Hilton’s Global Vice President of Wellness, Amanda Al-Masri, talks with Spa Executive about what it means to connect with a destination and bring wellness to the heart of the stay experience.

Amanda Al-Masri is Global Vice President of Wellness at Hilton Hotels & Resorts. A respected industry veteran with more than two decades of experience, over 20 years, Ms. Al-Masri has worked across branding, strategy, development, design, pre-opening, and ongoing operational management. Most recently, she led the hospitality consulting practice at Hutchinson Consulting. Ms. Al-Masri also served as Vice President of spa for Equinox, where she assisted with the launch of Equinox Hotels and was responsible for driving the overall strategy and execution of more than 90 Club Spas. Before her time at Equinox, she served as the Global Director of Spa Development and Operations at Starwood Hotel & Resorts, managing the company’s spa brands, partnerships, and a global portfolio of over 450 spas. She has also held various leadership roles with Resense Spas, Raison d’Etre Spas, and at the property level.

We spoke with Amanda Al-Masri about the future of wellness travel and bringing wellness to the heart of the stay experience.

Can you please talk about your current role and what it entails?

In my role as Vice President of wellness at Hilton, I serve as the wellness strategist at the global level, with the goal of enhancing enterprise wellness programs and offerings, while developing new, scalable solutions that address the evolving expectations of consumers. My team focuses on category-shifting work, grounded with a core objective of democratizing and demystifying wellness across our portfolio. We have an incredible opportunity to support so many of our guests’ wellness journeys during their time with Hilton, and I feel honored to lead the charge in bringing this new wellness strategy to life.

Are you optimistic about the future of wellness and travel?

Yes! Wellness has always been an important pillar of the travel experience. According to our 2023 Trends Report, half of travelers seek travel experiences that align with their wellness goals and priorities. For that reason, we can be sure that there is significant and ever-increasing opportunity to win with customers in a global hospitality wellness marketplace. Historically, hospitality wellness was grounded in spa and fitness experiences, and while we absolutely plan to build on our existing strengths in these areas, we see this as table stakes. The future means thinking differently, and I am so excited to be brainstorming new and exciting ways to integrate wellness across the stay and our portfolio. 

You have talked about “bringing wellness to the heart of the stay experience” What does that mean? 

We recognize that guests’ preferences can fluctuate from one trip to the next, or even from day-to-day. In fact, for most guests on most days, wellness is better defined as a collection of the small decisions they make around sleep, nutrition, movement and mindfulness practices. We see the opportunity to support guests’ wellness where these small decisions intersect with their stay in our hotels. Thinking about guests’ needs in this way allows us to meet guests where they are, making sure their time with us is as comfortable as possible and that wellness routines can be continued while they’re on the road.  

You have also talked about “connecting with a destination.” Can you elaborate on this?

Travel has always served as a gateway to new cultures and perspectives, and coming out of the pandemic, travelers are increasingly eager for unique and immersive experiences. Global travelers want to engage with the local cultures that they visit and as more travelers crave that connection, today’s wellness experiences should adapt. 

For example, at Conrad Bali, guests can celebrate the Purnama full moon every 28 days by participating in a meditation session on the beach with a Melukat spiritual purification, a Balinese tradition dating back 5,000 years. 

When talking about challenges facing the industry, most people say staffing is a big struggle. Do you have some ideas for solving that crisis? 

As an industry leader in hospitality, we aim to present a unified wellness point of view that translates into every aspect of our business. While wellness has traditionally been more focused on physical well-being, the importance of mental health has become increasingly evident in recent years. To provide more resources for our team members, several years ago, Hilton launched Thrive at Hilton as a new mental wellness initiative with seamless access to all of the company’s mental health benefits, resources and tools. As an expansion of Thrive at Hilton, we recently introduced the “Care for All” platform which is an extension of Hilton’s efforts to support team members in caring not only for themselves, but also for those closest to them, including children, parents, siblings, pets or anyone else in need. 

What industry trends or developments are you most excited about in 2023?

There are multiple trends that Hilton is continuing to see as we near the end of 2023. 

Ultimately, rather than thinking and acting in trends, we strive to bring wellness to the forefront of every stay and meet guests where they are in their wellness journey. To do this, we will continue to listen loudly to traveler preferences within sleep, nutrition, movement, spa and mindfulness, with industry-leading innovation in this space.

Going into 2024 we will be very focused on new and innovative ways to deliver the best nights’ rest possible across all 22 brands. We will also be teaming up with our F&B teams to ensure we optimally support guests in maintaining mindful eating routines while traveling.

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.  

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Directors of 5-Star spas share what sets them apart from the rest. Learn the secrets of 5-Star spa directors.

As we gear up to head into a new year, luxury hotels and spas around the world will be working towards landing a coveted Forbes 5-Star award rating. 

With this in mind we collected insights from the directors of Five-Star rated spas on what sets their spas apart from the rest and what makes a great guest experience and a great leader in spa and wellness. 

What sets your spa apart from the rest?

A concept, an identity and a soul, a 5-Star level of commitment, and making memorable moments. 

VERENA LASVIGNE FOX, Senior Spa Director, Four Seasons Hotel Philadelphia at Comcast Center 

Detail and consistency. It was important that we distinguish our spa and give it a concept, an identity, and a soul. Our spa is a crystal concept. This theme made sense to me because we are in the Comcast Technology Center, which is one of the tallest buildings in the United States and a technology building, and there is a relationship between technology and crystals.

We have seven treatment rooms named after seven crystals, which are also connected to seven chakras. Each room has a singing bowl infused with the crystals associated with that room, and there are 700 lbs of crystals that you can’t see, walled up inside the walls, providing positive vibes and energies. There are crystals throughout the spa and we work with crystal infused oils. We have a crystal massage, and at the end of the treatment, the guests get a crystal to take home.

AMANDA RAICH, Director of La Prairie Spa Waldorf Astoria Beverly Hills

Our mindset is the most important. We had a goal of becoming a Forbes 5-Star spa before we even opened. Everyone that was hired from that point on had to embrace that level of commitment. We have been relentless in our drive and passion to be consistently delivering 5-Star service. In addition to heavily investing in training with Forbes, we hold our staff to our own internal annual recertification. Delivering on this promise to our team and guests is a top priority that is made possible by the hotel and owners. Waldorf Astoria Beverly Hills’ La Prairie Spa is Hilton’s first Forbes 5-Star spa in the Americas, which is a huge accomplishment for the brand. From our skincare partnership with La Prairie, to the additional wellness services and spa amenities, we are proud to offer the finest of luxury. Serving as a testament to this, the spa is outfitted with Dyson hair dryers, Audemars Piguet clocks, and other internationally renowned luxury brands.  

DAISY TEPPER, Spa Director at The Post Oak Hotel at Uptown Houston

Visually it’s beautiful, but the biggest thing is the attention to detail. We make sure every little thing is thought of. From the moment we welcome the guest we’re watching for little things we can do.

A guest commented on how much they loved the little peanut butter spheres we offer, so the attendant got a little box, packaged them beautifully with a ribbon, and gave it to the front desk so they had it when they checked out. We had a mother and daughter come in who hadn’t seen each other for a while and came to spend time together. We took a picture of them, put it in a frame with a ribbon, and left it at the desk as a gift. It’s the little things that we do for the guest that they don’t expect and that make people walk away and say ““Wow. This is something I will always remember.”

I make sure to discuss and challenge the team daily. I ask the question “tell me about how you went above and beyond for a guest today?” 

What makes an excellent guest experience?

Empathy, personal connection, and knowing your employees experience reflects your guest experience.

Carlos Calvo Rodríguez, Senior Spa Director, Four Seasons Hotel Toronto

Empathy and the clear communication we have with our guests are a big part of the guest experience. When a guest comes to our spa, we look for a way to connect personally and emotionally, to make their time with us memorable. We make them feel so comfortable that they open up to us so we can anticipate their needs. 

TAFFRYN ELLIS, Senior Spa Director at Four Seasons London Park Lane

A great experience lies in connecting from the heart. Engagement needs to be caring, authentic, and sincere and not some drummed up rhetoric, which impacts all aspects of enjoyment from the experience.

Whilst the physical environment plays a great part in the sensorial experience, the human element is the major player and what drives the end result. Another very important aspect is the power of listening and then delivering that into service.

VERENA LASVIGNE FOX: It’s about the team. I’m honored to work with great professionals that understand what we’re doing here. Going through the greatest school, which was the George V in Paris, allowed me to develop a vision for a level of guest experience that is, by coincidence, at the Forbes 5-Star level. We were not trying for it and I think this is a very important point. We just have a natural belief in what we want to achieve and what we want to provide as a guest experience to our guests, and it’s a validation of that.

Also, at Four Seasons, the employee experience is as important as the guest experience. I say I’m very honored to work for such a team, but I’m tailoring a team that then is able to provide what is needed to be able to obtain such a recognition as Forbes 5 Star.

What does it take to be a great leader in spa and wellness?

Leading by example with passion and authenticity.

Taffryn Ellis: You need to be passionate about spa and wellness on all personal levels and live that out day by day with your team and your guests. If I don’t take care of myself, how can I take care of others? So, I am always practicing and researching healthy lifestyle principles and rolling those out in my workplace to lead my team and my guests, but I also do this in my home and with my family – so what my family receives from me, so do my team and guests

Being authentic and genuinely myself so that others feel comfortable to be themselves too, no matter what they are going through. Ditch the small talk and be honest and caring – less words and more actions, like hugs and smiles and making people laugh. I love to make people laugh.

CARLOS CALVO RODRIGUEZ:  There are two essential things to consider, one being continuing education; as this is an evolving industry and significant changes are to come, we must update our knowledge and expand the reach beyond what we know spa and wellness are currently. 

And secondly, be hands-on, be on the field with the team, understand what they go through daily, do the work and bond with them. See the operations from their eyes so you can guide them to excel and to the next level. 

AMANDA RAICH: Passion, emotional intelligence, versatility, surrounding myself with the right team and a strong financial understanding. I could have been up with a sick child or helping another with a school project they left to the last minute, but I come into work, have a second coffee and prioritize the spa from that point forward. 

I check my appointments, calendar, and to-do list which is organized into different sections:  Finance, Engineering, Orders, Monthly goals etc., so I know what the area of focus will be. I walk the spa every morning and love that alone time before everyone gets in to ground myself and feel a renewed sense of pride. Also not to take myself too seriously at the end of the day; I go home to my children, get kisses, cuddles, hear about their day and we start all over again the next day. 

DAISY TEPPER: Caring for your team and being there. Leading by example is a big thing. Treating them with the utmost respect is very important to me. The way I see it, they’re my internal guests, and if I take care of them, they will take care of the other guests. The bread and butter comes from these people. If you treat people well, they will go above and beyond.

VERENA LASVIGNE-FOX: It’s critical to lead by example. It’s important to listen to your team. We need to communicate effectively. My door is always open if somebody has a problem, and if there are challenges, we fix them and we find solutions. My team knows that I’m very much about celebration and very much about sharing positivity around us. They know that we are better off when we are focused on the positive things in life. I think a great leader is also someone who has a vision and who actively looks for ways to differentiate ourselves from the competition. I feel very honored to be able to serve a team, and I think this is how they feel about me as well, that I’m there for them and that I inspire and motivate them on a daily basis and help them to grow. 

Does technology play a big role at your spa these days?

Absolutely! From online booking to express check in and out, this is part of the experience. 

AMANDA RAICH: Yes and No; we have a six-in-one facial machine that looks like a robot, we have online booking, we have QR codes for press readers in the lounges, and our room lighting, curtains, and music that are all controlled by iPads in the treatment rooms. However, we haven’t gone down the route of extreme high-tech, such as no-touch wellness therapies. We are still very hands-on and consider ourselves a healing spa. Not to say there isn’t a space for those but coming out of the pandemic our guests still want connection and touch.

DAISY TEPPER: Technology does play a part, however I don’t want technology to take over what we truly are about. Spa to me is nurturing, caring, and healing, mainly through touch, which people want even more these days. I don’t believe in touchless therapy nor do I plan on taking that direction in the near future.  

What I do like and know to have improved operations are online booking, which takes the pressure off of the call volume, and text message confirmations. Both of these save on time and labor. Intake forms are a huge plus, saving time and paper, and keeping guest information confidential safely under their profile. And in-room technology, like an iPad set up with music selections, temperature, and bluetooth options are a wonderful enhancement to our rooms.

TAFFRYN ELLIS: Absolutely! From online booking to express check in and out, this is part of the experience. But I do require some digital detox for the guests and also for the team and myself! I try to encourage no cell phones in the spa and for me and the team – when we get home – switch off!

CARLOS CALVO RODRIGUEZ: We have seen an increase in demand for solutions and services that require technology, from digital consultations to touchless check outs and equipment that provides faster results and supports health and wellness. Technology is here to stay, but our industry’s essence is that human connection will remain much needed.

VERENA LASVIGNE-FOX: Yes, in different aspects, technology plays a role – front and back of the house. Online booking has taken a strong push over the last years, especially since the pandemic. Guests love to use technology, and we have reached a 98% completion rate of the guest intake digitally before the guest even gets to the Spa, which makes the guest experience so much more enjoyable when they arrive at the Spa. Another aspect is using technology to inventory and keep accurate track of what is in stock or what needs to be ordered—looking at the treatments where technology through the use of devices can complement the experience and provide enhanced results for our guests. At the same time, I believe that the human touch cannot be replaced.

Spa Executive is published by Book4Time, the leading cloud-based spa management software for the world’s top hotels and resorts, used by more Forbes 5-Star rated spas than any other vendor. Learn more at book4time.com .

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Jennifer Lynn, Spa Director at Resorts World Las Vegas, encourages all hospitality leaders to launch at least one sustainability initiative. “The impact is like a ripple in the pond.”

Resorts World Las Vegas, the first resort built on the Las Vegas Strip in over a decade, officially opened its doors on June 24, 2021.

The US$4.3 billion property features 3,500 guestrooms and suites across three of Hilton’s premium hotel brands; Las Vegas Hilton, Conrad Las Vegas, and Crockfords Las Vegas. The resort campus also features an innovative, next-generation gaming floor; more than 40 world-class food and beverage options; nightlife venues; an extensive retail collection curated with a wide spectrum of internationally known brands; and more.

Across these hotels, the property takes use of technology to new levels with a contactless arrival experience using mobile check-in and digital key via the Hilton Honors app, an AI-powered digital concierge named Red, and the most innovative casino technology.

A 5,000-capacity concert and entertainment venue is set to showcase superstar entertainment partners with exclusive engagements by Celine Dion, Carrie Underwood, Katy Perry, and Luke Bryan beginning this November.

Additional amenities include a 5.5-acre pool complex featuring five unique pool experiences, including the only infinity-edge pool on the Strip. Additionally, in fall, 2021, the resort will debut a spectacular 27,000-square-foot, world-class spa experience with 19 treatment rooms.

At the helm of the spa’s opening is Jennifer Lynn, an inspiring spa and wellness leader with 25 years of experience in luxury brand development and a passion for hospitality, luxury service, and sustainability. We spoke with Ms. Lynn about sustainability, guest experience, and new technology.

Can you please talk about your career trajectory and how you came to be doing what you are today?

Being born and raised in Las Vegas, I was fascinated with the wondrous world of hospitality and entertainment that supported my unusual city. My career started as a group exercise instructor, and through some savvy networking and lots of motivation, I started crafting my “lifestyle” spa career. Spa was a burgeoning industry when I got started and after spending a few years opening and operating spas, I also consulted on new spa developments and eventually got back into operations with the openings of the spas at Caesars Palace, Mandarin Oriental Las Vegas and now Resorts World Las Vegas. 

What can you tell us about the spa, specifically?

We have designed one of the most innovative spa programs in the market. By tapping into experts of hydrothermal bathing from around the world, we have developed spa experiences that honor the rich history and culture of spa while bringing a modern twist and a Vegas element to these unique, first in the US spa experiences. 

What does your role entail? How many people do you oversee?

As the pre-opening director of spa and fitness, I am diligently working on the critical path to opening the spa in the fall. My responsibilities include brand development for the spa, design and construction project management for the space, system implementation (including Book4Time), building a zero-based budget, and recruiting, hiring, and onboarding a champion team of 70 passionate spa professionals. 

You are involved in sustainability initiatives. Why is this important?

Thank you for asking this question, it makes my sustainable heart smile. I am a passionate advocate of sustainable practices in hospitality. We have a great responsibility as travel leaders to shape the way people travel. As operators, we can prompt consumer actions and influence sustainable behaviors that help reduce our environmental impact. I encourage all hospitality leaders to launch at least one sustainability initiative – the impact is like a ripple in the pond and has a profound effect. 

What makes a great guest experience? 

A great guest experience is about invoking emotions and creating a positive memory. Some of my most memorable spa moments had a strong sense of place, along with anticipatory and genuine service that tantalized my senses. Beautifully appointed, strategically designed and well-maintained spaces, memorable essences in the treatment room products and throughout the spa delivered by genuine wellness professionals. Simply stated, but not so easy! 

Can you outline some of the technologies Resorts World will have? How will the resort and spa be using technology in new ways? 

Resorts World Las Vegas is being built on the foundation of technology. In every aspect of the resort, we have introduced new technology and have rethought the way we interact with our coworkers, engage our guests and reduce our use of manual systems. Being the first resort to be built on the Strip in more than a decade, we have a natural advantage to create the most technologically advanced resort experience in Las Vegas, simply because today’s technology didn’t exist ten years ago. For example, Resorts World Las Vegas will use mobile check in and digital key, making the customer experience as seamless and comfortable as possible.

What are some of the challenges the industry will face in the near future? And do you have a solution?

Given the explosive growth and consumer interest in health and wellness, we have already started to see some challenges arise within our industry. As the industry expands, we need our staff to keep up with the constant changes and remain knowledgeable on current trends. My suggestion is to get involved in the community, mentor a colleague or student, speak at a trade school or support the spa and wellness community by getting actively engaged in an association. 

What are some of the industry trends or developments you’re excited about?

Witnessing the spa industry evolve, I am elated by the fact that our industry is pressing into the wellness segment more and more each year. It has been great to see more industry professionals embracing holistic healing practices from meditation to nutrition, workout recovery and beauty tools. Technology has been a supportive driver of this evolution by creating greater consumer awareness, accessibility and online communities.

Is finding and retaining talent a challenge at your spa? Get insights from industry leaders, including Nigel Franklyn, Lynne McNees, Verena Lasvigne-Fox, and Daisy Tepper when you download our report: What will it take to fix the spa industry’s staffing shortage? .

Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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Hilton has launched a female empowerment program in Sri Lanka. The seven-month pilot aims to increase women’s participation in the hospitality labor force.

Hilton has partnered with the Sri Lanka Institute of Tourism and Hotel Management (SLITHM) to launch Hilton Liya Diriya­, a curated female development program in Sri Lanka.

According to a media release, Liya Diriya translates to “female courage.” The seven-month pilot program is designed to provide training opportunities for local female students who want to build careers in hospitality. Selected participants will be offered training to gain practical knowledge, skills and experience in two parts: a month-long course of theoretical training with SLITHM and a six-month industrial traineeship at one of Hilton’s Sri Lanka locations. Upon graduation, they will be awarded certifications and offered employment opportunities at Hilton properties in Sri Lanka or in other locations.

Hilton Liya Diriya aims to increase the historically lower labor force participation rate for women in Sri Lanka, which, according to the World Bank stands at just 34%. Currently, women make up less than 10% of the country’s hospitality workforce, compared to 54% globally. 

The program is in line with Hilton’s Travel with Purpose 2030 goal of doubling its social impact investment, and with the company’s commitment to ensuring inclusive growth, sustainable solutions, and economic opportunities for all.  

“In Sri Lanka, the female population is about 52%,” Paul Hutton, Vice President, Operations, Hilton in South East Asia, told Spa Executive. “Despite their willingness to take on employment opportunities, less than 10% of Sri Lankan ladies choose a career in hospitality.” 

He goes on to explain, “There are numerous reasons for this disproportionate female representation in our industry but one common explanation would be social stigma, particularly among the older generation, where parents of young women may not be keen on their daughters joining the industry. However, across all three Hilton properties in Sri Lanka, we believe that inspiring, coaching and leading, both for potential hospitality are positive steps towards changing this misconception and balancing the gender inequality.”

Growing presence in Sri Lanka

Hilton is growing its presence in Sri Lanka. Last November saw the brand entry into the country of DoubleTree by Hilton with the opening of the newly-built, 78-room DoubleTree by Hilton Weerawila Rajawarna Resort. Located amongst lush bird sanctuaries and in the midst of three of Asia’s most visited wildlife parks, the resort features an exquisite ballroom, nature-inspired meeting spaces, and stunning restaurants and bars, which makes DoubleTree by Hilton Weerawila Rajawarna Resort a natural choice for business and leisure travelers alike.

Hilton Yala Resort & Spa, the company’s third property in Sri Lanka is scheduled to open in July 2022. Hutton says, “This is our first “Safari” hotel, which is a stunning all-villa hotel along the beach of the Yala national park for a truly ‘out of Africa’ experience in Asia. It will offer unique travel memories with the chance to see elephants and whales, two of the world’s largest mammals, within the same day.”

Also in the pipeline is DoubleTree By Hilton Negombo, which will be situated on Negombo beach.  

Infinite growth opportunities in the hospitality and tourism industry

Hutton said, “Sri Lanka has shown immense potential for us over the years, evidenced by the resilience of the country, its promising tourism sector and ongoing improvements to infrastructure which have laid a strong foundation for us to kickstart our robust expansion plans.

He added: “In line with our growing presence in the country, we also want to continue honoring our founder, Conrad Hilton, and his ambition to be the most hospitable company in the world, by doing our part for the communities we operate in. Through the introduction of Hilton Liya Diriya, we hope to leverage our scale and capacity to advance women’s economic empowerment in the country by identifying and developing the best local talents, and I look forward to seeing them excel in their careers with us.”

Hilton hopes that Hilton Liya Diriya will provide participants with a starting point in their professional career, which will increase their per capita earnings, improve their working conditions and most importantly, give them access to infinite growth opportunities in the hospitality and tourism industry, said Hutton. 

“Despite the challenges caused by the health pandemic, we continue to recognize Sri Lanka’s long-term prospects and have doubled down on our commitment to putting the country on the global roadmap. 

“Our increased footprint will help us further leverage our scale and capacity to empower more women economically. It is my hope that through identifying and developing the best local talent, we will be able to help many women excel in their careers and develop the best version of themselves both personally and professionally.”

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Spa Executive is published by Book4Time, the leader in guest management, revenue and mobile solutions for the most exclusive spas, hotels, and resorts around the globe. Learn more at book4time.com.

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As a leader at the company recently named the best place to work by Fortune magazine, Hilton’s Jessica Shea is the perfect person to talk about management and more in spa and wellness.

Hilton is a leading global hospitality company with a portfolio of 17 world-class brands, including Waldorf Astoria and Conrad, operating in 113 countries.

Among those dedicated to fulfilling the brand’s mission to be the world’s most hospitable company, is Jessica Shea, Hilton’s Senior Director of Spa & Fitness Operations for the Americas, who directly oversees the company’s 35 spas in the region. 

As a leader in a company that was recently named the #1 Best Company to Work for by Fortune Magazine, Ms. Shea is well placed to provide insight on nurturing strong teams. We asked her about that, as well as about what is challenging and what is exciting in the spa & wellness industry for 2020.

Tell us about your career and how you came to be doing what you are today?

My family owned a hair salon when I was growing up, and I was enlisted at a young age to help answer phones and sweep up hair! I went off to college, traveled a bit, and came back home to look for a job. During that time, my family was transitioning their hair salon into a day spa, and again needed help. Helping out grew and grew, until I was eventually managing the business myself – and realized I was already on the path that I had been searching for.  What I wanted was to make a difference – to help people, to be creative and inspire (what we know of now as) personal wellness. I saw firsthand how self-care, relaxation, connection and feeling beautiful would turn around someone’s bad day – leaving them renewed and hopefully, being kinder to others when they stepped outside the spa. It always felt like a small way to help make the world a better place. 

From there, I spent the next several years as a Spa Director with Hyatt Hotels in Lake Tahoe, Kauai, and eventually Thailand. I had the incredible opportunity to lead spa and hotel teams in Asia for six years before returning to the US to head up spa strategy for Hilton. I’ve been in my current position, supporting spa operations, for the past two years.

Hilton is an advisory board member of We Care, the global self care initiative for massage therapists and spa directors. Can you talk about why this is important? 

It’s important for several reasons, all stemming from the fact that massage therapists are the backbone of the spa industry. The majority of treatments provided in leading spas are based on massage, and one of the greatest opportunities for connection is between a massage therapist and a guest. Yet, as the spa industry grows, the number of massage therapists continues to decline. 

As industry leaders, we need to support the massage therapy profession by ensuring therapists have the tools, education and opportunities they need to have long, healthy, successful careers. Massage therapists are the ultimate caregivers, yet they often don’t take the time to care for themselves. We Care aims to change that through techniques, education and experiences that support their physical, mental and spiritual health. The purpose is to ensure that therapists currently working in spas continue to thrive, and to attract potential spa therapists to a meaningful, lucrative career. 

Can you tell me a bit about the Hilton School of Wellness Spa Leader Onboarding Program?

Absolutely – I’m very proud of the work we did on the program. The purpose of the program is to encourage emerging and current spa managers and directors to grow as business leaders by giving them the tools to develop beyond their current roles and help achieve their professional goals. It is designed to help Hilton spa professionals become more commercially focused and thrive as business leaders, through an eight-hour online crash course that includes everything from learning how to balance a budget, develop marketing strategies, oversee operations and manage teams. 

The course was also designed to propel, retain and attract new professionals in the spa industry, showcasing how diverse and instrumental the role of a Spa Director is in the dynamic world of wellness. 

Are these in place to address the industry staffing issue and can you talk a bit about this challenge? Is the industry doing enough to address it?

Yes, as mentioned both of these programs are designed to address the staffing issues facing the industry, both for therapists and leaders. I think the numbers that some of the industry organizations have brought to light in the last few years – the huge amount of spa position vacancies, closures of massage schools, etc – have been a wake up call for the industry and it’s encouraging to see companies springing into action. We can always do more, but the goals are being set and there is focus and collaboration across many levels of the industry that I believe will start to turn the tide in the coming years. 

What is the biggest challenge facing spa, fitness and wellness in 2020, besides staffing? 

As you mention, staffing is the biggest challenge – not just the number of people, but we must also emphasize the importance of employing people who are passionate, service-minded and can deliver on the growing expectations of the wellness customer.

We are very fortunate that we have finally come to an era when wellness is totally mainstream. People have so many choices today on how to integrate wellness into their lives; but the wellness landscape is blurry and increasingly competitive. To remain relevant, successful business must step away from the buzzy wellness noise and define who they are, be consistent with what they can deliver and do it with passion and integrity. 

Do you think being a successful leader in spa and wellness requires different skills from leadership in other areas? If so, what are these?

Absolutely. Spa leaders must have a great balance of “head” and “heart” skills. The spa environment can be very personal – sensitive, emotional, spiritual – yet it has to be approached with clear-headed business savvy.  Successfully leading a team of intuitive care-givers one minute and presenting a budget to an ownership group the next, takes a special set of leadership skills. The most successful spa leaders know, or have learned, how to balance and support both with a lot of passion. 

How do Hilton spas stand out? What makes them unique or special?

Hilton is one of the largest spa operators in the world and a combination of reach, culture, and opportunity attracts the best spa team members in the world. We have built the global Hilton Spa family to deliver the highest level of guest experiences across all of our brands, while ensuring each spa location is individual and embraces the environment that it is in. We are continually innovating the spa experience with new design perspectives, exceptional treatment and service offerings, product partnerships, and sustainability initiatives.

What trends or developments in spa and fitness are you excited about right now?

I’m excited that in looking ahead, we are really taking a look back and evolving ancient, tried and true, natural or culturally significant wellness practices. The rise of hydrotherapy and contrast bathing dates back to Roman times; CBD has been revered in some cultures for centuries; shamans and gurus are leading more and more spiritual retreats (some with long-overlooked psychotropic benefit); skin care is clean and organic beauty has stripped back the unnecessary, toxic elements; fitness technology is focused on being in-tune with your biology; well-built spaces are concerned with clean air and sunlight; women’s health and sexuality aren’t taboo; and everyone is talking about the benefits of getting outside in nature! 

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