Unpacking luxury and why it’s not entirely “anti-growth.”

I’ve been saying that I challenge rapid growth, and I think it’s easy to misunderstand. It may sound like I’m against growth altogether; however, I’m not. In fact, growth is necessary. It’s what gets a business going. Growth creates momentum and gives proprietors a sense of purpose. But what I question is the way growth is often pursued — quick-paced, wide-reaching, with little control.

Depth vs Width

Most businesses are taught to grow in width — More customers. More reach. More visibility. But luxury has always grown differently. It grows in depth. Think: instead of reaching 1,000,000 customers, foster genuine relationships with 1,000 patrons. High-speed growth often breaks the soul of the brand. Your personal touch gets lost in translation. By growing slowly and steadily, the 100th customer gets the exact same magic as the 1st.

Select Few vs Critical Mass

There’s also a misconception around what “success” looks like, and that legacy is reserved for the largest, most visible brands. However, once you’ve travelled around. The strongest legacies are not widely visible. In fact, they exist quietly. A good example is Scabal from Savile Row, the home of British tailoring. Scabal has been crafting traditional and modern-style suits for nobles and the affluent from its highly coveted address ever since. They are deeply respected within the right circles. This proves that you can be highly profitable without being everywhere. You can build something enduring without becoming a household name. And part of that allure comes from not being for everyone. Adding to that “if you know you know” insider allure.

Specialising vs Commoditising

This is the part where the very idea of growth and scale becomes a form of devaluation. The more exposed something becomes, the less distinct it feels. The more available, the less considered. What once felt special starts to feel common. It’s not because the business is failing. But because it is losing its position, this is where commoditisation begins. Luxury understands this well; Supply is controlled, and access is deliberately limited. This creates desire.

In conclusion, these points are not arguments against growth. It is more about being intentional with it. Growth should not come at the expense of clarity. It should strengthen the business, not dilute it. At a certain point, the work is no longer about expanding further. It’s about holding the standard, protecting what makes the business distinct, and knowing where to stop. This is the part that requires discipline, and almost always, what people in business avoid. Indeed, “doing more” has been a default for most in business. Refining with restraint is harder. But that’s where better and enduring businesses are built. Not just ones that grow. But ones that last. Again, I’m not anti-growth; I’m more for considered growth.

If anything, it’s about building something that is worth keeping for generations to come.