In this episode, Charlotte Stewart sits down with Gil Vazquez, former Executive Director of the Keith Haring Foundation, for a conversation that begins not in an institution, but in a T-shirt shop on Astor Place in 1988, where a 17-year-old from uptown New York first stepped into the orbit of one of the most influential artists of the twentieth century.

What follows is not a retrospective, nor an institutional account of legacy management, but something far more unusual, a first-hand exploration of what it actually means to be close to an artist, and then to spend decades carrying that proximity forward as their work moves from studio, to street, to global culture.

Gil traces a path that begins in downtown New York at the intersection of club culture, street art, and self-expression, a world defined not by fashion but by style, not by hierarchy but by access. From those early encounters with Keith Haring, in a studio that felt more like a cathedral than a workplace, the conversation moves into the realities of scale, how an artist’s work expands beyond its original context without losing its charge, and what happens when radical ideas about access collide with the structures of the art world.

Throughout, Gil is thoughtful, precise, and deeply grounded in experience, offering a perspective that sits outside the usual art market narrative. Instead of focusing on transactions or institutions, the thread is something more human, how art travels, how it reaches people, and why certain images endure across generations, from subway walls to T-shirts to the drawings of children who may not yet know the name behind them.

The episode explores the tension between access and scarcity, the radical nature of the Pop Shop at its inception, and the complexities of licensing in a world where images circulate faster than ever. It also moves into more personal territory, into friendship, into responsibility, and into the challenge of preserving an artist’s spirit without turning it into something fixed or overly controlled.

At its core, this is a conversation about legacy not as something static, but as something active, shaped by decisions, by care, and by an ongoing commitment to the values that made the work matter in the first place.

Because if art is to remain alive in the world, the question is not only how it is made, but how it is carried forward.

Most people know Philip Hoffman as the financier who brought discipline to the art world.

He helped shift Christie’s market share from 38% to 52%, cut millions in costs, and later founded The Fine Art Group, now recognised as one of the world’s leading art advisory businesses. He pioneered art lending before it became fashionable and built institutional investment structures around an industry that often preferred theatre to targets.

And yet, as his friend and collector Ivor Braka said to me before we began recording, “Philip knows nothing about art.”

It’s a line that sounds dismissive. It isn’t.

In this episode of No Reserve, we go beyond the caricature. From boarding school rebellion to Saudi shipping accounts, from champagne-soaked boardrooms at Christie’s to laying off 60 people at 29 during a recession, Hoffman’s story is less about bravado and more about consequence. The market remembers the turnaround. He remembers the conversations.

After leaving Christie’s, he built The Fine Art Group from scratch - targeted to raise $350 million for his first fund. Today, the firm advises ultra-high-net-worth collectors, family offices and private banks globally, operating independently of auction-house inventory and spreads.

Hoffman is sceptical of hype. He believes the top end of the market remains negotiated and specialist-led. He speaks bluntly about misleading art investment marketing and the risks of buying without forensic scrutiny.

This conversation is not about romance. It is about incentives, governance and sustainable value - and what it really costs to professionalise a market built on tradition.

In this episode, Charlotte Stewart sits down with Sarah Briggs, International Head of Strategic Marketing at Phillips Auction House, for a conversation that begins exactly where Sarah’s career began, in the V&A café, back inside the building where she once sat behind a till asking visitors for a voluntary £3 donation.

What follows is not a polished success story, but something far rarer in the art world, an honest, unguarded account of how a serious career in culture is actually built. Sarah traces her path from a non art world upbringing in Devon, through formative early encounters with exhibitions and audiences, and into a professional life that has moved through some of the most influential institutions of the last thirty years, the V&A, the Hayward Gallery, Tate Britain during the launch era of Tate Modern, then into the commercial centre of gravity at Christie’s, Hauser & Wirth, and now Phillips.

Throughout, Sarah remains disarmingly humble, funny, and candid, with none of the mythology the industry so often attaches to progression. Instead, the thread is curiosity, about people, about behaviour, about why audiences gather, what makes them look, and what makes culture feel alive.

The episode explores the realities behind institutional life and market life, the difference between public engagement and commercial leverage, the politics of catalogues and clients, and the subtle power of a single image to shape attention. It also goes where it needs to, into class and access, into motherhood and invisible trade offs, and into what leadership looks like when it is grounded in relationships rather than ego.

At its core, this is a conversation about marketing not as promotion, but as the discipline of understanding human behaviour. Because even as the industry becomes more automated, more data driven, more shaped by AI, the central question has not moved.