Not necessarily. We first assess what already exists, including spaces that may be underused or suitable for flexible activation. New facilities are considered only when they support the concept, operational model and available budget.

The scope can include strategy, concept development, organisation and project oversight. Implementation support can be structured with the IL Exclusive Wellness team and appropriate partners, depending on the needs and agreed responsibilities of the project.

A well-structured offer can create opportunities for relevant paid services, packages or stronger use of existing facilities. The appropriate model depends on guest demand, pricing, season, delivery costs and the positioning of the property; no specific financial result is assumed or guaranteed.

Yes. The concept can be designed around the operating season, staffing model, guest profile and periods of highest demand. The aim is to define a scope that is realistic to launch, operate and adapt from one season to the next

The relevant measures are agreed around the objectives of the project. They may include guest participation, service uptake, feedback, use of facilities and operational observations. The purpose is to learn what is working and refine the offer over time.

It can be relevant to both resorts and urban hotels. A property does not need to already have a full gym or spa. The starting point is the hotel, its guests, its spaces and what it wants the wellness offer to achieve.

No. Some projects begin with existing facilities that are underused, while others start with a new space, renovation or the need to add services without building a full in-house wellness operation.

Spa can be part of the wider hospitality wellness strategy, especially where it supports the guest experience and commercial potential of the property. IL Exclusive Wellness approaches spa as one component of a broader custom wellness concept rather than as a standalone traditional spa consultancy

Potentially, yes. One of the questions we look at is how the service can match real guest demand without creating unnecessary staffing or supervision requirements. The right model depends on the property and expected usage.

The role can include strategy, organisation and project oversight. Delivery can be structured with the IL Exclusive Wellness team and appropriate partners depending on the final scope. The exact responsibilities are agreed for each project.

Budget is an important part of the brief. Understanding the available range early helps us design a scope that can realistically be implemented rather than presenting a concept that does not fit the property’s resources.

The earlier we understand the project timeline, the better we can assess the scope. A defined launch date, renovation milestone, new season or near-term operational need is especially useful when shaping the next steps.