QUICKFIRE Q&A: Houlden managing director Denise McLaughlin

Watch Insider: This year represents 50 years since Houlden was founded. How tricky has it been to stay relevant in all that time? The retail landscape and consumer habits have changed immeasurably. Has the role of the company changed to reflect these changes? For instance, did it used to be a ‘pure’ buying group but now you feel like you have a broader remit?

Denise McLaughlin: Houlden’s roots are as a buying group, but today we are so much more. As we move through 2026, our role is to support members in staying at the forefront of luxury jewellery retail through marketing, training, and peer-to-peer collaboration that encourages both challenge and shared learning. With a forward-thinking board continually pushing us to evolve, the Houlden team remains focused on raising the level of support and value we deliver to our members.

WI: How is Houlden coping with the change in management structure since Helen stepped down from her role?

DM: The Houlden team are a strong and committed team with an embedded passion for the luxury jewellery trade and Houlden community. I have worked in Houlden for 17 years and have built a strong base of respect within the team, who are committed to continuing to drive Houlden forward.

WI: Does it help or hinder Houlden as a group that there seems to be a trend towards lower volume, higher value sales in the world of watches?

DM: The shift towards higher value sales relies on trust, expertise and relationships, which is where our members shine in their expert clientelling and ensuring a product and emotion lead sale.

WI: Some of your members would be described by most in the industry as world class retailers. To what extent do these companies pass on their knowledge and expertise to other retailers in the group?

DM: The Houlden network is unique in the way members share insight, challenge thinking, and support one another. The true value of this community is something that can only truly be appreciated once you become part of it.

WI: What is the single biggest issue that you’ve heard from your members over the past 12 months or so? 

DM: Luxury retail presents a number of challenges for our members, but one consistent theme is the recruitment and retention of the right people. Retailers are investing significant time and resources in training teams to the level required, making staff retention increasingly important. In response, some members are now recruiting from the hospitality sector, recognising the strong alignment with customer experience, service, and clientelling.

WI: Do you try to stay in the ‘here and now’ in terms of how you engage with members and solve issues that come up, or do you see it as your job to pre-empt what may be coming around the corner?

DM: To anticipate what our members and supplier partners need, we must first understand the realities of their businesses today, and respond with agility, new ideas, and opportunities that help drive their businesses forward.