could you describe therme group as it stands today — the destinations operating, those in development, visitor numbers across the network, and your role and tenure?

Therme Group is a global developer, owner and operator of large-scale wellbeing destinations. Through its destinations, the group is pioneering a new type of social infrastructure that brings together water, nature, culture, and diverse wellness experiences within a single environment at civic scale. Comparable in size to large public parks and stadiums, these new forms of wellbeing infrastructure are distinguished not only by their scale, but by experiential innovations designed to serve all ages, individuals, and families at attainable price points. In doing so, they help shape the future of cities seeking to make enjoyable, accessible wellbeing available to many.

Today, the group p welcomes 5.5 million visitors annually across its international locations.

My role is focused on advancing the company’s commitment to entertainment as an essential component of the guest experience and a key pillar of modern wellbeing. Across our destinations, entertainment plays an important role in creating moments of discovery, connection, and engagement that complement the restorative benefits of water, nature, and thermal experiences.

My background spans more than two decades in the attractions and entertainment industry, Throughout my career, I have focused on creating experiences that bring people together, and I look forward to building on that work at Therme.

your title is chief experience officer. what does experience mean within therme’s model, and why is it the right word for the function you lead?

I see shared moments and experiences.  Unforgettable moments with family, hours of fun and active play, and the peaceful drive home with children fast asleep in the backseat are often the experiences families treasure most. Positive stress, experienced in the right environment, has the power to bring people closer together. Our experiences are designed to be safe, guided, and emotionally engaging, strengthening both human connection and overall wellbeing.

wellness has undergone a notable transformation over the last ten years. it has shifted from traditional communal practices, such as shared bathing and rituals, toward a greater emphasis on individualism and self-improvement. recently, we were assisting in the re-emergence of a countertrend toward reconnecting wellness with social and community aspects, particularly among younger generations. in your opinion, what does wellness signify today, and how does it contrast with its meaning a decade or two ago?

Bathing has long been an established part of daily life and social culture across many parts of Europe, where bathhouses and communal wellness experiences have served as places for relaxation, connection and community for generations.

What has changed in recent years is that we’re seeing a broader appreciation for that model in other markets. A few years ago, especially in the U.S., the conversation around bathing and saunas was largely cantered on recovery, fitness and individual wellness. Today, it has expanded beyond personal health benefits to encompass social connection, community and the growing importance of third places.

People are increasingly seeking spaces that support wellbeing while also bringing people together. Bathing destinations offer a unique combination of both – creating environments where individuals, families and friends can spend meaningful time together, while prioritizing their physical and mental wellbeing.

As a result, bathing is increasingly being viewed not simply as wellness activity, but as a social and cultural experience that fits into how people want to live, connect and spend their leisure time.

bathing customs have historically been communal in many cultures — such as the japanese sento and onsen, korean jjimjilbang, turkish hammam, and roman thermae. therme’s destinations are reviving social bathing on a larger scale and across generations. what changes have enabled this revival, and what are the key considerations for designing these spaces effectively?

While these traditions have remained deeply imbedded in many cultures across the world, what has changed is that more markets are recognizing the value they provide in addressing modern needs around wellbeing, connection, and community.

Over the last several years, we’ve seen a growing interest in experiences that bring people together in meaningful ways, with a renewed appreciation for spaces that foster both relaxation and human connection. Social bathing has always served that role, which is why these traditions are so relevant today.

The key consideration in designing these spaces is creating environments that are welcoming and accessible to a broad range of people. Successful destinations need to balance individual wellbeing with shared experiences, accommodate different generations and interests, and operate at a scale that makes them part of everyday urban life rather than an occasional luxury.

Our aim is to bring together elements that have existed for centuries – water, heat, nature, architecture and social gathering – into destinations designed for contemporary cities. The goal  to adapt their underlying principles for how people live, connect, and spend their time today.

Therme describes its core principles as water & nature, sustainability & design, and arts & culture. from your point of view, in what sense is the making of the place already an act of engagement what role does entertainment play within it?

Entertainment is one of the ways to  create deeper engagement with the destination. It brings energy, emotion, and cultural relevance to the experience, complementing the restorative benefits of water, nature, and wellbeing.

We view architecture, design, arts, culture, and entertainment as interconnected elements rather than separate disciplines. Together, they shape environments that encourage exploration, connection, and repeat visitation. The goal is not simply to provide amenities, but to create destinations that people actively want to spend time in.

Entertainment will play an increasingly important role in broadening how people engage with wellbeing – making it more accessible, memorable, and relevant to a wider audience. the idea is to design place  for the entire family. Whatever our guests are looking for – excitement, relaxation, connection, or discovery – everyone can find their own treasure with us.

each therme is a building that invites and brings together patrons; it needs to be welcoming enough to bring them back. therme singapore site sits next to marina barrage and gardens by the bay — already an engagement-rich landscape. how does a new wellbeing destination engage with the surrounding place rather than imposing itself on it?

Our approach is to become part of the broader urban fabric. Destinations are designed as integrated components of a city’s social and physical infrastructure, complementing existing assets while enhancing livability, attracting visitors, and creating new opportunities for connection and wellbeing.

In locations such as Singapore, that means understanding the unique character of the surrounding environment and designing experiences that are additive to it. The goal is for the destination to contribute to the broader ecosystem of public spaces, cultural attractions, and community assets, as well as biodiversity, creating value not only for guests, but for the city as a whole.

the singapore marina south project is therme’s first destination in asia. as anticipated earlier, it is also being built in a region with several long-standing bathing cultures. how are you thinking about engagement with a singaporean and broader asian audience that may already have a deep, embodied relationship with thermal bathing?

Our destinations are united by a common vision, each is shaped by the unique character of its location. the model  is not to replicate a single model across markets, but to create wellbeing destinations  that respond authentically to the local environment, culture and community.

Singapore will draw on the experience and expertise developed across our  broader portfolio while being designed specifically for its context. Treatments and experiences will be curated, drawing inspiration from diverse Asian wellness traditions and reflecting Singapore’s multicultural identity. The destination will also integrate local partnerships, tropical landscaping and art that reflects the region, ensuring it resonates deeply with both residents and visitors while remaining distinctly Singaporean.

at full capacity, therme’s expected mix in singapore is roughly 50% local and 50% overseas visitors. how do you think about engaging two audiences arriving at the destination with very different reference points, expectations, and rituals?

the new complez  is being developed first and foremost as a destination for Singapore residents . The vision is to create an inclusive environment that supports wellbeing, social connection, and community engagement, while contributing to the long-term vitality of Marina Bay as a shared civic space.

More broadly, the project reflects Tour s belief that wellbeing should be integrated into the fabric of urban life. Through partnerships, public spaces, and accessible experiences, the destination is designed to create lasting value for residents while complementing Singapore’s broader ambitions towards enlivening the city with a broader range of lifestyle and wellness experiences within the cities, while also enhancing Singapore’s overall liveability and quality of life.

At the same time, its scale and distinctive offering will further strengthen Singapore’s position as a global destination for wellness and tourism, attracting visitors seeking immersive, experience-led forms of wellbeing.

the integration of arts, culture, and live programming is one of the model’s distinctive features. how does that cultural layer engage the guest differently from the water and architecture, and what role does it play in the broader engagement model? MERGED WITH 19

Water, nature, and architecture create the foundation of a wellbeing destination, but they cannot give it a soul. That work is done by arts, culture, and live programming — the dynamic layer that turns infrastructure into experience and gives guests new reasons to return.

The most direct illustration of this layer is the Aufguss. What looks from outside like a sauna ceremony is in fact a shared cultural ritual, combining wellbeing, storytelling, music, and performance within a space specifically designed for collective participation. The traditional sauna experience is transformed into something the guest leaves having shared with a room of strangers. The body has been treated; the visit has been remembered.

More broadly, arts and culture do work that the physical infrastructure cannot. They attract audiences the wellness category alone would not reach. They support longer, more frequent visits, because each visit can be a different cultural occasion. They keep the destination relevant across years, because programming evolves while architecture does not. The result is a destination that is restorative but also continually engaging — and responsive to the communities it serves.

The deeper observation, after years of designing such places, is this: the most powerful art works subconsciously. Guests may not consciously notice why a place feels inspiring or memorable. They simply feel it. Art at its best should not demand attention or point at itself. It should flow naturally through the destination, enhancing perspectives, amplifying emotions, creating beautiful moments, and occasionally inviting quiet reflection. In that sense, art is a subtle service to the guest — enriching the experience without ever competing with it.

on the basis of your experience, what components of your model travel well, and what has to be reinterpreted for each new place?

Our experience is rooted in decades of expertise, with a consistent focus on designing for people first.

The aim is to craft experiences that connect with each guest. Whether it’s the teenager aiming to impress on a thrilling slide, the family building lasting memories, or the parent delighted by their children’s excitement—each visit should feel personalized, with moments that appear tailored specifically for them.

Achieving this requires the right balance of attractions: thrilling experiences, family adventures, spaces for children’s play, moments of restoration, high-capacity design, intuitive guest flow, and seamless integration into the architecture—with every element contributing to a cohesive and beautiful whole.

When guests walk through the property  they simply experience joy. What they don’t see is that behind every attraction, and every square metres  of space, lies more than 25 years of experience in designing, building, and operating world-class water attraction zones. That expertise allows us to create environments that feel effortless, yet  are carefully engineered to deliver unforgettable experiences.

you work closely with local communities in its development process — the washington dc project involved extensive community engagement before a site was even agreed. what is your methodology in terms of initial community engagement in the early stages of a project of this size?

While the specifics vary by market, the development approach is grounded  on long-term community value, urban impact, and operational viability. Engagement is tailored to each location, reflecting the unique character and priorities of the communities involved.

At the same time,  we have gathered invaluable insights into what guests truly value, how they use our spaces, and what creates meaningful, lasting experiences.

the r goal is to combine this wealth of experience with the aspirations, culture, geography, and identity of each local community. Every destination is unique—shaped by its location, its people, and its cultural context. Yet they all share the same foundation: a common DNA built on wellbeing, exceptional guest experiences, operational excellence, and long-term sustainability.

This balance between proven expertise and local adaptation is what allows every Therme destination to feel both globally consistent and authentically rooted in its community.

repeat visitation is a crucial aspect of an urban wellness site model. which disciplines or practices assist operators at this scale in establishing a relationship with guests who may visit frequently?

Repeat visitation is driven by relevance. While water and wellbeing provide the foundation, arts, culture, entertainment, and programming ensure the experience continues to evolve over time.

Because our destinations support different needs, occasions, and life stages, guests can engage with them in different ways throughout the year. The goal is to create places that become part of people’s routines and communities, not simply destinations they visit once.

In addition, our destinations feature a dynamic calendar of programming throughout the year, from large-scale seasonal events such as the annual Herbarium Festival at Therme Bucharest to daily wellness rituals, cultural programming, and aufguss performances. This ongoing evolution of experiences creates new reasons to visit and helps foster long-term engagement with guests and the broader community.

what do guests t value most about your centres — the water, the space, the company,  or something else?

One of Therme’s defining characteristics is its ability to serve multiple needs simultaneously. Guests can come for relaxation, recreation, wellbeing, cultural discovery, or social connection, often experiencing several of these throughout a single visit. By bringing these elements together under one roof, we create destinations where people can be well, connect with others, and enjoy meaningful experiences at every stage of life.

Less screen time = more socializing and water!

typically, your centers engage multiple demographics – families, seniors, working adults, and children – which is more operationally complex than it looks. how do you envision the composition of your patron base, and do you plan specific engaging and entertaining models, programs, or design elements for each segment of patrons? how do these coexist within the same destination?

We design destinations  around different guest needs and experiences and in partocular upon three pillars: relax, restore and play. Throughout a single destination, guests can choose environments that support recreation, social connection, relaxation, excitement, restoration, or cultural engagement. This allows families, couples, individuals, and multigenerational groups to each find experiences that resonate with them while sharing the same destination. The key is thoughtful design, programming, and zoning that create distinct experiences without fragmenting the overall guest journey.

your price positioning, accessible to a wide audience, is a strategic engagement choice. consider how this influences the engagement model in practice and how it aligns with the commercial pressures of managing a destination of this size.

The accessibility in terms of price is part of a wider engagement strategy, we would like people make visit to the bath as part of their regular routine.

Loyalty programmes, membership systems, and event schedules extend this principle into the operational layer.

As we expand around the world, we are also developing a global loyalty programme that will connect the entire ecosystem.

Our loyalty programme will reward guests for engaging with the brand across multiple destinations, creating lasting relationships and encouraging them to explore the group experience worldwide.

how are the daily operations of engagement and entertainment structured within therme? could you share with us the loyalty programs, membership systems, event schedules, and seasonal activities for guests, as well as ? what specific programs can you identify, and what framework connects these elements within the organization?

We view food and beverage, retail, and guest amenities as part of the overall experience architecture of the destination. They are not designed as adjacent functions, but as integrated touchpoints that support the broader guest journey.

Food and beverage, retail, and guest amenities are part of the destination’s experience architecture, not adjacent commercial functions. By connecting wellbeing, recreation, dining, and social experiences across the visit, the destination supports longer stays and deeper engagement.

how does Therme engage its people, and how is that engagement work organized within the company?

Our staff training, recognition, incentive systems, and operational routines are designed around the same principle: people are ambassador of our concept.

While we will invest in technical training, industry-relevant training and knowledge transfer to ensure a seamless Therme guest experience, we also want local teams to shape how that experience is delivered in ways that resonate with local and regional visitors.

In Singapore for example the s workforce brings deep expertise in service, tourism and hospitality, and localisation involves building a shared culture and service philosophy that reflects both Therme’s global standards and Singapore’s distinct workforce landscape.

At the same time we offer skills-development opportunities across hospitality, wellbeing and related sectors. This includes the development of specialised capabilities including sauna masters alongside a range of hospitality roles to lead and deliver the destination’s diverse programming.

Through partnerships with local higher education institutes of learning and industry stakeholders, we will support to nurture a future-ready workforce while fostering long-term career pathways within the growing wellbeing economy.

Looking ahead, we see employees spending time at different destinations sharing knowledge, learning from different cultures, and bringing new ideas back to their home teams.

Fostering intercultural understanding enriches our employees personally and professionally, strengthens collaboration across the organisation, and ultimately creates an even better experience for our guests. Therme employs thousands of people across its destinations. The guest experience depends entirely on them. How does Therme engage its people, and how is that engagement work organized within the company?

what is one assumption about wellness, about destinations at scale, or about how guests behave inside them that your experience has most challenged?

One assumption that has been consistently challenged is the idea that wellbeing and entertainment exist at opposite ends of the spectrum. Traditionally, wellness has often been positioned as quiet, individual, and separate from recreation or social activity.

What we’ve observed is that guests don’t think about their experiences in those categories. They want destinations that allow them to relax, connect, be inspired, have fun, and spend meaningful time with others—all within the same environment.

That insight has reinforced our belief that wellbeing can be both restorative and engaging, and that some of the most impactful experiences occur when those elements come together rather than remain separate.

Personally, I believe our greatest ambition is to create the conditions for every family member to experience either their own perfect day or an extraordinary day together. One person may be recharging in the spa, another relaxing at a pool bar with a good book, while the children race up the slide tower, laughing with friends. At the end of the day, everyone comes together again, and on the drive home, the children fall asleep in the back seat-happy, exhausted, and full of memories.

To me, that is the true meaning of wellbeing. It is not about everyone doing the same thing; it is about everyone finding exactly what they need, while still sharing the same experience.

Keep that image in mind. If we succeed in what we are building at Therme Group, it is a moment you will encounter again and again.