Designing Intuition
As hotels harness pre-arrival insights, AI-driven recommendations and post-stay continuity, we explore how the spa is evolving into a responsive, living ecosystem - one that blends technology with intuition to create wellness journeys that feel both intelligent and intensely personal.
The spa of today is no longer a standalone amenity, it is becoming something far more sophisticated: a responsive ecosystem that learns, adapts, and evolves around each individual guest.
At the centre of this shift is hyper-personalisation - a model that moves beyond preferences and into prediction, beyond service delivery and into relationship-building. Powered by pre-arrival data, AI-driven insights, and continuous feedback loops, the modern wellness journey is increasingly shaped before a guest arrives, refined in real time, and extended long after they leave.
Yet, as the industry accelerates towards more intelligent systems, one truth remains constant: wellness is, and always will be, deeply human. For many operators, the most important moment in the guest journey now happens before check-in. Pre-arrival surveys, consultations, and digital touchpoints are no longer just logistical, they are foundational to the entire wellness experience.
At Culloden Estate & Spa, this philosophy is built around direct human connection - Niamh Rice, Spa Manager explained, “We prioritise understanding each guest’s individual wellness needs before they even arrive through a personalised pre-arrival call. This conversation allows us to build a meaningful connection while gaining insight into the purpose of their stay - whether it’s relaxation, recovery, celebration, or a focused wellness retreat.”
This emphasis on intention over information is key. Rather than simply gathering data points, the goal is to understand what the guest wants to feel, achieve, or change.
Niamh continued: “By taking the time to listen, we can thoughtfully recommend tailored spa treatments and wellness experiences that align with their goals and preferences. This proactive approach ensures that from the moment guests arrive, their journey feels seamless, intentional, and uniquely curated to them.”
Across the industry, similar approaches are emerging, though often supported by increasingly sophisticated data capture. At 7Pines Resort Ibiza, Spa Manager, Cristina Grau, highlighted how profiling is evolving, “We are continuously evolving our approach to personalised wellness, with a strong focus on deepening our understanding of each guest before arrival. By refining our use of pre-arrival touchpoints and guest profiling, we are able to gather more meaningful insights into individual lifestyles, preferences, and wellness goals.”
Crucially, this insight is not static. Cristina added,“This evolving approach allows us to begin shaping the guest journey in advance, creating a more intuitive and seamless experience from the moment they arrive.”
At The Landmark London, Spa Manager, Hida Shuleta, pointed to the operational discipline behind this process and said, “We have a dedicated central reservations team who proactively engage with guests before arrival, assisting with spa enquiries and bookings. In addition, a pre-arrival email is sent 48 hours in advance to capture preferences and wellness goals.”
For Hida, the result is clear - “This allows us to tailor the spa journey ahead of time, ensuring guests arrive to a seamless, personalised experience that feels thoughtfully curated.”
But even as data becomes richer, some leaders are keen to emphasise that it is only the starting point. At Minos Palace Resort, Vasiliki Mamidaki, Business Development Director of Bluegr Hotels & Resorts, (which includes Minos Palace Resort), Vasiliki reframes the idea of profiling entirely and said, “At Nao, personalisation begins long before arrival… Yet for us, this is not a profile to follow, it is the beginning of a relationship.”
She continued, “The real depth unfolds during the first in-person consultation, where we move beyond the data to connect with the individual as a whole - their energy, mindset, and what they are truly seeking.”
This dual approach; data-led but human-driven, is quickly becoming the gold standard. If pre-arrival strategies are becoming more sophisticated, the real challenge lies in what happens next: turning insight into action. For many hotels, this is where gaps still exist. As Uli Pillau, CEO and Founder of Apaleo, explained, “Pre-arrival surveys already contain valuable wellness intent, but in most hotels, that information sits passively in a guest profile.” The solution, he suggested, lies in AI orchestration, “With Apaleo Copilot and an agentic AI approach, that input can be turned into something useful before the guest even arrives.”
This goes far beyond basic automation. Uli described a system where data actively drives operations, “If a guest indicates an interest in relaxation, low-impact activities, or sleep support, Copilot could surface those preferences to the front desk, prompt the spa team to recommend an appropriate treatment, notify housekeeping to prepare a quieter room setup, or trigger a personalised pre-arrival message.”
The implication is profound: personalisation is no longer confined to the spa, instead, it becomes embedded across the entire hotel ecosystem.
Joe Watkins, Head of AI and Data at Journey, the hospitality industry’s first unified Hospitality Performance Platform expanded on this idea and highlighted a shift in mindset:
“Wellness recommendations will move beyond simple prompts and into the realm of contextual stewardship. The aim is no longer to sell a treatment, but to recognise the moment and respond with something meaningfully relevant.”
This means understanding not just who the guest is, but what they need at a specific moment in time. He continued, “A guest arriving after travel might be guided toward restoration. Another, enjoying an active countryside escape, might be offered recovery or quiet time designed to rebalance the day.” However, despite these technological advances, there is strong consensus that AI should remain firmly in the background.
Cristina is clear and said, “AI and data-driven tools are becoming increasingly valuable in identifying patterns, predicting guest preferences, and enhancing personalisation at scale. However, in wellness, particularly in a luxury setting, the human connection remains essential.”
Niamh echoed this sentiment, “Technology should enhance, not replace, the human touch that is so essential in wellness.”
And Hida reinforces the same balance, “While these technologies can shape and refine the guest journey, they act as a support rather than a replacement. The human connection remains essential - our therapists’ ability to listen and their genuine sense of care is what truly defines the experience.”
While pre-arrival insight sets the tone, the real magic of hyper-personalisation happens during the stay. Increasingly, spa journeys are being designed as fluid, responsive experiences that are capable of evolving in real time.
At Culloden Estate & Spa, this adaptability is built into treatment delivery. Niamh explained,
“If a guest has indicated during booking or pre-arrival that they are experiencing stress, poor sleep, or muscle tension, therapists can tailor pressure, techniques, and products during the treatment itself.”
She added, “For guests staying multiple nights, data from earlier treatments can inform the next step in their journey… it’s about using data not in a clinical way, but as a tool to anticipate needs and create a spa journey that feels intuitive.”
At 7Pines Resort Ibiza, real-time feedback is central to the model. Cristina said, “Feedback collected after treatments or daily check-ins allows us to continuously refine the experience. For example, we may adjust pressure levels, treatment focus, or therapy types based on evolving needs.”
She gave a clear example, “If a guest reports improved sleep but ongoing muscular tension, their programme can shift from general relaxation to more targeted recovery and regeneration therapies.”
Technology is also playing a role in deepening this responsiveness. Cristina highlighted the introduction of advanced diagnostics, “We have introduced the Technogym Checkup system… These insights enable us to design highly personalised training programmes aligned with each guest’s goals.”
But personalisation is not always high-tech. At Kimpton Blythswood Square, Melissa Gibson, Head of Spa, described a more intuitive approach, “Our therapists place strong emphasis on a deeper, verbal consultation at the start of each session. This allows us to go beyond standard profiling and truly understand each guest’s physical, emotional, and lifestyle needs.”
This is supported by structured yet flexible guest journeys. She added, “Guests are offered a curated journey card of four pathways - Invigorate, Relax, Recover, or Detox - which guides them through the thermal experience in a specific sequence.”
Melissa said, “This structured pathway ensures they gain the maximum benefits… while still feeling tailored to their individual goals.”
At Nao, the philosophy becomes even more fluid. Vasiliki explained, “We continuously observe how each guest responds - physically, mentally, and emotionally - allowing us to refine and evolve their journey as it unfolds.”
She emphasised, rather than following a fixed plan, the experience becomes a living one, responsive, holistic, and aligned with the guest’s progression.” Hyper-personalisation is also expanding beyond the treatment room, shaping environments, amenities, and sensory experiences.
At METT Marbella Estepona, Irene Carrillo - Marketing & PR Manager, described how even aromatherapy is tailored, “Different essential oils are selected depending on the guest’s needs, lavender for relaxation and sleep, rosemary or juniper for stimulation and focus, or citrus for revitalisation.”
She added, “This allows us to adapt each treatment at a sensory level, creating a more meaningful and effective wellness journey.”
Meanwhile, Melissa highlighted how wellness extends into the guest room, “We encourage guests to take advantage of the complimentary Stay Well offering… including LED masks, Theraguns and Theraboots, as well as items such as mouth tape to enhance sleeping.”
At Carden Park, Emma Pridding, Spa Director, takes a broader environmental approach,
“Outdoor spa spaces only remain truly compelling when they are treated as living, evolving environments rather than static facilities.”
She explained how this is achieved, “We intentionally layer different sensory elements throughout the space… The atmosphere shifts throughout the day, particularly during our Afterglow DJ experiences.” And crucially, the experience is continually refreshed -
“We also evolve the way guests use the garden through curated experiences such as twilight spa sessions and female-only spa days.”
For Emma, the goal is balance, “Preserving calm and wellbeing while continuously introducing new ways to experience the environment, so every visit feels familiar yet distinctly different.”
Perhaps the most powerful application of guest data lies in what happens after the stay. As Cristina put it, “The end of a stay should never feel like the end of the wellness journey.”
At 7Pines Resort Ibiza, this philosophy is embedded into post-stay engagement,
“We provide guests with personalised post-stay recommendations, including tailored fitness routines, mindfulness practices, and health guidance they can integrate into daily life.”
She added, “Digital follow-ups… help maintain continuity and reinforce the relationship beyond the physical stay.”
Hida highlighted a similar approach, “Encouraging guests to share feedback post-visit helps refine our offering. We also remain connected through our newsletter, sharing wellbeing insights and exclusive offers.”
At Four Seasons Astir Palace Athens, Stella Arvanitakou, Senior Director of the Spa frames continuity as an emotional strategy, “Post-stay continuity transforms wellness into an ongoing dialogue… This sustained resonance strengthens emotional loyalty.”
Technology is critical in enabling this continuity as Uli explained, “Too often, treatment history disappears after check-out… With AI, hotels can carry that context forward, so the next stay builds on what the guest has already shown.” This allows for deeper, more meaningful relationships, “Wellness stops being a one-off spa booking and becomes part of a longer relationship with the guest.”
At METT Marbella Estepona, this relationship extends into lifestyle. Irene explained, “Guests receive personalised guidance and simple rituals they can integrate into their daily lives… ensuring the feeling of balance and renewal becomes part of a continued lifestyle.”
Ultimately, hyper-personalisation is not about data, it is about how data makes people feel and the most successful wellness experiences create a sense of belonging. Irene captured this shift and said, “A truly meaningful wellness experience is not defined only by treatments, but by how a guest feels throughout the entire journey.”
She added, “Guests don’t feel like visitors; they begin to identify with a lifestyle of wellbeing.” This emotional connection is echoed across the industry - Joe describes AI’s role in achieving it, “The value of AI is not simply in automation, but in its ability to translate fragmented information into a unified sense of care.”
And across Kerzner’s portfolio, Rosemary Read Larsen, Vice President Wellness & Longevity at Kerzner (Home to One&Only, SIRO and Rare Finds), explained that the balance is clear,
“We strive to provide a high-tech but high-touch service… technology provides the intelligence, but our people create the connection.”
Hyper-personalised wellness is redefining what luxury means in hospitality - it is no longer about choice, but about relevance. Not about abundance, but about alignment. The future spa experience will not ask guests to decide what they need - it will understand it, anticipate it, and deliver it intuitively.
But as this feature makes clear, the winning formula is not technology alone, instead it is the seamless integration of data, design, and human empathy, or, as Vasiliki so succinctly put it,
“The journey becomes intuitive and deeply personal… something that unfolds, guided by intention and shaped entirely around the individual.” And in that unfolding lies the true promise of hyper-personalised wellness.
Designing for Feeling
At Grantley Hall, Interior and Ambience Manager Marek Jurczyk is rethinking outdoor spaces as sensory journeys, where scent, sound, comfort and subtle design interventions work together to shape how guests feel, not just what they see.
At Grantley Hall, the outdoors are more than an extension of the property, they are carefully orchestrated experiences designed to shape how guests feel. For Marek Jurczyk, Interior and Ambience Manager, the concept of “emotional architecture” sits at the heart of this approach, transforming terraces, courtyards and gardens into spaces that resonate far beyond their visual appeal.
“For me, emotional architecture in outdoor hospitality is about how a space makes you feel, not just how it looks,” he explained. “It’s about creating somewhere guests can immediately relax, feel comfortable, and naturally want to spend time.”
This philosophy is grounded in the senses. Marek described how sound, texture and spatial flow are layered to create immersive environments. In the Norton Courtyard, for instance, design decisions are led by atmosphere rather than aesthetics alone. “Positioned beside the River Skell, the space integrates its natural surroundings, so the landscape becomes part of the overall experience,” he said. “The glass roof provides shelter without losing the openness of being outdoors, while generous, comfortable seating encourages guests to stay longer.”
Here, subtle sensory cues do the heavy lifting: the quiet, continuous sound of water, softened planting schemes, and the interplay between enclosure and openness. “All of that comes together to create a space that just feels good to be in - somewhere people can properly relax and switch off.”
That emotional journey begins long before guests reach the courtyard. From the moment of arrival, Marek considers how each element contributes to a gradual shift in mindset. “From the moment a guest arrives at the hotel, a combination of sensory and spatial design elements works together to create an emotional journey, not just a physical arrival,” he said.
Scent plays a particularly powerful role. “One of the most powerful tools we use at Grantley Hall is scent, particularly our signature fragrance, White Paper Wood, which guests notice as soon as they arrive. Scent is closely tied to memory and emotion, so it instantly creates a feeling of warmth and familiarity.” This sensory thread continues throughout the property, creating a cohesive and lasting impression that extends even beyond departure.
Equally important is the sequencing of space. “The gates, the trees, and the planting all work together to create a sense of transition - you’re leaving the outside world behind and stepping into something more considered and immersive,” he explained. “That shift helps build anticipation and sets the tone from the very start.”
Across the estate, Marek balances contrast and cohesion by designing distinct emotional zones that still feel interconnected. “You want guests to be able to move between different moods, from a lively terrace to a quieter, more reflective garden, without it ever feeling disconnected,” he said.
Consistency is key to achieving this. Materials, such as locally sourced wood with a uniform finish, create a visual and tactile thread, while lighting establishes continuity through a shared colour temperature that subtly evolves throughout the day. Within this framework, each space is free to develop its own character. “The terraces are more open and social, designed for energy and interaction,” he noted. “The gardens, especially the Japanese Garden, are much calmer… The paths are intentionally meandering, often following the river, so people naturally slow down.”
This connection to the natural landscape is reinforced by close collaboration with the estate team. “Their deep understanding of the surroundings - from centuries-old trees to the river and the estate’s 1680 architecture - ensures the landscape feels both authentic and timeless.”
Designing for emotion in the British climate, however, introduces an additional layer of complexity. Comfort becomes fundamental to sustaining the intended atmosphere year-round. “In the UK, it’s hard to fully relax if you’re physically uncomfortable, so comfort becomes the starting point,” Marek said.
Thermal layering is central to this strategy, with under-bench heating, flame features and far-infrared heaters creating discreet pockets of warmth. Tactility also plays a role. “Lambswool throws, cushions, and softer fabrics immediately make a space feel more inviting, almost like being tucked in.” These physical comforts are complemented by experiential touches, from warm food and drink to ambient lighting and fireplaces that reinforce a sense of refuge even on grey days.
“Spaces like The Orchard are designed to feel more like a relaxed lounge,” he added, “somewhere familiar and comfortable, with things like bookshelves and fresh flowers adding to that.” The goal is consistency; ensuring that, regardless of the weather, the emotional impact remains intact.
Sometimes, it is the smallest interventions that leave the deepest impression. Reflecting on a recent design decision, Marek recalled how a simple change in table styling shifted guest perception. “Previously, each space had its own style of table plant pot… it felt efficient but somewhat clinical, lacking a deeper emotional connection.”
Introducing a single new element - a medium-sized glass urn - transformed the experience. “Straight away, it felt different. The material was lighter and more reflective, and it complemented the gardens rather than competing with them.” The response was immediate and telling. “People started asking about them and where they could buy them. That’s when it clicked that a small, thoughtful change can completely shift how a space is experienced, and more importantly, how it’s remembered.”
For Marek, the lesson is clear: emotional architecture is never static. “It reinforced the importance of staying curious and not settling, even when something is already working,” he said. “Every season brings something new… you must stay open to that, keep testing, keep questioning, and keep pushing things a little further.”
At Grantley Hall, that mindset ensures outdoor spaces are not just seen, but felt -designed not simply as settings, but as experiences that linger long after guests leave.
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Beyond the Terrace
From seasonal activations and immersive wellness experiences to adaptable design and year-round programming, we look into how hotels are rethinking how outdoor spaces can evolve beyond static terraces into living extensions of the guest journey.
Outdoor spaces have become some of hospitality’s most commercially valuable assets. Once viewed largely as seasonal add-ons or pleasant aesthetic features, terraces, courtyards, gardens and rooftops are now expected to work much harder: generating revenue, shaping guest perception, driving footfall and delivering memorable experiences that cannot easily be replicated indoors.
But with expectations growing, there is also increasing pressure on operators to ensure these areas do not become stale. A beautiful terrace that never changes, an under-programmed garden or a rooftop with little reason for repeat visits can quickly lose its appeal. Today’s guests are seeking experiences that feel immersive, seasonal, shareable and constantly evolving.
Across the sector, hotels are responding with increasingly creative approaches, blending flexible design, thoughtful landscaping, wellness programming, experiential dining and strategic partnerships to keep outdoor spaces alive throughout the year.
For Pedro Paulo, F&B Manager at Ham Yard Hotel, the key is to view outdoor areas not as standalone spaces, but as active extensions of the overall guest journey.
“Outdoor spaces are living parts of the guest journey,” he explained. “It’s a constant evolution as we refresh layouts and menus regularly, aligning with seasonal ingredients and weather patterns.”
That philosophy has shaped a series of adaptive activations across the property. During winter, the hotel introduced an enclosed conservatory area within its courtyard, complete with heaters and blankets, transforming what could have been underused space into a destination in its own right. Meanwhile, the rooftop has hosted a rotating series of seasonal concepts designed to attract both residents and local guests.
“This year we had ‘The Fire Garden’ which was a great success,” said Pedro. “We’re looking forward to the summer where we extend our outdoor seating and add beautiful flower baskets and our Oyster Cart to the terrace.”
The growing emphasis on seasonality is a recurring theme across the industry. Hotels are increasingly recognising that outdoor areas cannot rely solely on good weather to drive engagement. Instead, operators are building year-round strategies that allow spaces to evolve according to the calendar.
At Down Hall, this approach starts with landscaping. “Firstly, we have a planting plan which spans the entire year to ensure the outdoor spaces are looking at their best,” explained General Manager Linden Beattie. “Seasonality plays a huge role in our planning, from outdoor dining concepts in spring and summer to festive experiences such as Halloween alfresco cinema with fire pits and hot water bottles in October.”
That attention to year-round visual change is increasingly important as guests become more attuned to experiential hospitality. Operators are discovering that even relatively small updates - refreshed planting schemes, evolving décor, limited-time menus or temporary structures - can dramatically alter the feel of a space and encourage repeat visits.
At The Montague on the Gardens, seasonal reinvention has become central to the hotel’s outdoor strategy. “We keep our outdoor spaces feeling fresh and relevant through a seasonal rotation of themed pop ups, ensuring they are continually refreshed and giving guests a reason to return throughout the year rather than experiencing a static offering,” said Managing Director Dirk Crokaert.
The hotel’s winter Ski Lodge and fondue-themed Winter Lodge have become standout examples of how immersive concepts can transform outdoor spaces during traditionally quieter months.
“Similarly, our Beach Bar has successfully created a setting where London feels reminiscent of the Caribbean,” Dirk added. “Live programming including jazz evenings in the gardens and open-air theatre performances brings energy and cultural relevance to the spaces.”
The ability to create distinct identities for different seasons is proving especially valuable in urban environments where outdoor square footage is limited and competition for guest attention is intense.
Increasingly, hotels are also recognising that flexibility in physical design is just as important as creative programming. Weather unpredictability remains one of the sector’s biggest operational challenges, particularly in the UK, where outdoor hospitality can be heavily impacted by sudden seasonal shifts.
“The biggest challenge is typically weather unpredictability,” said Pedro. “Conditions can change quickly, so we’ve had to invest in solutions that allow us to pivot, including heating and cover for our courtyard.”
Dirk echoed the importance of weatherproof adaptability, “Flexible, weather-proof design is equally important, with retractable roofs and windows allowing our terraces to deliver an inside-outside experience and remain operational, comfortable and inviting across all seasons.”
These kinds of investments are increasingly viewed not simply as guest comforts but as revenue-protection tools. Covered terraces, retractable roofs, outdoor heating and adaptable furniture layouts allow hotels to maximise utilisation regardless of weather conditions while extending trading periods throughout the year.
The commercial potential of adaptable outdoor spaces has also led operators to rethink how underused areas can be repurposed. At Down Hall, one particularly successful example is The Woodland Table - an outdoor dining concept located within the hotel’s walled kitchen garden.
“We utilised a corner of our kitchen garden which was being used for storage and converted it into an enchanting and unique space which combines dining, theatre and sustainability in one experience,” said Linden.
The project demonstrates how outdoor concepts increasingly blend storytelling with sustainability. “Not only did it make the most of a corner of the kitchen garden which was being underutilised, the tables, benches, the bark on the floor and even the structure itself were all created using trees from within the estate which had to be felled due to their age.”
The desire for authenticity and connection to nature is influencing outdoor design strategies across luxury hospitality. Guests are increasingly seeking experiences that feel rooted in place, whether through estate-grown produce, native planting, outdoor wellness or immersive dining concepts.
At Glenapp Castle, the landscape itself forms a central part of the guest experience. “Here at Glenapp Castle, we ensure our outdoor spaces remain vibrant and constantly evolving by regularly rotating floral displays in line with the seasons,” explained Managing Director Jill Chalmers. “We plant a variety of flowers and greenery throughout the year, introducing new colours, textures and scents to keep the landscape feeling fresh.”
The property’s outdoor programming extends far beyond traditional garden experiences. “Wellness is an integral part of our outdoor offering, with activities such as foraging, guided walks and the introduction of weighted walks, where guests can incorporate light fitness into their time outdoors while deepening their connection with nature,” said Jill. “Our outdoor wellness programming also includes yoga in the gardens and forest bathing.”
Wellness-driven outdoor concepts have become one of hospitality’s fastest-growing areas of investment. Hotels are increasingly using gardens, rooftops and green spaces to host fitness classes, meditation sessions, recovery experiences and nature-led retreats.
At Ham Yard Hotel, rooftop wellness partnerships have delivered particularly strong engagement - “Last summer we joined forces with Equinox and offered a new series of Pilates and yoga classes which sold out,” said Pedro.
These collaborations are helping hotels broaden the appeal of their outdoor spaces beyond traditional dining and drinking occasions, while also attracting local audiences who may later convert into overnight guests.
Guest behaviour and feedback are also playing a growing role in shaping how outdoor areas evolve. “Guest experience plays a central role in shaping how our outdoor areas evolve,” Pedro explained. “We gather feedback through guest comments, team observations and reviews. Our staff are trained to pick up on subtle cues: how long guests stay, what they order, where they prefer to sit.”
This observational approach has led to highly tailored activations, Pedro added, “During Wimbledon we always had requests to show the tennis, so we designed our whole courtyard around it for the two weeks of Wimbledon, installing a big screen and curating a special Wimbledon-inspired cocktail menu and afternoon tea.”
Hotels are increasingly recognising that outdoor spaces can become powerful cultural touchpoints when aligned with seasonal events and local moments. Temporary activations tied to sporting events, festivals or cultural calendars provide opportunities to refresh offerings while generating publicity and social engagement.
At Down Hall, flexibility is also key to maintaining relevance across multiple market segments. “Charles Garden is one of our most exciting recent investments and an example of how outdoor spaces can evolve to meet multiple market demands,” said Linden.
The refurbished venue has been designed to accommodate weddings, private celebrations and corporate events, reflecting the growing expectation that outdoor areas should serve multiple commercial functions.
“What makes Charles Garden unique is its adaptability,” Linden explained. “It can provide an elegant alfresco ceremony space, a vibrant setting for drinks receptions, or a distinctive backdrop for networking events, product launches and summer parties.”
This multi-use approach is becoming increasingly important as hoteliers look to maximise return on investment from outdoor square footage. Flexible layouts, modular furniture and mobile service stations allow hotels to transition quickly between dayparts and event formats.
Nick Anastasiou, Director of Gorilla Carts & Kiosks, believes flexibility is central to unlocking the commercial potential of outdoor hospitality. “A well-designed outdoor space doesn’t just look stunning; it is also highly practical, providing multi-functional areas that can unleash the true potential of hotel gardens, patios and terraces,” he said.
The operational flexibility of outdoor service infrastructure is becoming increasingly important as hotels seek to create more adaptable guest experiences. “This means that, whilst in the morning, the space can be used for breakfast buffets, by night, outdoor areas can be switched to live cooking spaces for barbecues and alfresco dining, even after sunset,” Nick explained. “Creating such a space enhances customer experience, encouraging them to linger a little longer and increasing F&B sales.”
Hotels are also investing more heavily in movable kiosks, bars and catering stations that can be adapted according to events and occupancy levels. “For venues looking for mobile options, the new Flexi Serve Kiosk is a versatile unit that can be tailored for every occasion,” said Nick. “The adaptability of this unit does not stop there, with additional options including hot and chilled plates, induction units and optional heat lamps that can be arranged to suit a hotel’s individual needs.”
Alongside flexibility, comfort remains one of the defining factors in ensuring outdoor areas continue to perform consistently throughout the year. According to Mark Conron, Group Head of Customer Communications at Nisbets UK, successful outdoor spaces increasingly depend on operational details that enhance guest comfort across changing conditions.
“The appeal of alfresco dining means outdoor spaces are now being used nearly all year round,” he said. “As long as it is dry, guests will be tempted by the prospect of sitting outside, but to make this even more enticing, it is vital that hotels create flexible spaces that are equipped to suit any season.”
Heating, shade and soft furnishings are all becoming essential components rather than optional extras. “In the winter, the Bolero Wall Mounted Patio Heater is a subtle way of keeping outdoor spaces warm,” Mark explained. “To maximise the appeal of outdoor spaces, operators should also drape blankets over furniture. This not only makes spaces look and feel cosier but also provides an additional layer for guests on chilly evenings.”
Summer adaptability is equally important - “When the summer sunshine finally does arrive, parasols are vital for providing shade, helping to keep customers cool and comfortable,” said Mark.
For many hoteliers, the challenge is no longer simply how to create attractive outdoor spaces, but how to ensure they remain commercially viable while continuously evolving. At Glenapp Castle, maintaining dynamic outdoor experiences requires careful operational planning.
“One of the key challenges lies in maintaining a dynamic and engaging outdoor environment while operating a busy hotel with guests consistently on-site,” said Jill. “Minimising disruption is essential, so we invest in quiet, battery-operated equipment and robotic technology to maintain the grounds with minimal noise.” This operational subtlety is becoming increasingly important as luxury hospitality shifts towards more immersive and tranquillity-led guest experiences.
At the same time, outdoor areas are increasingly expected to support wider sustainability narratives. Estate-led dining, homegrown produce, biodiversity initiatives and low-impact landscaping are all becoming part of the storytelling that surrounds outdoor hospitality.
Down Hall’s investments in woodland management, beehives and estate-grown produce are designed not only to enhance guest experience but also to strengthen authenticity.
“We’ve invested in our kitchen garden, woodland management, beehives and estate-led experiences to create spaces that feel authentic to Down Hall,” said Linden.
At Glenapp Castle, the wider natural setting also forms a key part of the guest proposition. “Glenapp Castle is set in the transitional area of the Galloway and South Ayrshire Biosphere Reserve, a UNESCO-designated region known for its world-class environment,” said Jill. “This remarkable landscape adds a unique layer to every experience, offering guests the chance to connect deeply with both nature and the estate’s rich heritage.”
Ultimately, the most successful outdoor spaces are those that avoid standing still. Whether through rotating seasonal concepts, immersive wellness experiences, responsive guest programming or flexible design, hotels are increasingly recognising that outdoor hospitality requires continual reinvention.
For operators willing to outdoor spaces as living, evolving environments rather than static backdrops, the opportunities are significant and in a hospitality landscape where experiences increasingly define loyalty, that ability to continually surprise and re-engage guests may prove more valuable than ever.
Skin in the Game
Why hospitality’s next frontier is epidermal, as told by Naomi Rheinberger, Director, Global Communications and Marketing Activations at La Bottega Collective.
There was a time when hospitality trends were defined by thread count and rainfall showerheads. Then came scent marketing, spa menus that read like poetry, and pillow menus that required their own concierge. Now, the spotlight has shifted again. This time, it is personal. Incredibly personal.
Skin is hospitality’s next frontier.
Not skin as vanity. Skin as barrier, as intelligence, as the body’s largest organ negotiating climate, stress, travel, and time zones on our behalf. For an industry built on care, comfort, and curated experience, it was only a matter of time before the conversation moved from how a space looks and smells to how it actually supports the guest’s skin health.
The modern traveller is no longer seduced by fragrance alone. In fact, some are actively avoiding it. They read ingredient lists. They understand inflammation. They know that a long haul flight is best followed with a five step skincare routine and two litres of water instead of two (maybe three) glasses of wine.
This is where efficacy enters the chat.
In March 2026, La Bottega introduced a landmark partnership with Dr. Barbara Sturm, translating her clinically driven, anti-inflammatory philosophy into hospitality for the first time.
Known globally for her medical approach to skincare, Dr. Sturm’s belief that inflammation is at the root of most skin concerns has shaped a collection that is entirely fragrance free, highly efficacious, and designed to calm and support the skin barrier
This is not about removing scent for the sake of minimalism. It is a paradigm shift in redefining what care means in a guest bathroom, and how to cater for the savviest of wellness led guests.
The collection, developed exclusively with La Bottega, sets a never experienced before benchmark for hotel essentials. No parabens, no PEGs, no silicones, no aggressive ingredients. Just formulations rooted in medical expertise, adapted for hospitality. In other words, skin first, spectacle second.
For hotels, this marks a shift from amenity as accessory to amenity as active contributor to wellbeing. When a guest steps out of the shower, their skin should feel balanced, not stripped. Supported, not overwhelmed.
But skin intelligence does not stop at formulation. It extends to fabric.
Enter Beltrami and its pioneering Autentica Fibra di Legno® (translating loosely to authentic wood fibre). This material innovation brings a new dimension to how textiles interact with the body. Autentica Fibra di Legno is derived from cellulose, resulting in a fabric that is breathable, exceptionally soft, and naturally thermo regulating.
So, why does this matter?
Because what touches the skin matters.
Towels, bathrobes, bed linens. These are not decorative afterthoughts. They are second skin. Materials that respect the body’s temperature, reduce friction, allow breathability, and contribute directly to comfort and recovery. For spa hotels, wellness resorts, and urban sanctuaries alike, material intelligence is becoming as critical as design language.
In the same way that guests now expect menus to cater to dietary intolerances, they are beginning to expect environments that acknowledge skin sensitivity. This is not niche. It is a reflection of rising awareness around allergies, dermatitis, and the cumulative impact of environmental stressors.
Brands like Ground Wellbeing have long championed topical application as a gateway to measurable wellness results. Their approach to product and rituals focusses on the therapeutic power of what is absorbed through the skin, bridging spa ritual with genuine physiological benefit. It is a reminder that the skin is not merely a surface. It is an interface.
For hospitality leaders, the opportunity is clear. Skin centric thinking allows hotels to elevate the guest journey without excess. It is not about more. It wellness curation.
At La Bottega Collective, we often speak about curating guest experience with elegance over extravagance. Skin embodies that philosophy perfectly. A fragrance-free formulation that calms inflammation. A towel woven from advanced cellulose fibres. A spa oil designed to support lymphatic flow. These are refined interventions. Subtle, yes. But powerful.
There is also a commercial logic. As wellness tourism continues to rise, properties that demonstrate tangible commitment to health will differentiate themselves. Guests may not articulate it immediately, but they feel the difference when their skin is not reacting, when their sleep is deeper, when their body feels considered.
And let us be honest. In a world saturated with sensory overload, sometimes restraint can be refreshing.
The future of in-room wellness is unlikely to belong to a single philosophy. Fragrance-free, clinically driven formulations designed to respect the skin barrier will increasingly sit alongside carefully curated signature scents that define a property’s identity. Both approaches have a place in hospitality when guided by intention and guest wellbeing.
What is clear, however, is that skin is not a passing phase. It is hospitality’s most intimate touchpoint, and perhaps one of the most powerful.
It is time for hotels to put their skin in the game.
A New Era
We caught up with Philippe Kronberg after his recent appointment as General Manager of Mandarin Oriental Hyde Park, London & AVP Operations on leading Mandarin Oriental Hyde Park, London into its next chapter along with how he plans on navigating such an extensive portfolio.
With more than three decades of international luxury hospitality experience spanning Europe, Asia, the Middle East and Australia, Philippe Kronberg, this January, stepped into one of the industry’s most prestigious roles as General Manager of Mandarin Oriental Hyde Park, London and Area Vice President Operations across key European properties.
Officially appointed in at the beginning of the year, Philippe’s remit extends beyond the landmark London hotel to include oversight of Mandarin Oriental Mayfair, Mandarin Oriental Paris, Mandarin Oriental Lutetia and Mandarin Oriental Conservatorium.
The appointment marks a pivotal moment for the luxury hospitality group as it continues to strengthen its European footprint, and Kronberg says the opportunity arrives at an exciting stage both for the company and for his own career.
“I joined Mandarin Oriental at a very exciting time because the company is growing very, very fast,” he said. “To be able to lead such an iconic hotel in London is a privilege. The property is almost 125 years old, it’s incredibly well established, and both Londoners and international guests know the building and the brand very well.”
Located between Hyde Park and Knightsbridge’s luxury shopping district, the hotel remains one of the capital’s most recognisable luxury destinations. For Philippe, the focus now is on preserving that legacy while continuing to evolve the guest experience.
“Mandarin Oriental is synonymous with luxury and legendary service,” he said. “What excites me most is being able to continue elevating standards and building on the hotel’s rich heritage while continuing to innovate.”
Philippe joins the group from Shangri-La, where he most recently served as Resort General Manager in Muscat, Oman, overseeing a multi-property beachfront destination comprising more than 640 rooms. His career has also included senior leadership positions across Sydney, Turkey, China, Thailand and Brisbane, alongside wider operational oversight across Australasia.
That international experience, he said, has fundamentally shaped his understanding of luxury hospitality. “I’ve worked in nine different countries, and that experience allows you to understand people better and adapt to different cultures,” he explained. “Luxury is not one-size-fits-all. Every guest arrives with different expectations depending on where they come from, their age group and the type of experience they’re looking for.”
He points to the contrast between older luxury travellers seeking highly personal interaction and younger guests prioritising seamless connectivity and independence. “You might have one guest who wants to spend time speaking with the concierge about restaurants and local experiences, while another guest wants perfect Wi-Fi, privacy and to stay connected from their room. Understanding those differences is incredibly important.”
Among the destinations he has worked in, Japan remains especially influential in shaping his hospitality philosophy. “Japan is probably at the top for me because of the extraordinary attention to detail,” he said. “The standards of service delivery are incredibly high - whether it’s presentation, packaging or guest interaction.”
At the same time, he describes his experience in the Middle East as transformative. “Living and working there was a huge eye-opener culturally. It helped me understand the importance of relationships, family dynamics and different expectations of luxury hospitality.”
In his expanded regional role, Philippe will divide his time across five European properties, something he says relies heavily on empowering experienced local teams.
“The only way to manage across multiple hotels is by having very strong, established teams already in place,” he said. “My role is to provide direction, strategy and standards, but ultimately success comes from the people on the ground.”
He repeatedly returned to the importance of teamwork and collaboration across all departments. “Without the team, there’s not much I can do,” he said. “Every department -housekeeping, engineering, culinary, front office, people and culture - everyone has a piece of the puzzle.”
As guest expectations continue to evolve, Philippe believes luxury hospitality is increasingly defined by experiences rather than simply physical product. “For luxury hotels like Mandarin Oriental, beautiful rooms and comfort are already expected,” he said. “Guests assume there will be exceptional design, comfort and technology. That’s a given - what really matters now is creating personalised experiences.”
That could mean anything from arranging exclusive shopping experiences in Knightsbridge to curating bespoke wellness programmes or securing unique cultural access in cities such as Paris and Amsterdam.
“It’s about understanding why guests are travelling and creating something memorable around that,” he explained. “That’s where modern luxury really lives now.”
Philippe also places strong emphasis on visibility and leadership culture within the hotel itself. Rather than remaining behind the scenes, he says he prioritises being present throughout the property every day.
“I lead by example,” he said. “I spend time with the doormen in the morning, speak with security teams, reception colleagues and restaurant staff. I also speak directly with guests during breakfast to understand their experience firsthand.”
He added that maintaining approachability is essential to creating a cohesive service culture. “I eat in the staff canteen most of the time because I want to stay connected with the team,” he said. “Hospitality only works when departments work seamlessly together.”
Looking ahead, Philippe believes Mandarin Oriental’s continued growth in Europe will be driven not only by service excellence but also by the uniqueness of its historic properties.
“These buildings all have stories,” he said. “Guests are not simply staying in a room - they’re becoming part of the history and identity of that city.”
He cited the heritage of Mandarin Oriental Hyde Park, London, alongside landmark properties in Paris and Amsterdam, as central to the group’s appeal for modern luxury travellers increasingly seeking authenticity and emotional connection.
Philippe also sees multi-generational travel as one of the defining shifts shaping the future of hospitality. “We’re seeing more families travelling together across generations, so it’s very important for us to cater to everyone,” he said. “That requires training, cultural sensitivity and diverse teams who can relate to guests from different backgrounds and age groups.”
For Philippe, diversity within hotel teams is ultimately a strength that improves guest connection and service delivery.
“Our teams are very diverse in terms of age and cultural background,” he said. “That diversity helps us connect more naturally with our guests, and that’s incredibly valuable in luxury hospitality.”
Kerridge’s Bar & Grill
Set within the luxurious surroundings of Corinthia London, Kerridge’s Bar & Grill has become one of the capital’s defining modern British dining destinations. Combining Michelin-starred chef Tom Kerridge’s signature comfort-food philosophy with refined technique and exceptional produce, the restaurant continues to win over London diners with elevated classics, warm hospitality and a commitment to consistency.
Inside the grand surroundings of Corinthia London, Kerridge’s Bar & Grill has firmly established itself as one of London’s standout dining destinations. Since opening in 2018, the restaurant has brought Michelin-starred chef Tom Kerridge’s celebrated approach to modern British cuisine to the heart of the city, pairing exceptional produce with relaxed luxury and warm, welcoming hospitality.
The first London restaurant from Tom Kerridge, the concept reflects everything that has made the chef one of the UK’s most recognisable culinary names: elevated comfort food, bold flavours and an unwavering commitment to quality. Together with Head Chef Tom Childs, the kitchen has created a menu that honours classic British dishes and traditional cooking techniques, while subtly refining them through contemporary flair and meticulous attention to detail.
At its core, Kerridge’s Bar & Grill is a celebration of British dining culture - familiar dishes executed with precision, confidence and creativity. Signature plates include the restaurant’s famous fish and chips, widely regarded as among the very best in the country and a dish that perfectly encapsulates the restaurant’s philosophy: nostalgic comfort elevated to Michelin-level standards.
Restaurant’s Hero Dish:
Tom Kerridge’s famous fish and chips - hailed as being the UK’s best!
[image of fish and chips]
For Tom Childs, maintaining relevance in one of the world’s most competitive dining scenes means balancing innovation with consistency.
“We are always looking at what’s next,” he explained. “I’m constantly eating out, keeping an eye on emerging chefs, new trends, different markets and untapped ideas - all while staying true to our British roots and the Kerridge’s DNA.”
That curiosity, he said, is essential in London’s fast-moving culinary landscape. “As Tom Kerridge has said before, London is and always will be competitive. To evolve, we have to continue surprising and inspiring our guests, while remaining consistent. People want to know that whenever they come to Kerridge’s Bar & Grill, it’s going to be great every single time, and that’s something we’re incredibly proud of.”
The restaurant’s concept is rooted in accessibility as much as excellence. Rather than reinventing British cuisine beyond recognition, the team focuses on enhancing dishes diners already know and love.
"Modern British food that everyone recognises, but elevated to a level people perhaps wouldn’t expect - that’s what we’re about,” said Head Chef, Tom. “Take our sticky toffee pudding, for example. We serve it with a Kraken rum sauce and pair it with a very unique coffee ice cream.”
The detail behind even the smallest elements of a dish is what sets the experience apart. “Coffee ice cream can often be very dark and overpowering,” he continued. “Instead of grinding the beans, we lightly infuse whole coffee beans into the cream, which creates something much lighter and more fragrant. It’s those subtle differences that make the dishes memorable.”
This thoughtful approach to flavour and technique runs throughout the menu, where premium seasonal produce takes centre stage. Whether guests are visiting for a relaxed lunch, a celebratory dinner or cocktails in the elegant bar, the experience is designed to feel simultaneously refined and approachable - a reflection of both the restaurant’s luxury hotel setting and Kerridge’s famously down-to-earth style.
Nearly a decade after opening, Kerridge’s Bar & Grill continues to thrive by staying true to its identity while embracing the energy and evolution of London’s dining scene. In a city defined by constant reinvention, its enduring appeal lies in delivering something timeless: expertly executed British food, genuine hospitality and a sense of occasion that keeps guests returning time and again.
Henrik Muehle
Henrik Muehle, Managing Director of Flemings Mayfair, discusses accountability, consistency and the realities of modern hospitality leadership - as well as why discipline, authenticity and community responsibility remain at the heart of everything he does.
At the helm of Flemings Mayfair, one of London’s most distinguished luxury hotels, Henrik Muehle is a hotelier who values discipline, clarity and consistency above all else. As Managing Director, his leadership style is direct and uncompromising, shaped by decades in hospitality and a belief that great hotels are built not on gimmicks, but on delivering the basics exceptionally well - every single day.
Unlike many industry leaders who found their way into hospitality by chance, Henrik said there was never another path for him. “There was no alternative path. I started in hospitality and stayed in it,” he explained. “What has kept me in this industry is its clarity and accountability. You either deliver or you don’t, and the results are always visible. There is nowhere to hide.”
That sense of accountability became embedded in his leadership philosophy early in his career, after recognising that guests never experience a hotel in isolated departments. Instead, every interaction contributes to one seamless impression. “Guests don’t experience a hotel in parts. They experience one thing,” Henrik said. “Something goes wrong in one area and the impact shows up somewhere else. That’s when it becomes clear there are no silos from a guest point of view.”
It was a lesson that fundamentally changed the way he approached operations and management. “You stop managing departments and start managing the outcome,” he added. “If the experience breaks anywhere, it all breaks. That stays with you.”
Today, Henrik sees his role at Flemings Mayfair as being far more about direction than micromanagement. His focus is on maintaining standards, preserving the hotel’s identity and ensuring consistency across every touchpoint. “Control and direction. That’s it,” he said. “I’m not there to get involved in everything, I’m there to make sure everything is done properly and stays consistent. The key is clarity and if you’re not clear on what the hotel is, it drifts. That’s what I don’t allow.”
In an industry often driven by trends and reinvention, Henrik remains steadfastly focused on operational excellence. For him, hospitality is compelling because of its immediacy and transparency. “It’s a results business,” he explained. “Immediate. You make a decision and you see the consequence straight away - good or bad. That level of accountability is rare, it forces focus and there’s no room for excuses.”
Looking ahead, Henrik’s vision for both Flemings and the wider business is rooted in simplicity and authenticity. Alongside Flemings, the group’s sister property, Down Hall Hotel, plays a central role in that strategy through its two-acre eco-friendly kitchen garden, which supplies produce to both Flemings and Ormer Mayfair.
“No distractions and no unnecessary reinvention,” Henrik said. “Flemings is about doing the basics properly and doing them every day; consistency is the strategy.”
He believes this direct connection between production and plate keeps the operation grounded and transparent for guests. “The two-acre eco-friendly kitchen garden is not a concept, it’s production,” he explained. “It feeds Flemings and it feeds Ormer Mayfair. That removes anything artificial from the operation. It keeps it real. Guests see that immediately.”
For Henrik, the future is about scaling that disciplined approach without losing its integrity. “Keep building hotels that are stable, disciplined and commercially strong,” he said. “What hasn’t been done yet is scaling that approach further without compromising it. That’s the focus.”
Beyond hotel operations, Henrik is also deeply committed to charitable and community initiatives across London. His approach to philanthropy mirrors the same practical, results-oriented mindset that defines his leadership style. “It’s responsibility,” he said. “If you run a hotel in London, you’re part of the city, you don’t sit outside of it.”
His charitable work focuses particularly on homelessness, food insecurity and creating opportunities for those often excluded from them. Flemings’ partnership with Charity Begins at Home sees chefs at Ormer Mayfair prepare more than 60 hot meals every week for vulnerable people across the capital.
“We are proud and committed to supporting local communities and those less fortunate,” Henrik said. “That isn’t branding, it’s how we operate.”
The hotel also holds the Positive Luxury Butterfly Mark accreditation, recognising its work across sustainability, sourcing, waste reduction and people practices. But for Henrik, recognition alone is never the goal. “What matters is what sits behind it,” he said. “Standards, not statements.”
Another initiative close to his heart is the CEO Sleepout, which raises awareness and funds for homelessness charities by having business leaders spend a night sleeping rough. Henrik has participated for five consecutive years and raised more than £120,000 to date.
“It’s not symbolic,” he said. “It’s a reminder of what the issue actually looks like on the cold concrete ground.”
Ultimately, whether inside the hotel or beyond its walls, Henrik believes the same principles must always apply. “If you expect discipline inside the hotel,” he concluded, “it has to exist outside it as well.”
Breaking the Mould
From Food and Beverage to Head Housekeeper at The Athenaeum Club, Charlotte Shaw shares how cross-department experience, people-first leadership, and a passion for raising the profile of housekeeping are shaping a more collaborative and respected future for the profession.
Could you share your journey to becoming Head of Housekeeping, and key experiences that shaped your leadership style?
From an early stage, I recognised that a career in hospitality was the right path for me. While I did not initially have a specific department in mind, I was certain of the industry and remained open to the opportunities it could offer. I began my career in Food and Beverage while studying at college and university, gaining experience across a range of settings including pubs, restaurants, hotels, and both restaurant service and events.
After graduating from The Edge Hotel School with a degree in Hotel Management, I secured my first role in London within Reception. From there, I progressed steadily, ultimately achieving the position of Hotel Manager at a four-star property. Following this, I felt ready to take on a new challenge.
This led me to housekeeping, where my experience across Food and Beverage and Front of House was recognised as highly transferable and valuable to the team. At the beginning of 2020, the industry faced unprecedented change, requiring rapid adaptation across all departments. During this time, I found housekeeping to be the most rewarding area of my career.
Working closely with a diverse team, I valued the opportunity to support individuals from a variety of backgrounds and language abilities, helping to build their confidence and encourage pride in their work. Enabling team members to see their roles from a new perspective and recognise their contribution was particularly fulfilling.
Drawing on my experience across three departments, I have been able to foster stronger collaboration between teams, promote mutual understanding, and contribute to more streamlined and effective service delivery.
Being part of the London and Southeast UKHA committee has also created a whole new depth to the industry and the amazing professionals that we have within hospitality.
What are some lesser-known tips or efficiencies you've discovered that maintain high standards while keeping your team motivated?
Demonstrating a genuine interest in team members, both professionally and personally, is key to effective leadership. Taking the time to understand each individual’s strengths and development areas enables you to utilise their skills in a way that enhances overall service delivery.
By creating tailored opportunities and assigning responsibilities that allow individuals to excel, you foster confidence, engagement, and a stronger sense of purpose. This, in turn, encourages continuous improvement and a shared commitment to achieving high standards.
How has technology changed housekeeping in recent years? Are there any tools you now consider indispensable?
Technology is continuously evolving, with computers and mobile devices regularly introducing new systems and programmes that enhance operational efficiency. While change can sometimes present challenges, guiding the team through new technologies in a structured and supportive way - encouraging curiosity, open discussion, and hands-on exploration - can significantly improve engagement.
As confidence grows, team members begin to recognise the practical benefits of these advancements, particularly the ability to access real-time updates. This not only reduces errors but also improves overall efficiency and turnaround times.
Furthermore, technology facilitates stronger collaboration by connecting like-minded professionals, making it easier to seek advice, share insights, and ask questions. Knowledge-sharing is essential, and fostering an environment where information is openly exchanged supports both individual development and collective success.
What advice would you offer someone aspiring to a long-term career in hotel housekeeping or hospitality management?
Maintain an open mind and seek an organisation that aligns with your values and long-term vision, and that is committed to supporting your development throughout your career. Embrace mistakes as valuable learning opportunities - they often provide the greatest insight and can lead to unexpected growth.
With ongoing staffing challenges and shifting guest expectations, what strategies have you found effective in maintaining service quality and team morale?
Actively listening to team members and creating a safe environment in which they feel confident to share their perspectives is essential. Involving them in decision-making and organisational change fosters a sense of ownership and accountability. It is equally important to provide transparent feedback, both positive and constructive, so individuals understand their impact and areas for development.
When challenges arise, encouraging open discussion around what happened and how similar situations can be prevented or mitigated in the future promotes learning and continuous improvement.
By cultivating an inclusive environment where employees feel valued and recognise that their contributions make a meaningful impact on the business, you encourage curiosity, engagement, and advocacy - motivating them to recommend the organisation to others.
What would you like to see evolve in hotel housekeeping over the next 1–3 years?
I would like to see a continued shift in how housekeeping is perceived across the industry. Housekeeping is not simply a job; it is a profession that requires passion, resilience, and a strong team ethos. It offers a wide range of transferable skills and valuable learning opportunities that can be applied across the wider hospitality sector.
While recognition of hospitality as a long-term career is steadily increasing, housekeeping would benefit from greater visibility and acknowledgment of its contribution. Elevating the profile of the department will be key to attracting, developing, and retaining talent, and to ensuring it continues to grow alongside the industry.
A Modern Classic
Blending Georgian heritage with cutting-edge wellness and flexible hospitality, Sopwell House has emerged as a quietly powerful force in the UK’s country house hotel scene and this June features as Hotel of the Month.
Set within 12 acres of Hertfordshire countryside, Sopwell House has quietly established itself as one of the UK’s most compelling country house hotels, balancing heritage, wellness, and contemporary hospitality with notable precision.
Originally a Georgian country residence dating back to the 18th century, the property has evolved into a 126-bedroom luxury hotel while retaining its sense of historic character and domestic warmth. This “home from home” positioning is central to Sopwell House’s identity: rather than leaning solely on grandeur, it delivers a layered guest experience that feels both refined and relaxed.
What differentiates Sopwell House in a crowded luxury market is its ability to operate across multiple guest profiles without diluting its brand. Leisure travellers, spa-seekers, corporate groups and celebratory events are all catered for within a cohesive offering. With 15 meeting rooms, large-scale event capacity and expansive grounds, the hotel is as much a business and social hub as it is a retreat.
Yet it avoids the impersonal feel often associated with multi-functional venues. Family ownership by the Bejerano family plays a key role here, underpinning a service ethos that prioritises familiarity and flexibility.
Accommodation at Sopwell House reflects a deliberate blend of classic country aesthetics and contemporary design. Rooms and suites feature modern finishes, while maintaining the warmth expected of a traditional estate hotel.
The standout offering lies in the Mews Suites - 16 self-contained, design-forward spaces set within landscaped gardens. These suites introduce a more residential, almost boutique-living concept, complete with private courtyards and outdoor spa features. This hybrid model, hotel service with private accommodation, positions Sopwell House strongly against both luxury hotels and high-end serviced apartments.
Wellness is arguably the hotel’s most defining differentiator. The Cottonmill Spa, a purpose-built, multi-level facility, has become a key driver of destination appeal since its expansion in 2019.
The spa experience is tiered, with The Club at Cottonmill offering an elevated, members-style environment featuring hydrotherapy pools, thermal experiences and outdoor relaxation spaces. Reviews consistently highlight the spa as the property’s “trump card,” with its scale and variety setting it apart from typical country house offerings.
This dual-access model, standard and premium, enables the hotel to cater to both casual spa guests and high-value wellness travellers, maximising both accessibility and revenue potential.
Dining at Sopwell House reinforces its multi-dimensional appeal. The Brasserie delivers approachable, all-day British dining, while Omboo introduces a more contemporary, Asian-inspired concept with sharing plates and bold flavours.
This contrast allows the hotel to satisfy diverse guest expectations without overextending its culinary identity. The addition of modern bar and lounge spaces further supports its positioning as a social destination, equally suited to day visitors, overnight guests and local clientele.
Location is another key strength. Positioned less than 20 miles from London, Sopwell House offers a genuine countryside escape without the friction of long travel times. This accessibility has helped it carve out a niche as a go-to short-break and weekend retreat, particularly for urban professionals seeking high-quality downtime.
Sopwell House succeeds by blending three distinct pillars; heritage, wellness and versatility, into a single, cohesive proposition. Its ability to operate simultaneously as a spa destination, event venue and leisure retreat, while maintaining a strong sense of identity, is what truly sets it apart.
For industry professionals, it offers a compelling case study in modern country house evolution: one that respects its past, invests in experiential amenities, and adapts intelligently to the expectations of today’s luxury traveller.
@sopwellhouse
An Uneven Summer
How uncertainty is reshaping summer demand, as told by Jane Pendlebury, CEO of HOSPA.
Hospitality has always been shaped by the world around it. Weather, politics, economics, consumer confidence, transport and technology all influence how, when and where people travel. Sometimes those forces create immediate shifts. More often, they create a patchwork of behaviours that operators must read carefully.
That is certainly the case this summer.
There has been plenty of discussion around whether uncertainty overseas is creating another “staycation boom” for the UK. The reality is more nuanced. While domestic leisure demand is strengthening in certain parts of the market, hotels more exposed to inbound or airport-linked business are seeing a more mixed picture.
The appeal of a UK break is easy to understand. When overseas travel feels more expensive or uncertain, a domestic stay feels easier and more predictable. For families in particular, a UK hotel may seem costly compared with some European alternatives, but once flights, transfers, insurance, airport parking and other costs are included, the value equation begins to change.
That is coming through most clearly in leisure-led destinations. Coastal hotels, countryside retreats, spa properties, golf resorts and experience-led destinations are especially well placed. Operators are reporting stronger forward bookings, increased demand from couples taking shorter premium breaks and interest from guests who may previously have travelled overseas.
The Headland in Cornwall, for example, reported March and April bookings up 15%, with some guests switching to a Cornish break after overseas plans involving Dubai were disrupted. Grantley Hall has also seen shorter lead times, increased length of stay and guests changing or cancelling international plans in favour of staying closer to home. The Belfry has reported rising demand for spa, golf and family breaks, with bookings for three nights or more increasing in recent weeks.
However, it would be a mistake to call this a universal uplift. Some internationally exposed hotels are feeling the opposite effect. Properties reliant on long-haul inbound markets, tour groups or airport-adjacent business are seeing softer demand in some areas. In London, the picture is similarly mixed, with some softening from long-haul markets offset by steadier domestic demand and increased European travel.
One of the clearest themes is not just where people are booking, but how they are booking. Lead times are shortening. Guests are taking longer to commit, comparing options and booking closer to arrival. At Rudding Park, for instance, more than half of transient room nights for the first seven days of April over the Easter holidays were booked within the two weeks prior. That points to caution and a need for reassurance.
This doesn’t mean hotels need to rewrite cancellation policies across the board. But flexibility has become a more important part of the booking decision. Guests want clear terms and confidence that, if circumstances change, they will be treated fairly. When interest exists but confidence is wobbling, transparent communication can make a real commercial difference.
There’s also a wider value point. People still want to travel. They still want experiences and quality time away. But many are being more considered in how they spend. That places greater pressure on hotels to explain why a stay is worth the investment. Packages, dining, spa, golf, family activities and local partnerships all have a role to play in helping guests feel they’re choosing more than just a room.
For domestic leisure destinations, the opportunity is real. The challenge is converting demand within a shorter booking window while maintaining rate integrity and communicating value clearly. For internationally exposed hotels, the priority may be different: diversifying source markets, protecting group business and staying alert to shifts in inbound demand.
What this moment reinforces is that agility remains one of hospitality’s most important commercial qualities. The market can change quickly, and operators need the systems, data and confidence to respond. Revenue strategy, marketing, distribution and operations cannot sit in silos when guest behaviour is shifting this rapidly.
There’s cautious optimism to be found, particularly for strong UK leisure destinations. But this isn’t a blanket boom. It’s an uneven and behaviour-led shift, shaped by international uncertainty, cost sensitivity and perhaps a renewed appreciation for what the UK can offer.
For hoteliers, the task is to read those signals carefully. The winners this summer will be those who understand not only that guests are looking closer to home, but why they’re doing so - and what they need to feel confident enough to book.
Jane Pendlebury is CEO of HOSPA – the Hospitality Professionals Association. For more information on HOSPA and its offering, please visit www.hospa.org.