SLH truly embodies its name: we’re all about small, luxury hotels located around the world. Our average hotel size is 48 rooms, though recently we’ve seen a trend toward even smaller properties, with an average this year of just 38 rooms. We’re proud to have reached over 600 hotels globally, with more than half located in Europe, which has a wealth of boutique, family-owned properties. Italy is particularly popular for us, with 86 hotels—a classic destination that epitomizes small, luxurious, family-run accommodations.

How would you define SLH’s positioning?
In essence, SLH connects independently spirited travelers with independently minded hotels. We’re almost like a “Tinder for hotels,” matching unique properties with guests who seek a personal touch. Almost all our hotels are family-owned, offering a distinctive charm different from Relais & Châteaux, which focuses on gourmet dining, or Leading Hotels, which emphasizes large, palatial properties. Our focus is on small, independent hotels. We offer a wide range—from contemporary to classic hotels, and while some have Michelin-starred dining, many do not. Independence is our hallmark, reflected in our brand identity.

Trends and Changes in the Hospitality Landscape

Since COVID, people prefer smaller, more intimate spaces. Many of our hotels have private villas with individual entrances and kitchenettes, allowing guests to enjoy a more private stay. Additionally, developing larger hotels in city centres is increasingly difficult, leading to conversions of properties like family villas or even schools—such as a recent project in Rome—into boutique hotels. We’re also seeing more unique accommodations like luxury tents in national parks, catering to guests who want immersive experiences in nature. This trend isn’t entirely new, but integrating it into a hotel brand structure is.

What are the economic outlook and performance expectations for 2024?
It’s looking incredibly promising! Last year set a record, and 2024 is on track to be even better. Chinese travelers are returning, Americans continue to travel heavily, and we’re seeing slower markets start to reopen. The only cautionary sign is the increase in luxury hotel supply in cities like London, Paris, and Rome, which could impact average rates.

Are you seeing an increase in demand from India as a source market?
That’s a great question. India has a rapidly growing middle class, but we haven’t yet seen significant demand from there. Our brand awareness in India is still relatively low, and increasing it would require more presence within the country. For now, our stronger growth is coming from China.

SLH’s Core Values and Member Benefits

SLH is neither a franchisor nor a traditional hotel chain. What value do you offer your members?

Our hotels pay an annual membership fee and a commission on reservations. In return, we provide branding, extensive PR, partnerships, social media exposure, and a strong sales team. Our greatest strength lies in our connections with travel agencies. Through us, individual hotels gain access to markets and platforms they couldn’t reach alone. Another significant benefit we offer, which has grown recently, is our partnership with Hilton. Currently, about 400 of our properties are available on Hilton.com and its app, giving our members access to Hilton’s 190 million Hilton Honors members—something that independent hotels would struggle to achieve alone.

Does SLH prioritize sustainability and wellness when selecting new hotels?
Absolutely. We recently launched our “Considerate Collection,” which includes 60 properties that have met rigorous standards set by the Global Sustainable Tourism Council (GSTC). It’s popular, but growth in this category is slow due to the high criteria. We’re also about to launch a wellness collection, where we’ll keep our focus on authenticity and quality over rapid expansion.

How does SLH ensure luxury standards while maintaining each hotel’s independence and uniqueness?
We have a worldwide mystery inspection program with over 700 quality check points. Each hotel must pass this assessment annually to ensure they meet our standards. Out of about 2,000 annual applications, only 50 to 75 new hotels are selected to join SLH, ensuring a highly selective process that maintains our quality and brand integrity.

Personal Insights and Career in Hospitality

Quite by accident! I was working in electronics in Manchester and wanted to move back to London. An opportunity came up in the hospitality industry, and that’s how it started—first with Ramada, then Intercontinental Hotels, and eventually SLH.

But you decided to stay in the industry! Why?
Small, boutique luxury hotels are truly special. What’s not to love?

Currently, you’re the COO, but you seem to have additional responsibilities. Could you explain?
We don’t have a CEO. SLH is owned by a private company, and I work closely with our chairman, who represents the owners. Essentially, we share the CEO role, with each of us focusing on different areas.

What does a typical week look like for you?
Lots of travel to stay connected with our hotels and people, as well as team management. It’s a dynamic role that keeps me on my toes.

You’ve been in hospitality for a long time. What advice would you give to a young person considering the industry?
Hospitality and travel is one of the world’s largest and most enduring industries. It’s about people and taking care of them, which is incredibly rewarding. If you’re a people person, it’s an ideal industry, full of interesting, kind individuals. And more specifically, with investments from big names like Armani, Baccarat, and LVMH, the luxury segment is more exciting than ever and is constantly evolving.