News Hub

Fergus Stewart, CEO of The Landmark Collection, on what the new rebrand means for the future of the collection, and how to bring together a group operating across London and Bangkok. 

The Lancaster Landmark Hotel Company has become The Landmark Collection. What was the catalyst for making this change now?

This rebrand is a natural evolution for us, moving away from a traditional hotel operations team into a scalable, multi-sector hospitality management and development platform. Having established a strong portfolio across London and Bangkok, the timing was right to formalise our unified identity. This provides a solid foundation for future growth as demonstrated by our recent rapid expansion with the addition of Fountain House.

Bringing together hotels in London and Bangkok under one collection is a significant challenge. What unites these properties beyond their ownership?

Beyond being born from the stewardship of the Sihanatkathakhul family, what truly unites our properties is a shared commitment to quality, wellbeing and a timeless sense of belonging. Central to this unification is our impressive spa and wellness portfolio operating at scale across both London and Bangkok, offering world-class facilities and expert-led treatments that define our holistic approach to luxury.

How do you ensure each property retains its own identity while benefiting from being part of a larger group?

We protect each property's independent identity and micro-cultures as this is so important and what has built their respective reputations and loyal customer base. While properties benefit from the structural stability, strength and centralised infrastructure of The Landmark Collection such as specialised sales, marketing and revenue teams; they maintain the unique personality and cultural heritage that guests love.

You describe The Landmark Collection as a hospitality management company and development platform rather than simply a hotel operator. How does that change the way the business thinks about growth?

It shifts our perspective from internal management to proactive, scalable expansion. As a development platform, we are built to identify, acquire, and integrate exceptional properties whether they are historic landmarks, lifestyle hotels, or luxury serviced apartments like Fountain House. It allows us to offer diverse accommodation options at varying price points while driving targeted growth in the UK and globally.

What qualities or characteristics would you look for in hotels or serviced apartments joining The Landmark Collection in future?

We look for exceptional properties that complement our existing portfolio. Prospective additions must align with our ethos of creating rare moments of belonging through personalised yet impeccable service, while possessing the unique personality required to thrive within our growing platform.

Wellness is positioned as a core pillar of the collection. How do you see guest expectations around spa, wellbeing and luxury hospitality evolving over the next few years?

Wellness is increasingly central to modern luxury. Guests expect integrated, expert-led treatments and world-class facilities that support both physical and mental restoration. Because wellness operates at such an impressive scale across our properties in London and Bangkok, we are uniquely positioned to meet these rising expectations seamlessly.

Where do you see the biggest opportunities for independent luxury hotels today?

The opportunity lies in providing the deeply personal service and distinct local character that mass-market brands cannot easily replicate. By combining individualism and charm with the robust operational framework, marketing reach, and cross-selling power of a collection, independent properties get the best of both worlds.

What role do you think loyalty programmes play for independent collections competing with major international brands?

They are a powerful tool for building long-term guest relationships and retention, which is why developing a collective loyalty programme is a key upcoming milestone for our growth strategy. It provides the structural advantages of a major brand while allowing us to honour our core ethos of delivering personalised, intimate service.

Looking beyond this launch, what would success for The Landmark Collection look like over the next three to five years?

Our ambition isn't to become the biggest collection, but to be one of the most respected. Success means building on our family-owned heritage, continuing to invest in our hotels and people, and delivering the kind of hospitality that guests remember long after they've left.

If you could leave independent hoteliers with one piece of advice about building a lasting hospitality brand in today's market, what would it be?

Never compromise on your service ethos or your property's unique identity. Build a scalable framework and operational infrastructure that allows you to grow but always remember that true luxury is rooted in creating a genuine, timeless sense of belonging for every guest who walks through your doors.