What high-end resorts taught me about guest experience
Guest experience is often misunderstood. It’s seen as a soft, feel-good layer, not the strategic business driver it actually is.
During my years working in luxury resorts in the Maldives, I saw just how deeply this mindset was embedded into operations, brand identity and team culture. It was never just about being friendly – that is common courtesy, not hospitality. It was about designing systems that consistently made guests feel seen, cared for and confident in their decision to return.
And that approach isn’t exclusive to ultra-luxury properties. The same principles apply (and deliver results!) whether you run a family-owned hotel in Tyrol or a boutique chalet in Slovenia.
In top-tier resorts, guest experience is not a task, it’s an operating system
When I left a more conventional career path and moved to the Maldives, I thought it was going to be a short detour. Instead, it became several formative years of hands-on work with some of the most ambitious luxury resorts in the region.
These were not places that relied on palm trees and turquoise water as USPs. They understood that luxury is not defined by how things look, but by how things feel.
At Hurawalhi, where I helped launch the world’s largest all-glass underwater restaurant, guest experience wasn’t a bonus layer. It was the foundation. A dedicated department managed guest relations, fine-tuned service flow and responded to real-time feedback. Every part of the journey was mapped and continuously refined.
Kudadoo, a fully sustainable private island offering “Anything. Anytime. Anywhere.”, took it even further. With only 15 villas and a high-spending clientele, the pressure to deliver on that promise was immense. The GX strategy had to go far beyond standard service protocols. This level of intent wasn’t limited to the GM’s vision or a front desk memo. It was built into everything.
In many properties, the potential is there, but untapped
Today, I often see hospitality teams who care deeply but feel overstretched. GMs wearing multiple hats. Staff doing their best, but without clear direction. Marketing teams making bold promises with no real differentiation.
It’s not that there is lack of offer, far from it. But many providers still rely on winging it rather than having processes in place to deliver guest experience with purpose and business outcomes in mind.
That’s where value leaks. Silently, but steadily.
The risk: overselling and underdelivering
Every time I hear phrases like “we offer a symphony of flavours” or “an unforgettable experience for all the senses,” it’s really killing me softly. Not because ambition is bad, but because expectations rise when you use language like that.
And if the experience doesn’t live up to those brand promises, trust erodes. Guests don’t leave angry. They just don’t come back, as simple as that.
The opportunity: aligning brand with delivery
Now, this is where I come in.
My role is to bring structure, clarity and action to the ambition providers already have.
I work with boutique hotels, destinations and experience-based businesses that want to:
- Understand where they’re leaving value on the table (via a GX diagnostic)
- Set internal standards that are actually used (not just framed on a wall)
- Train teams in ways that stick, so they know not just what to do, but why
- Support marketing by anchoring claims in real experience design
This isn’t some fluff. I very much dislike fluff. It leads to tangible results:
- Higher perceived value and margin
- Higher guest retention
- Lower acquisition costs
- Stronger employee engagement
- A brand that’s felt, not just shown
It’s not about budget. It’s about intention.
Sometimes managers respond to my pitches, “But isn’t this overkill for a small hotel or wine estate?”
I get it. Not everyone runs Atlantis The Royal.
You don’t need private butlers or LVMH appraisal to provide a repeat-worthy boutique experience. But you do need external expertise that closes your blind spots and helps you understand that you don’t have to be extraodinary – you just need to do the ordinary things extraordinary well.
Interested in applying luxury hospitality best practices to your property?
Your competitors are already investing in guest experience strategies, understanding it’s a business asset, not a service add-on. When are you getting started?
Explore my services or get in touch
Want more background in Slovenian? Read my interview in Marketing Magazin here
