Industry Insight: Kathryn Moore on bridging the gap and Redefining Wellness in Hospitality

What gap in the spa and wellness industry did you see that led you to launch Spa Connectors?

When I was overseeing over 60 spas during my time at Minor Hotels, I saw that the industry was still treating spa as a siloed department rather than as part of a larger, integrated wellness ecosystem. There was a disconnect between what guests were coming to expect—whole-person wellness experiences—and what many operators were delivering. I launched Spa Connectors in 2015 to bridge that gap, with a focus on not just spas, but on holistic wellness strategy, training, and commercial performance.

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How has your personal career journey shaped the way Spa Connectors approaches projects today?

My career has always been rooted in both operational and strategic sides of spa. That dual perspective helped shape how Spa Connectors works today. We’re hands-on and detail-driven, but we also keep a bird’s-eye view of the bigger commercial picture. We don’t just provide ideas, we embed ourselves in our clients’ businesses, help them problem-solve, and build frameworks that deliver on long-term performance. This approach has become even more important as wellness has expanded far beyond spa—it now touches fitness, mental wellbeing, biohacking, nutrition, and even tech. Our consultancy is structured to support that shift.

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You’ve worked across vastly different markets, from the Middle East to Asia. How do you ensure each spa concept aligns with local culture while maintaining global wellness standards?

Cultural sensitivity is non-negotiable. We spend time understanding local customs, guest expectations, and even how wellness is interpreted in each market. But we don’t water down the standards, we translate them. A spa in Bangkok might offer different treatments than one in Dubai, but the quality of experience, emotional connection with guests, and integration into the wider wellness ecosystem, whether that includes recovery, movement, or mindfulness—must always meet global standards.

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What top 3 parts of a wellness business should owners champion to build a successful wellness centre?

First, clarity of vision. Wellness today is not just spa, it’s a full ecosystem that includes recovery, fitness, mental wellbeing, community, and increasingly, technology. Owners need to champion a clear wellness identity that goes beyond treatments and defines what kind of transformation or outcome they are offering guests.

Second, team culture and development. Success depends entirely on the people delivering the experience. Owners must invest in cultivating a values-driven team. One that feels inspired, empowered, and aligned with the wellness mission. That includes continuous training, emotional intelligence, and opportunities for internal growth.

Third, commercial intelligence. It’s no longer enough to be passionate about wellness—you have to be able to run a profitable business. That means understanding metrics, driving revenue per guest, and aligning service flow with spend behavior. The best wellness centres today are as commercially astute as they are healing.

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How is Spa Connectors working to bridge the gap between the hospitality industry and wellness?

For a long time, spa and wellness were treated as side departments in hospitality, add-ons rather than core experiences. At Spa Connectors, we’re actively shifting that mindset. We help operators see wellness not just as a service, but as a business driver, one that influences guest satisfaction, length of stay, and overall revenue.

We do this by designing wellness concepts that are commercially viable, culturally relevant, and integrated into the property's identity, not just physically, but strategically. From recruitment and training to operational frameworks and service design, our role is to ensure wellness becomes part of the property's DNA, not just a line item.

The goal isn’t just to run a spa, it’s to create a meaningful wellness destination that elevates the entire hospitality experience.

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As someone actively shaping spa operations and talent strategy across the region, what value do you see in events like Dubai Active Industry when it comes to driving industry conversation, building partnerships, and elevating spa and wellness on the regional agenda?

Dubai Active Industry has become a powerful platform to spotlight wellness as a serious sector, not just a trend. It brings together stakeholders across fitness, spa, health, and hospitality, creating a space where we can share insights, form partnerships, and influence policy and perception. For me, it’s an opportunity to ensure spa isn’t viewed in isolation, it’s part of a much broader conversation around wellness. Events like this help break down silos and bring together all aspects of wellbeing; movement, recovery, mental health, nutrition, and spa, all under one roof, which is exactly where the industry is heading.