Walpole: If you had to describe V&C in three words to someone at a Walpole event, what would they be?
Matthew Vohs: Premium, Personal, Specialist.
When a brand comes to you with a brief, what does the first week really look like behind the scenes?
Once the brief is communicated and agreed (which we usually try and do in person as it garners a better understanding of culture and environment), we start mapping out where the right people are likely to be and puts some structure around it.
Firstly, we build a targeted company list: direct competitors in the same level of luxury (the big maisons, ultra‑luxury houses, and niche high‑end brands or businesses where someone is probably already doing this job or something very close to it; brands and services that speak to the same client and sell through similar channels, even if the product category is different (our offer facilitates all D2C); and other sectors serving the same type of clientele (for example, private banking, hotels, private jets, galleries and auction houses) where people live and breathe high‑touch relationship management.
This list is then trimmed by basics like company size, ownership (family, private, listed, PE‑backed), growth stage, how structured the business is and where it sits geographically, so time is not wasted on environments that never produce the right kind of profile.
These are divided into top tier, stretch and backup. Top tier are the near‑perfect fits – people who tick almost every box on the brief and would immediately make sense to the client. Stretch are the high‑potential wildcards – maybe slightly junior or from a neighbouring sector – who could be exceptional with the right support. Backup are strong, dependable options who meet the brief but feel a bit less special, and are useful if timing, interest or compensation don’t line up with the first choices.
By the end of this, we have a a clear list of where to look, who to target first and what “great” actually looks like, so the rest of the search is deliberate rather than reactive.
Can you walk through an example of a search where your boutique approach allowed you to do something a bigger firm simply could not?
Fewer clients mean more time on each brief, so at V&C Associates our senior consultants can really understand the brand, culture, and internal politics instead of working from a generic template. Clients typically work directly with senior consultants, not passed down to juniors, so there is continuity, discretion, and genuine accountability throughout the search.
As a ‘boutique’ search agency we live and breathe our niche – regions and backgrounds genuinely translate, rather than just matching keywords on a CV. This focus often comes with tighter, better‑curated networks of luxury talent, including people who will not engage with large, transactional agencies in general we can move faster: we can adjust the brief, shift market focus or change strategy quickly without layers of internal sign‑off.
Most importantly we are not driven by high-volume targets, we present high‑quality shortlist and long‑term fit over pushing lots of “almost right” profiles. That’s because our consultants are hands on with the search and approach – its what makes us different.
When you think about the Walpole community specifically, what kinds of challenges are your clients talking to you about most right now?
On the whole, Walpole members are still growing, but they are having to work much harder and smarter to hold on to that growth in 2025. No doubt the same will be true for 2026. Economic pressure and the same (or higher) expectations together with higher fixed costs are squeezing margins while consumers have started to become more price aware, even at the top-end. Affluent clients still buy, but they expect real value: longevity, craftsmanship and service that clearly justify premium pricing rather than “logo only” luxury.
Clients now also expect seamless omni‑channel journeys, personalisation, and high‑touch service both online and in‑store, which demands serious investment in tech, data and training. At the same time, brands must stay desirable and selective on social media and e‑commerce, balancing reach with exclusivity so they do not feel over‑exposed.
Wealth and spending are shifting across generations, with more influence from Millennials and Gen Z, who place greater emphasis on values, experiences and community than on “status for status’ sake”.
And finally, talent, service and brand protection. Delivering all of this depends on attracting and retaining rare talent in retail leadership, clienteling, digital and CRM, which is difficult in a competitive, high‑cost UK market. One bad service moment or tone‑deaf campaign can damage years of brand building in days, so reputation and risk management around people, partners and communication are more critical than ever.
If a Walpole member is used to working with large global search firms, what will feel noticeably different when they work with you?
I would say V&C Associates differentiates itself through a bespoke, personal recruitment service rooted in our extensive hands-on experience across retail supply chains, operations, and people management. I would also add that our commerciality and personal touch prioritise operational alignment that so many search firms drive. We focus our emphasis on a consultative process, drawing from direct sector experience which sets us apart by delivering tailored, high-commitment hires rather than transactional matches.
V&C Associates offers advice giving recruitment process, working with organisations from founder-led business to FTSE 100 companies, challenging briefs and understanding and questioning from our customers – what does good looks like for them?
For a confidential and no-obligation discussion on talent acquisition and how to attract great candidates for your business, contact Matthew Vohs at [email protected]
