In conversation with Jenny Naylor: Managing Director of Brand Atlas

After cutting her teeth advising some of the world’s most prestigious luxury hotel brands - including Only&Only Resorts and Atlantis The Palm - Jenny Naylor joined Brand Atlas, a platform dedicated to branded living.

Brand Atlas showcases branded residences around the globe, but also connects developers and brands with the industry’s top suppliers across the board. As Managing Director of Advisory at Brand Atlas, Jenny has a unique perspective into the world of branded residences, a booming sector that is seeing rapid growth globally. Here she shares her insights with Anthony Hunt on the popularity of branded residences, advice for developers entering new markets, and what the future holds for this fast-evolving industry.

You have worked with some of the world’s most famous luxury hotels. How has that helped inform your strategy at Brand Atlas?

I’ve been part of the launch teams for a number of iconic brands and projects from launching One&Only Resorts, Atlantis The Palm in Dubai, Four Seasons Private Residences in London, and more recently The OWO with Raffles’ first UK hotel and branded residences. Working on these developments taught me that whilst every project is unique, the core challenges and questions tend to be the same every time.

Brands and developers are always asking: How do we uphold the brand’s standards? Who are the best architects and designers for this project? What amenities and services will truly wow our hotel guests and residence homeowners? How do we differentiate ourselves? Having been on both the brand side and the developer side of projects, I understand how crucial it is to get the right expertise in place and to anticipate these recurring themes early.

At Brand Atlas, I’ve applied those lessons to how the business operates and services our clients. We’re essentially a global marketplace for branded living – listing all the branded residences for sale worldwide and serving as a who’s who of the best suppliers and partners in the industry. I saw firsthand that everyone in this sector is trying to work with the top talent in architecture, design, marketing and operations, so our platform brings all those players together in one place.

Now, as head of the Advisory division, the strategy is to leverage this hands-on experience to guide clients through the process, whether advising on embedding a brand’s DNA, design details or service delivery. In many ways, becoming part of the team building Brand Atlas has felt like the natural next step for me.

Why are branded residences becoming more popular among hotel brands?

Branded residences have exploded in popularity because they offer a win-win-win for developers, hotel brands, and buyers. From a developer’s perspective, pairing residences with a hotel can significantly improve a project’s financial viability. Selling luxury apartments or villas off-plan (often years before the hotel opens) provides a strong revenue stream upfront – in some cases the capital from residence pre-sales can fund a large portion of the construction costs.

This means developers don’t have to rely as much on expensive bank financing, and the risk of the overall development is reduced. In short, a residential component can bring in cash flow early and often at a high premium, which makes building the hotel component far more feasible.

For hotel brands, entering the residential space is a natural extension of their business and customer relationships. These brands have spent decades earning guest loyalty through exceptional service – so offering a chance to live that lifestyle full-time is the next step, deepening the brand’s connection with its most affluent clientele.

Another factor is that branded residences help maximise the use of hotel amenities. Instead of having a luxury hotel that might be busy only in peak season, you have residents living next door who are using the restaurants, spa, and facilities 365 days a year.

And finally, from the buyer’s perspective, they get the assurance of a known brand’s standards in everything from design quality to long-term services and security.

What do you think are some of the biggest trends in the so-called guest experience economy, and how are you advising your clients in trying to meet them?

In branded residences, the “guest experience economy” translates to what residents experience day-to-day – it’s about offering services and amenities that make living there a continually engaging experience.

1. A surge in demand for recreational amenities like racquet sports, flexible multi‑use courts, cinemas and wellness spaces.

2. Post-pandemic health and wellbeing offerings, such as comprehensive wellness centres, medical-grade services, biophilic design and longevity features.

3. Rapidly changing lifestyle trends, requiring future‑proof, adaptable amenity planning.

In the experience economy, one size does not fit all. Residents now expect that amenities and services in their building speak directly to their lifestyle and needs.

Post-pandemic, people are far more conscious of wellbeing. The trend now is towards comprehensive wellness centres and programmes that support a healthy lifestyle, such as One&Only’s partnership with Swiss brand La Prairie in Dubai.

Developers should build genuine wellness into the project’s DNA rather than adding disjointed features. Wellness should feel authentic, credible and genuinely useful to residents.

Another trend is the pace at which lifestyle trends change. Today it might be pickleball; tomorrow, something entirely different. This is why spaces must be designed with flexibility in mind.

No one uses a squash court 10 years later if trends shift. In crowded markets like Miami or Dubai, thoughtful and unique lifestyle programming is what makes a project stand out.

What are the key considerations for buyers thinking about investing in branded residences?

Buyers should:

• Understand CGI limitations – designs often evolve.

• Know how long the brand’s operational commitment lasts (many now only 10–12 years).

• Consider scarcity – is this the only residence by the brand, or one of many?

• Review resale implications.

• Understand the true extent of brand involvement.

• Check service access, engineering support and service charge structure.

Branded residences can be a tremendous investment and provide an incredible lifestyle – but buyers must do due diligence.
 

Hotel branding is also increasingly being used to attract 
a broader and younger demographic, extending beyond 
traditional hotel residents

How do branded residences ensure they retain their brand DNA in operations and service delivery?

Delivering the brand promise day in and day out is essential. The brand DNA includes everything customers associate with the brand – materials, design, service delivery, staff training, amenities and uniform styling.

Brands need non-negotiable standards established early, including approved designers, required finishes, service expectations and operational structures.

Sometimes developers sign a brand too late, making it hard to embed true brand DNA. Look Books and brand bibles help guide execution.

When residences are standalone or operated by third parties, the brand must provide ongoing training and regular audits. Some, like Accor One Living, now have dedicated corporate support teams.

Sustainability isn’t a nice-to-have anymore; it’s essential. Buyers are more knowledgeable and asking more questions about energy use, environmental impact and long-term compliance.

All branded residences globally require consistency of service delivery and ensuring owners feel integrated with the brand through loyalty programmes and recognition. If a loyal brand client walks into a branded residence, they should instantly sense the brand’s presence.

Achieving this requires effort at every touchpoint, but when executed correctly, it protects brand equity and ensures a resident experience that matches high expectations.

For your clients looking to expand into new markets, what is your advice and how does this differ based on location?

Expanding into new markets has challenges. In emerging markets such as Mumbai, Kuala Lumpur or Phnom Penh, ultra‑luxury brands often require price points that are not feasible. Developers must adjust expectations and consider upper‑upscale partners aligned with local spending power.

In contrast, in cities like Miami, New York, Dubai or London, competition among brands is fierce. The challenge becomes choosing the right brand—one with a strong following, aligned values, and the ability to differentiate the development.

New markets require educating buyers on why branded residences cost more (service, standards, lifestyle). Developers must also de‑risk early with secured funding rather than relying solely on off‑plan sales.

From the brand’s perspective, residences must reflect sustainability commitments, which now appear in ESG reporting.

Sustainability should be treated as non-negotiable: efficient climate control, responsible materials, water and waste systems, EV infrastructure and transparent communication to buyers. Luxury is shifting toward “smart, responsible luxury,” and many will choose – and pay a premium for – greener options.

What do you think will be some of the most significant challenges and opportunities for managed luxury residences in the next few years?

Buyers are becoming more discerning about operations after completion. They will judge on service depth, personalisation and consistency.

Oversupply risks exist in markets like Dubai or Miami, potentially causing brand dilution unless developments truly differentiate.

Operational costs are another pressure point. These properties require 24/7 staffing, security, pristine amenities and extensive services; fees must therefore show clear value.

Ageing stock will challenge brands, requiring upgrades to remain on-brand.

A major growth opportunity lies in standalone schemes—five-star service without an attached hotel. These already make up 21% of the market and are expected to reach 30–40%.

More non-hotel brands (fashion, automotive, wellness, sports) are expected to enter the sector, pairing with hospitality operators who can deliver service excellence.

Emerging hotspots will include India, Vietnam, The Philippines and Thailand. According to Savills, branded residential growth has been 180% over the last decade.

The winners will be those who consistently deliver the brand promise, create authentic lifestyle experiences, and run efficient operations that protect the brand and future‑proof the development.

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