How does BWH Hotels identify off-the-beaten-path locations, and how does your strategy differ from other major hotel groups?
Most large hotel companies prioritise primary cities and make secondary or tertiary markets a second priority. We go in reverse. While we look for primary locations, our core strength lies in being outside the major hubs. In India and Saudi Arabia, we are building infrastructure to support in-country travel where it has not existed before.
We also rely heavily on local experts. For instance, our partner Sorrel Hospitality identified five years ago that religious tourism would explode in India. They helped us target hotels near the Golden Temple and the Taj Mahal. It is a developer-led and customer-led expansion; developers build where they know customers want to travel.
How do you differentiate your soft brand collection from competitors who might only have one such offering?
The difference is the breadth of choice. Most competitors have only one soft brand, and they might tell an owner they need to invest millions to fit into it.
But, because we are the second-largest soft brand organisation in the world, we can evaluate a hotel and find the right fit among our 18 brands. Whether it is WorldHotels Luxury, Elite, Distinctive, or Crafted, or even a SureStay Signature Collection, we can position the asset without forcing the owner into a capital investment that does not fit their needs.
You have also set a goal for 100 per cent sustainability certification by the end of 2026. How is the Asia-Pacific region performing?
This part of the world is leading the effort. Australia is already at 100 per cent compliance. Our Bangkok-led markets are at 80 per cent, and South Korea is sitting in between 90 and 100 per cent – actually further ahead than parts of Europe like Sweden. India is a bit further behind at 60 per cent, but we are well on our path to achieve 50 per cent global compliance by the end of 2026.
How can technology actually improve the story a guest takes home?
It is about data enabling that “wow” moment. If you stay at a WorldHotel and have a glass of Pinot Noir with dinner, we should have that information. When you stay at another property later, the server can say: “Mr Pohl, would you like a glass of Pinot Noir?” That connection makes the experience memorable.
Technology should not interfere with service; it should provide the data that makes a personal touch possible.
BWH Hotels is also moving into residences in Vietnam with the Lusso Saigon and Noble Palace Tay Ho projects. Is this a new model for the company?
Yes, these are WorldHotels Residences. The Lusso Saigon project is set to open in October this year, followed by the Noble Palace Tay Ho in January 2027. These are not for short-term rentals or Airbnbs; they are meant for sale as secondary homes or vacation properties. It is a distinct model – depending on the structure, the shortest rental allowed might be 90 to 180 days. We are seeing a lot of investment coming into these from other parts of Asia, Europe, and Russia.
Given that expansion, how do you view the current state and future of hospitality across Asia?
We are very well positioned to grow. Half of the world’s population is here, and the Asian people are naturally hospitable – it is in their DNA. I believe this region will be the future of the industry for years to come, both in terms of the hospitality we provide and the sheer volume of travellers.
There is still so much to discover here, and our hotels are simply the stopping points that allow that discovery to happen.
