Redefining Luxury Hospitality: Insights from Sekoya Communications.

Victoria Henson, Founder and Managing Partner of Sekoya Communications, and Sophia Wilson, Managing Partner, sit down with Anthony Hunt to discuss how luxury travel is evolving for high-net-worth (HNW) and ultra-high-net-worth (UHNW) guests.

Once defined by opulence and grandeur, luxury hospitality now centres on authentic, personalised experiences that create lasting memories. From cultural immersion and multi-generational flexibility to the rise of blended business-leisure travel, expectations are shifting rapidly. In this conversation, they explore how hotels can adapt, differentiate in a crowded market, and prepare for emerging trends such as generational wealth transfer and AI-driven trip planning.

What are HNW / UHNW travellers currently prioritising when choosing luxury hotels, and how have these expectations evolved in recent years?

VH: It’s a combination of elements, but the biggest shift is towards experiences. Increasingly, guests want experiential opportunities when travelling. In the past, luxury was more about glitz and glamour — chandeliers, opulent design and comfort, which are still important — but now experiences take centre stage.

Yes, experiences in the sense of creating memories guests can take home, relive and share. They want unique, rare moments — things they’ve never done or seen before. Alongside that, ease of access has become essential. Time is limited, everyone is constantly connected and working, so when people travel, they want things to be done seamlessly for them.

SW: Expectations are higher across hospitality, and hotels need to show they can cater at the very highest level. Service and personalisation, which have always been important, matter even more now in a world that’s increasingly automated. Guests want authentic, personal touches. For example, one of our guests mentioned they were excited to watch Eurovision. When they returned from dinner, their butler had already set it up on the television — a small detail, but it transformed the experience. That’s the difference between standard luxury and true HNW/UHNW-level service.

How do you see the role of personalised experiences shaping the future of luxury hospitality, especially for discerning guests?

VH: Personalisation has always been part of luxury hospitality, but it is increasingly important in a world that is becoming more digital and automated. Discerning guests expect those small but meaningful touches that show the hotel understands them.

SW: Exactly — personalisation doesn’t have to be flashy. It’s often in the small, thoughtful details that anticipate needs and make a stay memorable. These experiences distinguish a property as genuinely luxury. The Eurovision example shows how small, personalised gestures elevate the entire experience and create lasting loyalty.

Are luxury travellers seeking more local, immersive food experiences or is there still strong demand for globally recognised fine dining?

VH: There is growing demand for cultural immersion across every aspect of the stay, including food. Travellers increasingly want to experience authentic local flavours and traditions as part of their journey.

SW: Yes, and this ties into the trend towards experiences. Guests want food to be part of that — whether through local tours, cooking with chefs, or dining in places tourists wouldn’t normally find. That doesn’t mean fine dining is disappearing; globally recognised restaurants are still valued. But increasingly, what excites guests is the chance to discover something rare, rooted in the destination, and worth retelling when they return home.

How are luxury hotels adapting to meet the needs of multi-generational families, and what does a truly exceptional family experience look like across all age groups?

VH: Flexibility is the key. Hotels need to provide spaces and experiences that work for all ages, without one group disturbing another.

SW: Yes, for example, if some guests are working during their stay, while others are there for pure leisure, a luxury hotel needs to balance that seamlessly. The best properties create zones and experiences tailored to different groups — children, teenagers, parents, grandparents — so everyone has a fulfilling stay. This flexibility across generations is now a core part of the luxury experience.

With the rise of blended travel (business + leisure), how are hotels evolving their offerings to cater to professionals who also seek high-end relaxation and cultural immersion?

VH: High-end relaxation and cultural immersion are a growing priority, even for those travelling partly for work.

SW: Exactly — since COVID, we’ve seen more people working from hotels, so reliable high-speed Wi-Fi and the latest technology are essential. But it’s about balance: guests want to be able to work effectively and enjoy immersive cultural or wellness experiences. Many hotels are offering curated cultural activities, art tours, or authentic local encounters alongside cutting-edge spas, gyms and memberships. It’s that complete 360° experience — the ability to blend work with meaningful leisure — that defines modern luxury.

How can Sekoya Communications help hotels differentiate themselves in a crowded luxury market, especially when targeting niche segments?

VH: Knowledge is key. Know your market and streamline your communications to the right audiences. Competition is fierce, so hotels must cut through the noise. As an agency, we immerse ourselves in our clients’ brand values so we can tailor PR strategies to their business objectives. Differentiation comes from identifying their unique selling points — what makes them truly special — and aligning that with the evolving media landscape.

The role of PR has evolved. It’s not just about promoting and consulting on comms strategies — it is also finding the stories that are going to enhance a campaign, by being creative through storytelling or through strong brand collaborations and partnerships.

SW: Post-COVID, communications are shifting faster than ever. It’s not just about staying relevant but also inventing and leading trends. Another factor is the generational wealth transfer that’s under way. Future HNW/UHNW travellers will have different values and expectations, so part of our work is helping clients future-proof their brand to connect with this next generation.

What emerging trends or innovations do you believe will redefine luxury hospitality in the next 5 years and how should hotels prepare to stay ahead?

SW: If I had to sum it up in one word: exclusivity. Guests want to feel welcome, safe and comfortable — almost like a ‘home away from home.’ Personalisation and human touch are crucial, even as AI and digital tools grow in importance. These elements make guests return, not just visit once.

Two major shifts are coming:

1. Communications: The way hotels reach clients will change dramatically. People are already turning to AI rather than Google for planning trips and itineraries. Hotels need to adapt now, learning how to connect with clients through these new channels.

2. Wealth transfer: For the first time, we’ll see women with equal spending power, alongside a younger generation with different values. This demographic are more experience-driven, more socially and culturally conscious, and a higher percentage are neurodivergent. Luxury brands will need to evolve their strategies and offerings to resonate with this next generation of clients.

Want to learn more about the outlook for the hospitality industry? Download our latest On the EDGE: Hospitality trends in 2026 report.