Perspectives — Gretel Kutan · Luxury Hospitality Projects

VII

The Question the Standard Cannot Ask

A property can complete every standards programme it is subject to, hold its result, and still be carrying a problem its management has not named.

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A lifestyle property can sell one destination while operating as four or five separate businesses.

Marbella has moved into the ultra-luxury market. The people who can run an operation at that level have not arrived in the same numbers.

Most luxury hospitality groups did not design themselves. They accumulated.

Most luxury hospitality projects that disappoint do not fail in execution. They fail earlier.

The deepest reason senior leadership in luxury hospitality is structurally under-equipped is not technological.

By the fifth year, the venue that opened with conviction is being run by a calendar.

Shorter observations, posted when there is something worth saying, are collected in Industry Notes.