Two years ago, we explored the booming private members' club sector, highlighting how exclusivity and premium amenities were driving unprecedented membership growth globally. Fast forward to 2025, and the landscape has evolved dramatically. What began as a renaissance of traditional club culture has transformed into something far more sophisticated: integrated lifestyle ecosystems that blur the boundaries between hospitality, real estate, healthcare, and community building.
The sector continues to offer attractive growth opportunities – forecasts vary, but all point to sustained growth in the coming years. Research predicts that the global size of this market will almost double to $41.2 billion in the next decade, growing by a compound annual rate of 7.6%. This estimate is probably too conservative, as members-only clubs already generate combined revenue of well over $30 billion a year in the US. The UK market is projected to grow to £25.8 billion by 2027, with an annual rate of 11%, while other markets, like India, could see their overall value double in just two years.
One thing is certain: modern private members' club is no longer just a place to network over cocktails or play golf. It has become the cornerstone of a new luxury lifestyle philosophy, one that promises not just access to exclusive spaces, but comprehensive support for how affluent individuals live, work, age, and connect in an increasingly complex world.
However, this evolution brings unprecedented complexity. As clubs attempt to master multiple disciplines—from hospitality to healthcare, from real estate integration to intellectual programming—they face operational challenges that can make or break even the most well-funded ventures. Throughout our work with developers and operators, we've observed critical operational realities that demand specialized understanding to navigate successfully.
The Branded Residence Revolution
Perhaps the most significant development since 2023 has been the integration of private members' clubs with branded residential developments. What started as an amenity add-on has become a core value proposition, fundamentally changing how luxury real estate is conceived, marketed, and priced.
In Dubai alone, where the ultra-wealthy population has continued its explosive growth, new residential towers are launching with private clubs as central selling points rather than afterthoughts. The Four Seasons Private Residences Dubai International Financial Centre doesn't just offer luxury apartments—it provides access to an exclusive members' club that serves as the social and business heart of the development. Similarly, Bulgari Residences Dubai has integrated club facilities so seamlessly into the residential experience that the boundaries between home and club have essentially disappeared.
New members-only clubs integrated into branded residences projects will be also popping up in several other locations: E11leven Club Residences Beyond will offer The Clayton exclusive club this year on the second level of its new 65-story residences structure, one of two towers it will occupy in downtown Miami. Design Hills Dolce & Gabbana Marbella in Spain will offer a private club with a cinema, bar and cigar cellar after its planned launch in 2026, while Auberge Resorts Collection will offer membership in the private Moncayo Ocean Club to the owners of the new branded villas and residences its plans to add as part of its Moncayo resort development in Puerto Rico by 2027.
This trend reflects a fundamental shift in how affluent buyers evaluate real estate. "Location, location, location" has evolved to "community, community, community." Buyers aren't just purchasing a residence; they're investing in access to a curated lifestyle and social network that can appreciate in value alongside their property.
The financial implications are substantial. Branded residential developments with integrated members' clubs command premiums of 15-25% over comparable properties without club access. More importantly, they maintain their values better during market downturns, as the club membership provides ongoing value even when property markets soften.
The Longevity Economy Takes Center Stage
One of the most transformative trends reshaping the private members’ club sector is the integration of comprehensive health and longevity services. The wealthy aren't just seeking exclusivity anymore -they're seeking longevity, and clubs are positioning themselves as partners in this pursuit.
The modern club member expects access to advanced diagnostics, personalized medicine consultations, genetic testing, hormone optimization, and cutting-edge wellness protocols. Clubs like Sensei Lanai in Hawaii and the recently opened Remedy Place locations have pioneered this approach, offering everything from cryotherapy and hyperbaric oxygen chambers to on-site functional medicine physicians and longevity specialists.
This isn't just about spa services anymore. It's about comprehensive health optimization programs that can cost individual members $50,000-100,000 annually beyond their base membership fees. For clubs, this represents a significant new revenue stream that's largely recession-proof—after all, wealthy individuals will prioritize health investments even during economic uncertainty.
The integration of advanced health services also creates natural partnerships with medical tourism, executive health programs, and emerging longevity-focused real estate developments. Some clubs are even offering "health residencies" - extended stays that combine luxury accommodation with intensive health optimization protocols.
The Intellectual Renaissance
Today's private members' clubs are increasingly positioning themselves as intellectual communities, responding to a growing desire among affluent individuals for meaningful connections and continuous learning. This represents a significant evolution from the traditional networking-focused model.
The modern club member wants access to thought leaders, exclusive lectures, innovation labs, and peer-to-peer learning opportunities. Clubs are investing heavily in programming that brings together diverse expertise across technology, finance, arts, and social impact. The Core Club in New York, for example, now hosts regular "Future Sessions" where members engage with leading thinkers on emerging trends that will shape the next decade.
This intellectual focus is particularly important for attracting younger members. Millennials and Gen Z wealthy individuals are less impressed by traditional status symbols and more drawn to communities that offer learning, growth, and purpose. They want to be part of something that enhances their capabilities and expands their perspectives, not just their social calendars.
The business model implications are significant. Intellectual programming creates deeper member engagement, reduces churn, and justifies premium pricing. Members who actively participate in learning programs spend an average of 40% more on additional club services than those who don't.
Privacy as the Ultimate Luxury
In an era of constant connectivity and diminished privacy, private members' clubs have become sanctuaries where the wealthy can exist without constant scrutiny. This goes far beyond traditional discretion—modern clubs are implementing sophisticated privacy protocols that rival those of government facilities.
Advanced security systems, non-disclosure agreements for staff, phone-free zones, and even signal-blocking technology in certain areas have become standard features. Some clubs now offer "digital detox suites" where members can conduct sensitive business or personal conversations without any risk of electronic surveillance.
This privacy focus is particularly valuable for international business leaders, celebrities, and political figures who face constant public attention. The ability to meet, work, and relax in a completely secure environment has become a key differentiator for premium clubs.
The Business Hub Evolution
The traditional "meeting room" concept has evolved into sophisticated business ecosystems within clubs. Modern facilities include podcast studios, video production capabilities, private trading rooms, and co-working spaces designed specifically for high-net-worth individuals.
The pandemic accelerated this trend, as wealthy individuals sought professional-grade facilities outside their homes and traditional offices. Clubs responded by creating business environments that rival corporate headquarters, complete with advanced technology, concierge support, and absolute confidentiality.
Some clubs now generate 30-40% of their revenue from business services, including private office rentals, event hosting, and specialized business support services. This diversification has proven particularly valuable, as it creates multiple touchpoints with members and generates revenue even when traditional social activities are limited.
The Generational Shift
Perhaps the most significant change since 2023 has been the dramatic shift in the demographic profile of private club members. The stereotypical older, conservative club member is being rapidly replaced by younger, more diverse, and more internationally minded individuals.
This new generation brings different expectations. They want technology integration, sustainability initiatives, social impact programming, and global connectivity. They're less interested in traditional hierarchies and more focused on value creation, both for themselves and their communities.
Clubs that have successfully adapted to this generational shift report 60-70% of new members are under 45, with significant representation from technology, finance, and creative industries. These younger members also tend to spend more on additional services, making them particularly valuable from a revenue perspective.
The Exclusivity Dilemma: Will Higher Membership Dilute Appeal?
One of the major selling points of private clubs has traditionally been exclusivity. Most clubs still limit membership, with many accepting newcomers by invitation only or based on recommendations from existing members. With investor appetite for private clubs on the rise, it may become an increasingly pronounced question whether clubs can generate substantial growth in the long run without increasing the number of members, and if higher membership would dilute exclusivity and harm appeal.
Discussions about this issue surfaced again after the recent $2.7 billion acquisition of Soho House, probably the best-known private club chain globally, by a consortium led by US hotel chain MCR and involving actor and investor Ashton Kutcher. Financial and industry advisors told the BBC that the new owners may have to deal with concerns about Soho House’s rapid expansion and changing membership rules, which made some members feel that the brand “has been diluted” and “less exclusive”.
The Risks of Overexpansion: When Ambition Exceeds Execution
When it comes to services, the challenge for private clubs lies not in offering comprehensive amenities, but in selecting the right mix that creates genuine competitive advantage. The risk is falling into the "Swiss Army knife trap"—offering numerous services while mastering none. Developers often underestimate the importance of understanding their target audience landscape—the specific demands, preferences, and behavioral patterns that drive membership decisions in their particular market context.
From a supply-side perspective, the decision becomes even more complex. Each amenity category requires different investment levels, operational expertise, and ongoing maintenance costs. The key insight is that wealthy members don't simply count features—they evaluate the overall experience quality and how well it aligns with their lifestyle priorities. Success demands deep understanding of both member psychology and operational realities, ensuring that chosen amenities complement rather than compete with each other for resources and management attention.
The Operational Challenge: Why Most Fail Before They Begin
The evolution toward multi-service private members’ clubs has created unprecedented operational complexity that catches most developers unprepared. Recent industry data shows resignation rates increased by 63% in 2023 while new organic leads declined by 50% from 2021—metrics that often reflect operational breakdowns rather than market weakness.
In our experience working with club developments, we consistently observe three critical areas where projects encounter unexpected challenges:
The fundamental challenge here is that different service areas operate under entirely different regulatory universes. Healthcare components must comply with medical licensing and HIPAA requirements, while business facilities need security clearances and financial privacy protocols. Hospitality elements require food safety and liquor licensing under completely different oversight bodies. What appears as a unified club experience to members actually represents multiple businesses with conflicting operational requirements, incompatible technology systems, and regulatory frameworks that often work against each other.
We've found that the expertise required simply doesn't exist in the traditional hospitality talent pool. Hospital administrators understand healthcare compliance but lack hospitality service standards. Country club operators excel at member relations but cannot navigate sophisticated business center technology. The multi-disciplinary leadership needed to seamlessly integrate healthcare professionals, hospitality teams, technology specialists, and security experts represents a fundamentally new skill set that the industry is still developing.
Managing the financial performance of multiple business models under one roof creates extraordinary complexity. Healthcare services generate steady year-round revenue while social programming peaks seasonally. Business facilities show high weekday utilization but remain empty weekends. Each revenue stream has different cost structures, member usage patterns, and profitability timelines that require sophisticated financial modeling and management approaches far beyond traditional club operations.
Understanding these realities during initial planning—rather than discovering them during implementation—often determines project success or failure.
Looking Ahead: Strategic Imperatives for the Next Decade
The private members’ club industry stands at an inflection point where traditional hospitality expertise alone will no longer suffice. Strategic success will require mastering the integration of multiple complex ecosystems: seamlessly connecting residential value with club amenities, creating intellectual communities that attract younger, globally minded members, and delivering privacy and security standards that rival diplomatic facilities.
The operational complexity we've discussed isn't diminishing—it's accelerating. The development teams that recognize this reality and build accordingly will define the industry's future.
Authored by Roger Allen, Group CEO, RLA Global
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