After owning and selling a successful spa in Toronto, Sue Harmsworth has built London-based ESPA International, a global spa consultancy business, into a multimillion-Euro operation with a true A-list of hotel clients (including the Burj al Arab in Dubai, the Peninsula Tokyo and the Mandarin Oriental in Washington, D.C.). Here, she offers her thoughts on whether spas can maintain their popularity and growth, and on the benefits of luxury hotels outsourcing their spa operations.

HOTELS: Twice as many adults in the United States now want to visit a spa on vacation as want to play golf—why is this? Is the same phenomenon occurring globally?

Harmsworth: We are definitely finding that spa is overtaking golf. Life has changed demographically—people are stressed. They have very little vacation time in the United States. The stress is not going to go away—it is still the No. 1 reason for both men and women to use spa services. The male [spa] market is strong—it is one of the largest growing sections in the hotel market, so sometimes people are looking for golf and spa. And if girls don’t play golf, they will choose a resort where they can spa. Globally, the spa phenomenon is continuing.

HOTELS: How long can spas maintain or even increase this level of popularity?

Harmsworth: I have been in the industry 30 years, and it has just been building and building and building. This is not new; it has just come more to the forefront, as it is much more acceptable now. Although it is a luxury, it is seen as much more of a necessity. Personal space, time out, escapism and retreat shows no sign of abating. Hands-on treatments are just increasing.

HOTELS: What are some of the latest trends in spa operations and spa design?

Harmsworth: In design, the segregation of sexes, of active and passive, and of paying and non-paying, so that you don’t muddle the markets. [Operationally], the adjacencies of the way a spa works [should be] addressed. Spas that work acoustically [for a guest] will be more successful—so trying not to mix children and active, social things (like pool locker rooms) with the spa.

Also, hot vitality pools with benches and heat experiences—heat is definitely back in the public domain. And multifunctional treatment rooms—rooms where you can do every treatment, so the therapist is multi-skilled, and guests can stay in the same room with the same therapist, giving better RevPAR.

HOTELS: What is your take on new hotel brands formed around the spa concept?

Harmsworth: You are going to see more of it. But they must be genuine and have integrity. One of the biggest problems with the industry is marketing people trying to be clever, coming up with concepts and treatments with no integrity. Those will fail. Consumers are savvy—they will go once, and then not go back. You have to have integrity and the ability to deliver what [you promise].

HOTELS: What about in-room programs with portable spa beds and in-room treatments?

Harmsworth: The trouble is it is much harder to deliver a true spa experience in the room. Space is usually an issue, portable beds are not great, and the guest is not going to spend too much time relaxing. To bring hot towels and stones, and to bring equipment, you need porters, and it leaves a mess, so it’s not a great experience for the guest. We looked at a client doing that who decided to build a spa, because they had so many requests and complaints. The staff’s variation in quality was appalling.

HOTELS: What are the benefits of outsourced spa development and operations for hotels?

Harmsworth: Major 5-star hotels are recognizing the complexities of spa management and looking to partner with companies like ours that offer training schools, trainers, and structure for design and development. A lot of GMs in hotels find the spa takes so much of their time. And the majority of GMs or financial controllers don’t know the industry. A very famous hotelier said to me if he goes to the chef and has a fight, the chef sticks a knife in the counter and yells at him. If he goes into the spa and does the same thing, they cry.

Also, building spa divisions is a huge head office cost. If you’re going to have your own technical skills trainers, etc., [hotel companies] don’t have those people in house.

HOTELS: Why do you turn down many projects?

Harmsworth: So many [spas] are being opened throughout the world; we choose to partner with owners and operators who invest in people; will meet brand standards in design, guest comfort and journey; allow us to recruit; and commit to very good training programs to help deliver a great experience. The worrying thing is the number of inquiries we get. It is frightening the number being built. It is a double problem with the staff shortage.