Meharvaan Singh Anand is building Celebré by Jagsons around a different idea of luxury. Through hospitality, lifestyle concierge, cultural experiences and technology, he wants to create a brand where personalisation matters more than extravagance.

Luxury has traditionally been associated with grand destinations, exclusive venues and experiences that come with a high price tag. But for Meharvaan Singh Anand, the idea goes beyond what money can buy.

It is about the details, the thought behind an experience and the feeling of being understood. That philosophy is shaping Celebré by Jagsons, a business working across weddings and private events, with ambitions that extend into lifestyle concierge, cultural experiences and technology.

Meharvaan grew up around the Jagsons business, whose roots date back to 1978. His early exposure to travel and events gave him an understanding of the work that goes into creating experiences for clients. Behind every celebration are countless decisions, personal preferences and expectations that require more than simply coordinating vendors and venues.

His own academic background reflects an interest in bringing different disciplines together. He studied International Hospitality and Event Management at Swiss Hotel Management School and is currently pursuing a BSc in Computer Science at the University of London. He is also a professional sommelier.

For Meharvaan, hospitality and technology offer complementary possibilities. Hospitality is built around understanding people, while technology can help make complex services more efficient and personalised. Bringing the two together is central to the direction he wants to take Celebré.

Weddings remain an important part of Celebré's business, but they are only one part of the larger vision.

Planning a wedding often involves months of conversations, decisions and coordination. Over that period, a team can develop a detailed understanding of a family's preferences, traditions and expectations. For Meharvaan, that relationship presents an opportunity to build something that continues beyond the event itself.

The same clients may need assistance with travel, restaurant reservations, private gatherings or finding experiences that match their interests. These needs belong to different categories, but they share a common expectation: service that feels personal and takes care of the details.

This is where Celebré's broader ambitions come into focus.

The company plans to take on approximately six to eight weddings annually, allowing it to remain selective about the projects it undertakes. Rather than pursuing growth through volume alone, the intention is to preserve the attention and personalisation that define its approach.

However, building a business around personal service also presents a challenge. As the company expands into additional categories, it will need to maintain consistent standards while ensuring that each offering delivers genuine value to its clients.

Celebré's vision extends across several connected areas. Each represents a different way for the brand to engage with clients beyond a single occasion.

Celebré works on weddings and private events, with previous projects at venues including ITC Rajputana in Jaipur and Fairmont Udaipur Palace.

The ambition, however, is not limited to creating impressive settings. An experience that works for one client may not suit another. Personal preferences, the purpose of an occasion and the people involved all influence what makes an event memorable.

Beyond weddings, Celebré is interested in private dinners, brand experiences, fashion and jewellery presentations, and collaborations with creative communities. These formats create opportunities to bring people together around shared interests while allowing the experience to reflect the individuals involved.

For the brand, personalisation is not simply an additional service. It is part of how the experience is conceived and delivered.

Celebré Concierge is being developed as a lifestyle service covering bespoke travel, hotel stays, restaurant reservations, gifting and cultural experiences.

The idea extends beyond making bookings. A concierge service becomes more useful when it understands a client's preferences and can make relevant recommendations without requiring them to explain their needs from the beginning every time.

Over time, this understanding could help create a more connected experience across different aspects of a client's lifestyle. Travel, dining and private experiences would no longer have to be approached as entirely separate requirements.

The longer-term ambition is to build a service that becomes more valuable through an ongoing relationship with its clients.

For this model to work, Celebré will need to establish which services clients use most, where personalisation makes the greatest difference and whether the offering gives people a reason to return regularly.

Celebré is also exploring opportunities across art, fashion, jewellery, architecture, design and hospitality.

Its In Their World editorial series is intended to tell stories about people working across these fields. Through its Destination Collection, the brand showcases hotels and destinations in India and abroad.

Another planned initiative is The Preamble, a book built around ideas, colour palettes, moodboards and emerging trends.

These projects serve a different purpose from event planning and concierge services. They allow Celebré to develop a distinct identity and engage with the wider culture surrounding luxury.

For a brand seeking to operate across multiple categories, establishing that identity is important. The aim is to build recognition not only for the services Celebré provides, but also for the perspective it brings to experiences, design and hospitality.

The challenge will be ensuring that these initiatives connect meaningfully with the wider business rather than becoming separate projects with little relationship to one another.

Meharvaan's interest in technology adds another dimension to Celebré's plans.

Event planning involves extensive coordination, from managing budgets and vendors to maintaining guest lists, organising travel and tracking decisions. Information often sits across different tools and conversations, making the process demanding for both planners and clients.

His team is researching an AI-driven platform that could help streamline parts of this process.

The idea remains under exploration, but the underlying opportunity is clear. If technology can reduce repetitive administrative work, teams may have more time to focus on decisions that require experience, creativity and human judgement.

There may also be applications within concierge services. Systems that organise client preferences and previous requests could help teams provide more consistent and relevant recommendations.

However, technology alone cannot create a meaningful experience. Knowing a client's preferences is useful, but understanding when those preferences matter and how to respond to them requires judgement.

For Celebré, the objective is to explore how technology can support the human side of hospitality rather than replace it. The platform is still being developed as a concept, and its eventual value will depend on how effectively it addresses the practical challenges faced by clients and professionals.

There is a considerable difference between envisioning an ecosystem and building one that works as a business.

Weddings, concierge services, cultural initiatives and technology each require different capabilities, partnerships and operating processes. Bringing them together means deciding which areas to prioritise, how they support one another and where customers see the greatest value.

Consistency is equally important. A business built around personal attention must deliver on that promise across every interaction. Strong execution in one area cannot compensate for an unreliable experience in another.

Celebré will need to establish the right partnerships, understand customer demand and develop processes that allow its services to work together without compromising quality.

Growth also raises a question of scale. A selective business model can support personalisation, but expansion requires systems and teams capable of maintaining those standards.

The opportunity lies in building a connected business around a clear philosophy. The challenge is translating that philosophy into services that customers value, use and return to.

Meharvaan's ambitions extend beyond Celebré's current activities.

He wants to develop Celebré Concierge into a private lifestyle membership for a carefully selected group of clients and establish more international partnerships.

He also hopes to create a physical Celebré House, envisioned as a space that could bring together creative work, private gatherings and intimate cultural experiences.

Another ambition is to publish a book reflecting on the first hundred weddings, focusing on the people and memories behind those celebrations.

On the technology front, the longer-term goal is to explore whether the tools being developed could eventually be useful to the wider events and hospitality industry.

These plans remain works in progress. Each will require time, resources and a clearer understanding of customer needs before it can become a sustainable part of the business.

What connects them is the intention to build relationships that extend beyond a single transaction. A client might first encounter Celebré through a wedding, then engage with its concierge service or cultural initiatives at a later stage.

For Meharvaan, the broader ambition is to create a brand that can become part of different moments in a client's life, rather than one associated with only a particular occasion.

The luxury industry will continue to offer exceptional destinations, beautiful venues and products designed to stand out. These can all contribute to a memorable experience, but they are not the only things people value.

Sometimes, the details matter more. A restaurant recommendation that reflects someone's tastes, a trip planned around their interests or an occasion where the arrangements feel effortless can leave a lasting impression.

These experiences depend on understanding people, not simply spending more money.

That is the idea shaping Celebré's broader vision. Weddings provide one entry point, while concierge services, cultural initiatives and potential technology offerings could create opportunities to build longer-lasting relationships.

Connecting these areas into a coherent business will take time and execution. Each service must deliver value in its own right while contributing to the larger experience the brand wants to create.

Meharvaan's approach offers a different way to think about luxury. Instead of measuring it only through price or extravagance, Celebré is exploring how personalisation, access and thoughtful service can shape the experience.

The question is whether the business can turn that philosophy into something clients consistently value. If it can, the relationship itself could become one of its most important assets.

Celebré is attempting to build beyond the traditional boundaries of a wedding and events business. Its vision connects experiences, lifestyle concierge, cultural storytelling and technology around a single client relationship.

The opportunity lies in how these services could complement one another. A client who discovers Celebré through a wedding might eventually use its concierge service or engage with its cultural initiatives.

But an ecosystem cannot be built on vision alone. Each offering needs a clear purpose, genuine customer demand and a reason for people to return. The business must also ensure that expansion does not dilute the personal attention at the centre of its positioning.

The next phase will depend on how effectively Celebré turns its ideas into practical services, builds lasting client relationships and develops a business model that can support its ambitions.

The real opportunity is not simply to sell luxury experiences, but to build a business around the value of making people feel understood.