Walpole: When did you join Walpole?
Theresa Austin: I joined Walpole at the start of 2026. In retrospect, a particularly timely moment given that, over the past year especially, we have seen sustainability within luxury redefining itself: evolving from compliance and perceived point of difference to a way of building resilience and enduring desirability.
How did you come to work here? What’s your career history?
My career began in digital and commercial transformation at Net-A-Porter, before founding a small agency supporting brands such as Violet Grey, Condé Nast and Burberry in shaping their direct-to-customer and omni-channel strategies and operations. That took me to the global headquarters of LVMH, where I led digital innovation, introducing human-centred design practices and developing clienteling and CRM ecosystems across fashion, beauty, watches and jewellery.
Over time, my work increasingly intersected with the environmental and social implications of client growth strategies. This prompted a deliberate career shift: applying the same operational mindset used to drive digital transformation, revenue, and growth to the integration of sustainability within the core business.
I knew I'd found the right fit when I worked with LVMH's Wines & Spirits division to answer the question: "Can the commitment to regenerative soils over the last ten years be linked to the concept of terroir and product quality in the selling story?" It meant building the link between sustainability, brand equity, and product marketing.
What are your key responsibilities at Walpole?
My role centres on embedding sustainability as a long-term value driver across our membership. This includes advancing the Walpole Sustainability Manifesto, convening working groups, generating insight and fostering collaboration between brands at different stages of their 'people and planet' journeys. The aim is to build alignment between our members, leading to changes on a systematic scale.
How can you help members in your role?
Walpole acts as both convenor and catalyst. We create a trusted and energising environment for peer exchange and shared problem-solving, from Scope 3 management to circularity and equitable workforce models.
Equally important is how we as the luxury sector shape our commitment to sustainability. I believe that British luxury has the cultural capital to lead this topic with credibility, provided that is anchored with clear evidence. In a context where customer trust is fragile and sustainability claims are heavily scrutinised, responsible behaviour is inseparable from brand. When stewardship is aligned with craftsmanship, heritage, and quality, it strengthens desirability. My objective is to support our Walpole members through this transformation, with the tools they need to make real change, from inspiration and evidence through to short-listed partners and collaborative problem-solving.
What’s the best thing about working in the British luxury sector?
Its balance of heritage and entrepreneurialism. There is a deep respect for craftsmanship alongside a willingness to evolve. That long-term mindset aligns naturally with sustainable value creation.
What do you want to see happening in the sustainability sphere in our sector in the years to come?
I have three hopes for our sector. First, greater clarity on systemic progress, with case studies celebrated and shared. Second, deeper integration within creative decision-making. Third, collective confidence: British luxury articulating, with consistency, that stewardship of people and planet is intrinsic to excellence.
