Wellbeing has emerged as a cornerstone of the modern guest experience. Emlyn Brown, Global Senior Vice President of Wellbeing at Accor, is at the forefront of this evolution. With a career spanning over two decades, Brown has witnessed and contributed to the transformation of wellness in hospitality, from its early focus on spas to its current holistic integration into every facet of hotel operations.
Brown’s journey into hospitality began in the health and fitness industry, working with Holmes Place, a pioneering luxury health club group in the UK. “It was a sort of first luxury health club element which has now been overtaken by things like Equinox and Third Space,” he recalls. During his time there, Brown’s responsibilities spanned corporate membership sales, operational launches, and overseeing expansion into new markets like Germany and Switzerland. As General Manager in Zurich, he established Switzerland’s premier health club chain, achieving profitability six months ahead of forecast. These early experiences honed his skills in marketing, brand development, and operational leadership, laying a foundation for his future endeavours in hospitality.
His transition to hotels began with an opportunity to work at the iconic Burj Al Arab in Dubai. “It was an amazing three years with Jumeirah,” Brown says, reflecting on the high standards and relentless commitment to excellence that defined his time there. Leading the Assawan Spa, Health Club, and Retail operations, he ensured the highest service standards while managing a luxurious 5,000 square-meter spa and 12 high-end retail outlets. “It was a very clear mandate to create excellence, to create hospitality excellence,” he explains. This commitment extended to every detail, from floristry to guest interactions. “I think the fundamental lesson you learn is you’ve got to be jumping out of bed every day to meet human beings,” he adds. For Brown, these early lessons in hospitality have become the bedrock of his approach to wellbeing.
Brown’s subsequent roles took him across the globe. At Six Senses, he led spa operations in Europe, Asia, and the Middle East, managing over 20 operational spas and achieving recognition for excellence, including Conde Nast Traveler awards for top spa destinations. Later, as Global Design Director at Resense Spa S.A., he spearheaded feasibility studies and developed innovative wellness concepts for high-profile projects, overseeing 15 new developments and three refurbishments. This role solidified his expertise in blending operational insight with cutting-edge wellness design.
At Accor, Brown’s role involves overseeing a diverse portfolio of 44 brands, each with unique needs and consumer expectations. His definition of wellness underscores its breadth: “Wellness is actions—the things you do in order to move towards a state of wellbeing,” he says. Wellbeing, he adds, is “a state of spiritual, emotional, physical, and mental health.” Accor’s strategy focuses on fundamentals: movement, nutrition, and recovery. “The fundamentals of wellness don’t change,” Brown asserts. “What does change is your demographic, your consumer, your location, the type of brand that you are.”
The Pullman brand, for instance, emphasises fitness with its ‘Power Fit’ concept, which draws inspiration from boutique fitness studios like Barry’s Bootcamp and SoulCycle. Meanwhile, the luxury Raffles brand integrates biophilia and feng shui into its design philosophy, creating spaces that nurture wellbeing. “We brought in a fantastic programme called Second Nature, which supports the entire process of hotel design,” Brown explains. This attention to design elements ensures that wellbeing becomes an intrinsic part of the guest experience, seamlessly integrated into the environment.
Consumer demand for wellness is not limited to luxury brands. “What we are seeing is a massive demand and accelerated expectation for wellness and wellbeing, not just within the luxury and ultra-luxury segment,” Brown notes. “It’s washing down all the way through the different brand segments.”
This shift reflects a broader societal trend. “Wellbeing isn’t new. It’s thousands of years old,” Brown observes. He points to practices like Ayurveda and traditional Chinese medicine as historical antecedents of modern wellness. However, the industry’s challenge lies in balancing innovation with fundamentals. “We’re about fundamentals, not fads,” he insists. This philosophy drives Accor’s approach, ensuring that wellness offerings remain accessible and effective for a diverse range of guests.
Among the biggest challenges Brown identifies is the transition of hotels from being places of sleep to “places of living”. This evolution demands changes in design, operations, and leadership. “We’ve spent a couple of hundred years creating places of sleep,” he notes. “To move to places of living is a process we are now going through.” Brown envisions hotels as hubs for community and personal enrichment, offering spaces where guests can rejuvenate and connect.
Another challenge is maximising the potential of spa operations. “The spa industry needs to find a place that’s not just an amenity to the hotel room experience. It has to be a standalone business,” Brown says. This shift requires a focus on both ROI and guest satisfaction, supported by education and empowerment of hotel teams. He highlights the importance of training staff to deliver exceptional service and embracing innovations that enhance the spa experience.
Technology also plays a key role in delivering wellness. Accor has embraced digital innovations to encourage “responsible digital use” while enhancing guest experiences. For instance, tech-driven therapies like cryotherapy and IV therapy are gaining traction, but Brown emphasises the importance of sticking to the basics. “85% of your wellbeing is going to come through movement, nutrition, and recovery,” he states. This pragmatic approach ensures that wellness remains grounded in proven principles while exploring emerging trends.
Recruitment and retention are persistent challenges in the industry, particularly for roles like spa therapists. Brown sees an opportunity to address this by leveraging technology and reevaluating the value placed on therapeutic services. “There’s an opportunity to increase price and really put stronger value on what a massage for two hours actually costs and is valued at,” he suggests. By elevating the perception of wellness roles, the industry can attract and retain talent, fostering long-term growth and sustainability.
For smaller operators looking to integrate wellness into their offerings, Brown advises focusing on three key areas: nutrition, fitness, and cost-effective wellness experiences like social bathing. “Social bathing is a universal wellness language,” he explains. “Every culture has a form of bathing.” This emphasis on inclusivity ensures that wellness offerings resonate with a broad audience, enhancing accessibility and appeal.
The trend towards social wellness is gaining momentum. “There is a movement from ‘me to we’,” Brown notes, emphasising the increasing demand for communal wellness experiences. He cites examples like Nordic bathing concepts, which combine saunas, cold plunges, and aromatherapy, as popular social activities. These communal experiences foster connection and engagement, addressing societal challenges like loneliness and isolation.
Looking ahead, Brown is excited about several initiatives at Accor. These include the recently opened Raffles London at The OWO, which features a member-driven wellness program and plant-based dining options by Michelin-starred chef Jason Atherton. “Five years ago, that wouldn’t even be a conversation,” Brown remarks, highlighting the rapid evolution of consumer preferences. The focus on plant-based nutrition reflects broader shifts towards sustainability and health-conscious choices.
Other projects include a thermal bathing experience at Fairmont Chateau Lake Louise and the integration of cutting-edge recovery technologies at Fairmont Windsor. Brown is also keen to see the hospitality industry embrace more sustainable practices, particularly in food and beverage. “The benefit is you’re tapping into consumer demand at the same time as helping to save the planet,” he says. These initiatives underscore the industry’s potential to drive positive change while meeting evolving guest expectations.
As Brown reflects on the future of wellbeing in hospitality, he remains optimistic. “The demand for wellness and wellbeing is driving more excellence, more experience, more brands, and more concepts. It’s a very exciting time for our industry.” Brown’s vision for the future of hospitality is one where wellbeing takes center stage, transforming hotels into vibrant spaces that inspire, rejuvenate, and connect.
