Creating wellness beyond the hotel spa

As travelers prioritize well-being, how has your definition of wellness evolved? How do you think hoteliers should be thinking about wellness beyond the traditional spa-and-fitness model?

I think wellness has become much broader than the traditional hotel version of it. It used to be the spa, the gym, maybe a green juice on the menu. The way we think about wellness at Drift is more integrated into the full rhythm of the stay. It is about whether the guest can sleep well, move when they want to move, eat something tasty and healthy, get outside, connect with the destination and also have enough space to do nothing.

For hoteliers, I think the opportunity is to stop thinking of wellness as a fully staffed center and start thinking about it as an operating philosophy. Does the design calm people down? Does the property encourage fresh air and natural light? Does the food feel nourishing but still scrumptious? Are there local practitioners or experiences that can bring the destination into the wellness offering? I think a hotel should make it easier for guests to feel present in the place they came to experience.

What role does destination and local culture play in creating the kind of experiences today’s wellness-minded travelers are seeking?

I do not think today’s traveler wants to wake up in a hotel and feel like they could be anywhere. That is especially true for wellness-minded travelers, because so much of restoration comes from being pulled out of your normal patterns and into a real place and allowing your mind and soul to learn and explore your new surroundings.

At Drift, we try to let the destination lead. San José del Cabo has a very different energy than Santa Barbara, Palm Springs or Nashville, and the hotels should reflect that. The materials, the light, the food, the music, the pace, the way people use the courtyard or the pool—all of that should feel connected to where you are.

I also think local culture gives wellness more texture. In Palm Springs, wellness might mean desert light, mountain views, pool time, yoga and warm, dry evenings outside. In Santa Barbara, it might be the coast, bikes, farmers markets, wine and a slower California rhythm. In San José del Cabo, it is the openness of Baja, the art district, the food, the air and the feeling of being somewhere unfussy and grounded. In Nashville, it may be creativity, music, neighborhood energy and social connection. The point is not to manufacture a wellness experience and drop it into every market. The point is to understand what is naturally restorative about a place and then design the hotel around that.

Which shifts in traveler behavior have surprised you most, and how are those insights influencing the evolution of the Drift brand?

What has surprised me most is how much travelers want both independence and connection at the same time. People want the ease and autonomy that made alternative accommodations so popular. They want space, flexibility, fewer unnecessary touchpoints and the ability to travel on their own terms. But they also still want the things that hotels can do really well: design, service, food and beverage, a great lobby or courtyard, a pool, local recommendations and a sense of energy.

That combination has really influenced Drift. We are trying to build hotels that give people room to live a little, not just check in and check out. That might mean larger rooms or suites in certain markets, indoor-outdoor spaces, a great bar or restaurant, a pantry, bikes, yoga mats, access to digital fitness, sound baths or local wellness partners. But it also means restraint. Not every moment needs to be programmed. Sometimes the most valuable thing a hotel can offer is a beautiful place to sit quietly with coffee, or a courtyard where people naturally end up talking.

The other shift is that people are thinking about travel less as escape and more as reset. They want to come home feeling better, not depleted. That does not mean they want a joyless experience. They still want food, cocktails, music and spontaneity. They just want those things in an environment that feels considered and balanced. So, the evolution of Drift is really about holding those dualities: adventure and respite, independence and connection, design and comfort, energy and calm.

For owners and operators looking to meet changing guest expectations, where do you see the biggest opportunities to create wellness experiences?

Owners and operators should look for wellness experiences that are authentic to the property and relatively light from an operating standpoint. That can be partnerships with local instructors, massage therapists, sound bath practitioners, cold plunge or sauna providers, bike partners, hiking guides, chefs, farms or fitness brands. It can also be simple things that guests actually use: better bedding, better lighting and blackouts, yoga mats, in-room fitness tools, healthier grab-and-go options, outdoor gathering spaces and thoughtful programming. The key is to be honest about what the property can execute well. A simple, well-curated program can be powerful. It creates guest value, strengthens the brand and can drive incremental revenue without overburdening the team.

I also think food and beverage is a major part of this conversation. Travelers want food that feels vibrant, local, fresh and connected to the destination. If you can create a restaurant or bar that locals also love, that becomes part of the wellness experience because it gives the guest a real connection to the place.

From a financial perspective, the best wellness ideas should do at least one of three things: increase rate, increase length of stay or increase on-property spend. Ideally, they also make the hotel more memorable. For most hotels, wellness cannot just be a cost center; it has to support the overall guest experience and the business model.