The Stanza

Part I: The Travel Advisor as Curator
(00:00:27)

Erina Pindar, COO of SmartFlyer, argues that the travel advisor’s core product is less about access but more so curation and personalization: the construction of high-emotional-impact moments that exist outside the algorithm and cannot be replicated through self-booking.

In Part I of this episode, Erina walks through how SmartFlyer conceptualizes experiences designed to generate genuine surprise for HNW clients, why safari travel has seen a measurable resurgence in demand post-pandemic, and what the rise of multi-generational, long-stay itineraries signals about how the most valuable travel clients are beginning to define the category for themselves.

This episode was made possible in partnership with SmartFlyer.

SmartFlyer works with hotel owners and management companies looking to access a HNW traveler base that sits outside standard distribution channels. Reach out to learn more.

[email protected] 
Learn more about SmartFlyer here
Follow SmartFlyer on Instagram

Part II: The Art of Emotional Storytelling: How Airelles Builds Ultra-Luxury Around History & Generosity
(00:09:54)

Anne-Laure Ollagnon is the CEO of Airelles, the French ultra-luxury hotel group owned by entrepreneur Stéphane Courbit, whose portfolio of historic properties spans France and, as of this month, Italy. She joined the group in 2007 when Courbit acquired the original property in Courchevel, bringing a background in M&A law that shaped her approach to transforming heritage buildings into destination assets.

Airelles follows a full ownership model across almost all of its portfolio: Airelles Courchevel, Airelles Val d’Isère, Château de la Messardière and Pan Deï Palais both in Saint-Tropez, La Bastide de Gordes in Provence, and Palladio Venice on the island of Giudecca.

The one exception is Le Grand Contrôle, the only hotel inside the grounds of the Palace of Versailles, which Airelles operates under a concession with the French government. It is arguably the most precise expression of what the brand stands for: identifying sites of irreplaceable historic significance and restoring them into experiences that could not exist anywhere else. Across all of it, Airelles has grown without third-party management contracts, maintaining direct operational control and brand integrity at every property.

In this episode, Nadine sits down with Anne-Laure Ollagnon to explore what it really takes to build and run an ultra-luxury hotel group rooted in historic properties, emotional storytelling, and a culture of generosity that institutional capital structures are rarely designed to sustain.

Interview Highlights:
The difference between family office capital and institutional capital in ultra-luxury, and how that impacts the guest experience

How Airelles won the Palace of Versailles tender against more than fifteen competing hotel groups

The six-year acquisition and authorization process for Airelles Palladio Venice, and what patience as a development discipline actually costs

Airelles’ philosophy behind owning and operating distinct hotels

What Anne-Laure looks for when evaluating a new asset, and why emotion is the first filter before any underwriting begins

How a high-end hotel under 50 keys justifies its ADR and operates profitably without relying on volume

Anne-Laure’s view on where ultra-luxury is heading

Learn more about Airelles here
Follow Airelles on Instagram here
Follow the latest opening in Venice on Instagram: the Airelles Palladio

Follow⁠ ⁠The Stanza on Instagram

Part I: AI and the Future of Hospitality
Every hospitality operator is asking the same question right now: what does AI actually mean for my business? Marc Lotenberg, founder of Dorsia, has a clear thesis: the operators who will define the next era of hospitality are not the ones who chase the technology, but the ones who double down on the art, the craft, and the magic that no algorithm can replicate.

In Part 1 of this episode, Marc shares why AI will finally deliver the hyper-personalized, frictionless experience that modern luxury has always promised, how it will change everything from the kitchen to the moment a guest walks out the door, and why the pace of that disruption is arriving far faster than most people in the industry expect.

This episode is made possible in partnership with Dorsia. To get access to Dorsia’s curation of impossible tables and cultural events, download the app and use code THESTANZA.

This interview was filmed at Cafe Carmellini in New York.

Part II: Early Conviction: Investing in Aman and the Future of Luxury Hospitality

Jonathan Goldstein is the founder and CEO of Cain International, a real estate investment and operating company managing over $14 billion in assets across luxury residential, hospitality, sports, and entertainment. Cain was formed in partnership with Todd Boehly and Eldridge Industries, built on a shared conviction that gateway cities and branded experiential real estate represented a generational investment opportunity.

Cain's real estate portfolio spans some of the most scrutinized assets in luxury hospitality. At the center of it is One Beverly Hills, a $5 billion, 17.5-acre mixed-use development flagged by Aman in the heart of Beverly Hills. Jonathan also co-led the $900 million investment into Aman Group alongside Saudi PIF, subsequently partnering with Mubadala Capital to finance the brand's expansion. Other assets in the portfolio include Six Senses Courchevel, Raffles Boston, the Delano Miami, and a stake in the Delano brand in partnership with Ennismore & Accor. Cain was investing in luxury and experiential real estate long before the pandemic made the thesis obvious to the broader market.

I worked on One Beverly Hills for Jonathan at Cain, which gives this conversation a level of access and specificity that is rarely present in interviews at this level of the industry.

Interview Highlights:
Approach to risk and creating an asymmetrical outcome in business

The story behind the Aman investment opportunity

What sets Aman apart from the rest

What it takes to earn the trust of sovereign wealth funds

How Cain assembled the One Beverly Hills site

The buyer profile of Aman Residences in Beverly Hills

Developing other luxury projects: Six Senses Courchevel & Raffles Boston

Repositioning the Delano brand & Miami hotel

Jonathan’s approach to choosing a hotel management partner

The personalization problem luxury hospitality has yet to solve

If you enjoyed this episode, you’ll also enjoy reading The Stanza’s Friday weekly newsletter. Subscribe at ⁠www.thestanzamedia.com⁠

Learn more about Cain’s portfolio here.

Follow ⁠The Stanza on Instagram

Part I: The Business of Six Figure Travel
How does one quantify the thesis that affluent consumers are prioritizing experiences over possessions? Luxury travel advisory SmartFlyer reports a 75% year over year increase in trips exceeding $500,000, alongside a 41% rise in bookings between $100,000 and $499,000.
In this mini segment, SmartFlyer COO Erina Pindar shares what is fueling this growth, from multi-generational safaris in Botswana to Antarctica by private jet and yacht-hopping across the Mediterranean. She explains why modern luxury is defined by privacy, access, and highly personalized execution.
At this level, it’s not just about the hotel. It’s about designing a journey that feels entirely your own.
This episode is made possible by SmartFlyer. Follow @smartflyer on Instagram or visit smartflyer.com to learn more.

Part II: Dreams Don’t Have a Price”: The Philosophy Behind Lake Como’s Most Iconic Hotels
Valentina De Santis is a third-generation hotelier and the owner of two of Lake Como’s most celebrated properties: the iconic Grand Hotel Tremezzo and the intimate 24-room villa hotel, Passalacqua — which debuted at #1 on The World’s 50 Best Hotels list in 2022.
Her family has shaped Lake Como hospitality for over half a century. In the 1970s, her grandfather acquired the historic Grand Hotel Tremezzo — originally built in 1910 to serve Europe’s aristocracy — and restored it to its former grandeur. What began as a bold entrepreneurial leap became a generational legacy rooted in independence, long-term stewardship, and an uncompromising belief in beauty.
Born and raised on the shores of Lake Como — quite literally in the back corridors of the Grand Hotel Tremezzo — Valentina grew up immersed in the rhythms of hospitality. Today, she serves as both custodian and visionary for her family’s portfolio, expanding it thoughtfully while preserving its soul. Alongside her parents, she led the acquisition and transformation of Passalacqua, an 18th-century villa that had been a private home for over 200 years before reopening as one of the most celebrated boutique hotels in the world.
In an era dominated by global hotel groups and private equity, Valentina remains fiercely committed to family ownership, financial independence, and building for continuity — not exit. Her philosophy blends instinct with discipline, emotional intelligence with operational rigor, and above all, a deeply Italian belief in villeggiatura: the art of slow, meaningful travel.

This interview was filmed at Casabianca in Lake Como, the De Santis family's art gallery showcasing their personal collection of modern and contemporary art.

Interview Highlights
Growing up inside the Grand Hotel Tremezzo and witnessing Lake Como’s evolution

The four-week auction battle that led to acquiring Passalacqua

Restoring an eighteenth-century villa under Italy’s preservation laws

Winning number one in the world and choosing to change nothing

The philosophy of villeggiatura and creating hotels that slow guests down

The subtle operational details that quietly define true luxury

Designing for conviction instead of guest expectations

Why financial independence is non-negotiable

Defining success through continuity rather than exit

If you enjoyed this episode, you’ll also enjoy reading The Stanza’s Friday weekly newsletter. Subscribe at www.thestanzamedia.com

Connect with Valentina on Instagram
Follow Passalacqua and Grand Hotel Tremezzo

Today’s guest is Ian Schrager, the legendary hotelier, entrepreneur, and cultural pioneer who reshaped nightlife and hospitality as we know it.
Ian first made his mark in the 1970s as the co-founder of Studio 54, the iconic New York nightclub that became a symbol of glamour, freedom, and cultural revolution. Alongside his partner Steve Rubell, Ian created an experience that transcended nightlife, merging design, celebrity, and theatricality into something entirely new.
After Studio 54, Ian continued to reinvent hospitality. In the 1980s, he launched the Morgans Hotel Group, introducing the world’s first “boutique hotel” : a concept that blended art, design, and service in a way that changed the industry forever. At a time when hotels were seen purely as places to sleep, Ian reimagined them as vibrant social hubs, activating lobbies, bars, and restaurants as dynamic public spaces that reflected and contributed to the cultural life of a city. With properties like Morgans, the Royalton, and the Delano, he transformed the hotel from a travel necessity into a cornerstone of the modern urban landscape: a place where design, community, and experience converged.
In more recent years, Ian has continued to redefine hospitality with two visionary brands. EDITION Hotels, created in partnership with Marriott International, brings his boutique sensibility to a global stage. With around 22 properties worldwide, from New York and Miami Beach to London, Barcelona, Tokyo, and Dubai, each EDITION is designed as a one-of-a-kind reflection of its city, combining understated luxury, cutting-edge design, and activated social spaces that feel both intimate and electric.
By contrast, PUBLIC represents Ian’s evolution of the idea: “luxury for all.” Its flagship on New York’s Lower East Side, designed by Herzog & de Meuron, reimagines the hotel experience through high style, technology, and inclusivity, featuring self check-in, vibrant communal areas, and nightlife-driven energy at a democratic price point. With plans to expand to West Hollywood and beyond, PUBLIC distills Schrager’s decades of innovation into an accessible, modern model for the next generation of travelers.
Across every chapter of his career, Ian Schrager has consistently challenged convention, blurring the lines between hospitality, art, and lifestyle, and influencing generations of hoteliers, designers, and creatives along the way.
In this episode, Ian reflects on his incredible journey, from Studio 54 to the present, and shares the insights, risks, and instincts that have defined his enduring legacy.
A heartfelt thank you to Peoplevine for sponsoring The Stanza podcast this year (and for supporting The Stanza since the beginning). If you run a members club or a hotel that needs a CRM for top performance, Peoplevine is trusted by the best brands in the members club business. Book a free demo to see why at ⁠peoplevine.com.⁠

Interview Highlights:
How Ian Schrager brought the lessons of Studio 54 into hospitality

Turning hotel lobbies into social and cultural spaces

The $60,000 deal that led to his first hotel, Morgans

What “boutique hotel” really meant in its original form

Ian’s perspective on copycats

How creativity and independence can survive inside big hotel brands

Redefining luxury as an experience, not a price point

Ian’s advice for young hoteliers

Follow Ian on⁠ Instagram⁠
Follow Public Hotels and Edition Hotels
Follow The Stanza on ⁠⁠Instagram⁠⁠

Dr. Jonathan Leary is the founder of Remedy Place, the social wellness club reimagining how we gather, recover, and connect. Trained in medicine and drawn to a more human, preventative approach, Jonathan spent years building a concierge sports-medicine practice while refining a 150-page business plan for a new kind of health club - one that could make self-care social and compelling. He opened the first Remedy Place in Los Angeles and has since expanded to New York and Boston, with a growing movement around contrast therapy, IV lounges, and community-driven rituals that help people feel better together.

In this conversation, Jonathan shares his founder story: from the pivot that gave him five years of real-world data, to why he personally guaranteed his first lease. We unpack the idea of “social self-care” and why drink dates blunt connection, the business model behind Remedy Place, and what he’s learned scaling from two to four clubs in just months.Thank you to Peoplevine for sponsoring the 2025 season of The Stanza. Peoplevine is the trusted CRM software for the best brands in hospitality. Book a free demo to see why at peoplevine.com.

Interview Highlights:
Being early to a global trend

How rejection led to building a data-backed business

Defining “social wellness”

Health as a tool for success in other aspects of your life

Why Remedy Place didn’t include a gym

Jonathan’s views on copycats

The role of brand design, accessibility, and perceived exclusivity

Convincing skeptical investors

Personally guaranteeing his first lease and Jonathan’s attitude towards risk

What stabilization looks like for new wellness clubs

Being comfortable being misunderstood

Jonathan’s advice for wellness entrepreneurs

Follow Jonathan on⁠ Instagram⁠
Follow Remedy Place on Instagram and learn more here
Follow The Stanza on ⁠Instagram⁠
Subscribe to The Stanza on ⁠Substack