From owning to accessing: How Hype Luxury captures global high-end travel
luxury market
is transforming, moving away from tradition and leaning into personalised, digital-first experiences, especially among India's rising class of affluent consumers.
At the heart of this shift is
Hype Luxury
, a digital-first platform that's redefining how the world experiences high-end travel. With on-demand access to an impressive global fleet, 21,000 private jets, 34,000 luxury cars, 18,000 helicopters, and 2,300 yachts,
Hype
Luxury turns elite mobility into a seamless, concierge-driven experience. With a 73 percent repeat customer rate, the brand is now setting its sights on bold expansion across the Middle East and Europe.
Nirvik Singh
, a seasoned global business leader, has recently joined as chairman of Hype Luxury. In a recent conversation, Singh spoke about how luxury is shifting from ownership to access, driven by a new generation that values
personalisation
, technology, and sustainability. In India, he noted, high-net-worth individuals are increasingly digitally savvy and globally minded, seeking luxury that's effortless, exclusive, and always at their fingertips.
Edited Excerpts:
What are the key growth trends you're observing in luxury mobility both in India and globally, and how will Hype Luxury leverage these specific trends for its expansion?
Globally, luxury mobility is transitioning from ownership models to curated access. According to
Fortune Business Insights
, the global
luxury travel market
was valued at USD 2,509.71 billion in 2024 and is projected to reach USD 4,827.68 billion by 2032, with a compound annual growth rate of 8.56%. Allied Market Research data shows the market valued at $890.8 billion in 2023, projected to reach $2149.7 billion by 2035 at a CAGR of 7.4%. This signals a growing demand for premium, seamless travel experiences that are personal, tech-enabled, and sustainable.
In India, we're seeing a rise in digital-first, globally influenced Indian HNIs who want luxury experiences that are frictionless and meaningful, contributing to this global growth trajectory.
Hype Luxury is positioned to scale within this context, serving the new-age global consumer with an integrated ecosystem across luxury cars, private jets, and yachts. Our approach combines high-touch service with digital agility, across key regions like India, the UAE, the UK, and Europe.
What will be the core pillars of Hype Luxury's marketing and advertising strategy to reach your global UHNWI clientele and effectively communicate your unique value proposition across private jets, supercars, and yachts?
Hype Luxury's marketing is designed around precision and discretion. For our UHNWI audience, we rely on curated storytelling, high-trust digital platforms and strategic media partnerships. Every element of our communication reflects exclusivity, ease, and purpose.
Rather than mass campaigns, our focus is on high-value content placements, CXO influencer advocacy, and B2B2C partnerships with top-tier luxury brands, hospitality groups, and financial institutions. The intent is to stay top-of-mind without being loud—to always feel accessible, never advertised.
Hype Luxury operates across private jets, supercars, and yachts – could you provide a breakdown of how each segment contributes to your overall revenues, and elaborate on the growth trajectory you're observing for each of these categories specifically in the Indian market, compared to other global markets?
In India, luxury cars are currently our highest revenue contributor, accounting for nearly 80 percent of our domestic business. There's a strong and growing demand from high-net-worth individuals for curated, premium experiences, especially around weddings, corporate events, and executive travel. This demand mirrors global trends in luxury travel, where personalisation and exclusivity are key drivers.
What's particularly notable in India is that this demand isn't limited to major metropolitan areas. We're witnessing a significant surge in bookings from tier II and tier III cities, fueled by the rapid expansion of the SME sector and a generational shift. Younger members of affluent families are actively seeking experiential luxury over traditional ownership.
Globally, we're seeing faster growth in private jet and yacht bookings—especially in markets like the UAE and UK, where clients are increasingly investing in privacy, safety, and exclusive access. Private jets are our fastest-growing segment overall, while yachts represent the highest value-per-transaction category, particularly in seasonal luxury tourism zones.
As Hype scales, we expect India to remain strong in luxury cars, with international markets driving growth across our aviation and nautical verticals.
Which markets are currently contributing most to your revenue, and what are your projections for market growth by the end of the year?
Currently, UAE and India are contributing similarly, each accounting for approximately 40-45 percent of our business, with Europe at about 10 percent. By the end of this year, we anticipate the European and Middle Eastern businesses combined will surpass the Indian business in revenue contribution. This is because Europe will largely be an aeroplane business, with a higher ticket size, whereas India's market is predominantly cars, which have smaller ticket sizes. The Middle East is a mix of both. We are actively building our senior leadership team in Europe to drive this growth.
As a 'digital-first' platform in the luxury sector, what specific digital innovations is Hype Luxury implementing to adapt to ongoing digital transformation and enhance the 'seamless digital experience' for your elite clientele?
Hype is designed as a digital-native luxury experience. From intelligent fleet management to predictive pricing and instant concierge bookings, our platform uses AI and machine learning to adapt to each user's preferences.
We are integrating real-time availability tracking, geo-fenced service activation, and advanced payment solutions including multi-currency wallets. Our mobile interface is constantly optimized for UX, ensuring that the customer journey—from discovery to review—is seamless, secure, and intuitive.
How do you plan to refine and elevate the customer experience (CX) to consistently deliver the seamless, discreet, and personalised luxury that these prominent figures expect from Hype Luxury?
Our CX framework is built on three pillars: discretion, customisation, and continuity. Each customer receives access to a dedicated relationship manager who understands their personal style, preferences, and needs.
We are introducing tailored packages, direct fleet previews, real-time itinerary assistance, and post-service concierge follow-ups. The objective is not just to meet expectations but to consistently anticipate them. In luxury, it's often the smallest detail that defines the biggest difference.
Given your UHNWI clientele and global expansion, how do you balance optimising commissions for growth while keeping them competitive and attractive for luxury access worldwide?
Our commission model is dynamic and calibrated for both partner retention and end-client value. We adjust based on asset type, location, peak demand periods, and loyalty metrics.
Because our infrastructure is digital and agile, we are able to offer high-value services at competitive margins. This not only keeps our partners incentivized but ensures our pricing remains compelling for HNWIs across markets.
Are there any alternative revenue models you are exploring to diversify and enhance Hype Luxury's profitability in the future?
Yes, we are actively exploring private memberships, luxury lifestyle subscriptions, and enterprise licensing models. One avenue involves developing white-labeled versions of our tech platform for boutique travel or hospitality partners.
We are also looking at strategic affiliate revenue through exclusive partnerships—for instance, curated luxury stays, elite concierge services, and co-branded experiences with global institutions. These models deepen engagement while diversifying revenue without adding fixed asset overhead.
In terms of strategic partnerships, what types of alliances are you actively seeking to build that will enhance Hype Luxury's existing 'luxury mobility ecosystem,' and how will these partnerships contribute to both market reach and service innovation?
We are seeking partnerships with luxury hospitality brands and fine dining experiences serving UHNWIs, and elite travel advisors. These alliances allow us to offer end-to-end luxury ecosystems—from jet to resort to local chauffeur—on a single digital touchpoint.
Additionally, we're exploring partnerships in sustainable mobility and clean energy, which will help evolve our long-term vision of eco-conscious luxury experiences.
What is your primary strategic focus as chairman, and what key actions will you take first to drive Hype Luxury's global expansion?
My focus is on scaling with intention. The first steps include strengthening operational governance, expanding global leadership, and building deeper cross-market fleet alliances.
We're also working to institutionalise the brand through repeatable excellence—ensuring that every new market we enter delivers the same seamless, curated experience that defines Hype Luxury in India.
I bring to the table a framework for operational clarity, cultural sensitivity, and strategic momentum that complements the bold founder vision laid out by Raaghav. Together, we're building a brand that isn't just global—but timeless in its relevance.
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Time of India
28 minutes ago
- Time of India
14-Samdani-CM-FIber-Net-Revival
Vijayawada: Chief minister Chandrababu Naidu directed officials to take swift action to restore and revitalize the AP Fiber Net project. He charged that the previous government had completely derailed the AP Fiber Net project, a visionary initiative launched between 2014 and 2019. Reviewing the progress of AP Fibernet activities here on Monday, the chief minister asked the officials to assess the challenges, financial constraints, necessary corrective steps, and new policy directions. He said that the system, designed to benefit the public, students, and government departments, was exploited for political purposes by the previous govt. He pointed out that while there were 8.70 lakh connections before 2019, was dropped to 4.50 lakh during the YSRCP regime. "We managed the organization effectively with just 130 employees and provided over 8 lakh connections. But the YSRCP government created unauthorized posts to accommodate its party workers, expanding the workforce from 130 to 1,350 and misusing public funds. This was a new form of corruption where party affiliates were placed in government roles and used for political work. The fiber network was no exception. Those responsible must be held accountable. by Taboola by Taboola Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Providers are furious: Internet access without a subscription! Techno Mag Learn More Undo A thorough investigation should be conducted into those appointments, and full transparency must be ensured," directed chief minister. He, however, said that steps must be taken to rectify past mistakes and ensure a better future. He instructed that the current 4,53,525 connections be increased to at least 8–10 lakh. The chief minister approved the integration of AP Fiber Net with the BharatNet (Amended BharatNet Programme – ABP). Under this scheme, the Centre will allocate Rs. 1,900 crore to AP Fiber Net from 2025 to 2035. He also approved the transition of fiber networks in 1692 gram panchayats across Chittoor and Visakhapatnam districts from linear to ring architecture. Additionally, 480 new gram panchayats will be connected using the ring model. The Centre will provide Rs. 430 crore for this phase. GFX *A Special Purpose Vehicle (SPV), jointly managed by the Central and State Governments, to oversee these projects should be created: CM *The selection process for set-top box suppliers be completed immediately and that a revenue-sharing model be developed with Local Cable Operators (LCOs) using new set-top boxes: CM *Reintroduce services like virtual classrooms *Andhra Pradesh currently leads the nation in village panchayat connectivity. *Fiber net services have been extended to 12,946 panchayats so far. *The government aims to expand the network to a total of two lakh km. *Andhra Pradesh leads all Indian states in fiber optic network coverage with 78355km, followed by Maharashtra (50,481 km), Tamil Nadu (49,616 km), Gujarat (35,246 km), and Telangana (29,143 km).
Time of India
an hour ago
- Time of India
RS Software starts work to integrate global payments systems
Kolkata: Tech giant RS Software (India) Ltd, that had built the Unified Payments Interface (UPI) platform in 2015, is now working on a global payments integration platform to facilitate international trade flows. Tired of too many ads? go ad free now The company is also planning to invest over Rs 100 crore over the next five years to bolster the payments network system across the country. Raj Jain, CEO and MD of the company, said: "As UPI gains global recognition, govt has negotiated several bilateral agreements with different countries for the Indian diaspora to be able to pay for their purchases in those countries with UPI. We have worked with NPCI to execute many of these bilateral payment platforms' integration." RS Software is currently looking at bilateral payment platforms' integration in 10 countries, including the UAE, Singapore and France. Samik Roy, the newly appointed COO, will oversee the integration process. In 2024, the value of cross-border payment transactions was $162 trillion. Cross-border payments are challenged by issues like high fees, slow settlement times and poor transparency, making international transactions cumbersome and expensive. "This is where the opportunity is huge to help connect digital payment networks to facilitate global trade flows and make it easy for lower-value cross-border payments," said Jain. After the UPI platform launch, RS Software built the bill payments platform and in 2019 delivered the enterprise fraud and risk platform for the country.
India.com
2 hours ago
- India.com
India, US Finalise Interim Trade Deal: GM Crops Rejected, Tariffs Realigned – What It Means For Exports, Innovation And Farmers
New Delhi: India and the United States are set to sign an interim trade agreement this week, covering key areas such as agriculture, processed foods and industrial tariffs. The deal has been finalised after months of negotiations between both countries. India has agreed to reduce tariffs on certain U.S. agricultural imports, including apples, nuts like blueberries and blackberries and selected processed food products. However, New Delhi has made it clear that there will be no agreement on genetically modified (GM) crops. According to officials, GM crops remain a red line due to domestic concerns and upcoming trade talks with the European Union (EUFTA). The deal includes a tariff structure where Indian goods entering the United States will face an average tariff of 11.5%, while U.S. goods entering India will face a 7% tariff. India has also refused a blanket tariff approach on automobiles. Instead, it has asked for separate slabs based on vehicle type and category. The United States is said to have accepted this proposal. There is also no agreement on dairy products. The United States had pushed for broader access to India's dairy market, but India has not accepted this, citing the potential impact on small farmers and rural incomes. Only processed dairy items will be allowed under the agreement. The deal comes at a time when the US is revising its trade approach with several countries. President Donald Trump has announced higher tariffs on exports from the European Union (EU), Japan, South Korea, Mexico and other nations, starting August 1. India is seen as a key trade partner in this changing environment. Meanwhile, a report by SBI Research suggests that India could benefit from this realignment. The study says India has a comparative advantage in chemical exports, including pharmaceuticals. If New Delhi captures just 2% of the U.S. chemical import market, this could add 0.2% to India's GDP. The report also highlights opportunities in the textile and apparel sectors. If India increases its share in the U.S. apparel market by 5%, it could add another 0.1% to GDP. India is also reviewing its Free Trade Agreement (FTA) with ASEAN countries. The aim is to address tariff gaps and prevent large-scale dumping of goods from countries like China through ASEAN partners. However, the SBI report also warns about potential risks to the Indian dairy sector. If the sector were opened to U.S. dairy imports, milk prices could fall by 15%, causing an estimated income loss of Rs 1.03 lakh crore to farmers. It could also result in a Rs 51,000 crore loss to India's gross value added (GVA), with major effects on rural employment. Final talks on the interim deal are expected to conclude this week. Officials from the Ministry of Commerce and Industry have already reached Washington for the signing. The agreement is part of broader trade discussions that may continue in the coming months.
