMU, my main focus is to help students and professionals develop a deeper understanding of what it really takes to succeed in today’s luxury environment—beyond the obvious.
We spend a lot of time discussing what luxury actually means to different audiences. It’s not a fixed definition. It depends on context, culture, and personal values. Understanding the psychology of clients, especially HNWI and UHNWI, is essential—knowing what they expect, what they value, and how to deliver a brand experience that truly resonates with them.
Product and brand knowledge is expected as a given—but it’s no longer enough. What sets someone apart is the ability to make the offering relatable and relevant to the individual. That requires curiosity, empathy, and a willingness to go beyond the script.
I encourage students to keep learning—not just about the brand they may work for, but about the evolution of luxury products and experiences, the changing expectations of customers, their local market, and emerging global trends. We talk a lot about clienteling—how to build real relationships, not just manage transactions.
That human connection remains the most powerful differentiator in luxury—and it’s something that can be taught, refined, and mastered with the right mindset.
Technology and data can support this, but at the core, it’s about people. That human connection remains the most powerful differentiator in luxury—and it’s something that can be taught, refined, and mastered with the right mindset.
Worthbury: In your consulting work, what is the most common challenge you help luxury brands address?
Matthias Weiskopf: Most of the brands I work with already have strong brand equity and a solid product portfolio —that’s rarely the issue. The real challenge lies in customer engagement, effective lead conversion, and the internal alignment across departments like sales, marketing, and CRM.
While many brands claim to be customer-centric, the reality is often quite different.
One of the recurring questions I ask clients is: “Who really owns the customer?” Is it the brand? The retailer? The individual client advisor? Often, there’s a lack of clarity—and that creates friction, missed opportunities, and inconsistent experiences. While many brands claim to be customer-centric, the reality is often quite different. Activities remain siloed, and the needs of individual clients—especially in the high-net-worth and ultra-high-net-worth space—are not addressed with the level of personalization and consistency required.
My work focuses on helping brands build internal alignment and define a more outcome-based approach to client engagement—where each stakeholder, from HQ to front-line staff, understands their role in delivering value. It’s about connecting the dots between data, tools, training, and mindset—and ensuring that the brand promise is felt by the client at every touchpoint.
Worthbury: What is your perspective on the future of luxury in Asia, and how should luxury professionals prepare for it?
For generations, Western luxury brands—particularly from France, Italy, and Germany—have dominated the global luxury landscape across categories like fashion, beauty, jewelry, and automotive. Their heritage, craftsmanship, and engineering excellence set the standard. In Asia, these brands continue to enjoy strong recognition and admiration.
Younger generations of Asian luxury consumers are becoming more confident in their preferences, and less reliant on legacy brands as default status symbols.
However, the landscape is shifting. Younger generations of Asian luxury consumers are becoming more confident in their preferences, and less reliant on legacy brands as default status symbols. At the same time, regional brands across fashion, beauty, hospitality, and even mobility are gaining ground—offering competitive quality, culturally attuned experiences, and a more instinctive understanding of local values and behaviours.
In this context, Western luxury brands need to continuously step up to remain relevant. It’s no longer enough to rely on heritage alone. Local relevance, speed, and emotional intelligence will define future success.
For luxury professionals—whether representing a global brand or a rising Asian player — the task is clear: be close to the individual client. That means being fast, flexible, and truly customer-centric. A strong service mindset, curiosity, cultural awareness, and the ability to listen and respond meaningfully will be key.
It’s the interplay of insight, empathy, and agility that will define the next era of luxury in Asia.
Luxury professionals must also understand that client expectations are no longer static. They must stay curious, continually learn about evolving definitions of luxury, sharpen their clienteling skills, and combine technological tools with a human touch. It’s the interplay of insight, empathy, and agility that will define the next era of luxury in Asia.
Worth sharing
A book worth reading:
My current pick is Status and Culture by W. David Marx — a sharp cultural analysis of how our need for social rank shapes taste, identity, and luxury itself. What makes it especially compelling is that it’s written by a Westerner who has spent years immersed in Asian culture. He manages to decode behaviours and value systems across both Western and Eastern contexts, which makes the book highly relevant for anyone working in or around the luxury space in Asia today.
A luxury leader worth knowing:
Sonia Cheng, CEO of Rosewood Hotel Group. She has redefined luxury hospitality by blending cultural authenticity with personalized experiences, setting new standards in the industry.
Your definition of ‘worth’ in one sentence:
Worth is the lasting impact you create when relevance, empathy, and excellence align— for one client at a time.
Three qualities that define a great luxury leader:
Empathy – to understand both clients and teams deeply, and to create meaningful connections.
Clarity of vision – to guide the brand with purpose while staying relevant in a fast-changing world.
Commitment to people development – to foster a culture where soft skills, curiosity, and service excellence are actively nurtured and rewarded.
Three qualities that define a great luxury leader: For me, inspiring and effective leadership in luxury is grounded in three core traits: (1) Lead with values, (2) Lead with empathy, (3) Lead change with vision, curiosity, and a learning mindset.
At Worthbury, we celebrate the luxury leaders shaping the industry. Our Leaders of Luxury series brings you conversations worth reading with those worth knowing, offering exclusive insights into their vision and impact.