Two years into a strategic reset, CEO Laurent Kleitman outlines how the brand plans to expand its luxury hotel offerings both geographically and conceptually—without losing its quality of service.

Can a luxury brand double its size without diluting its value? That’s the aspiration behind Mandarin Oriental Hotel Group’s strategic reset, two years in the making under the leadership of CEO Laurent Kleitman.

Luxury hotels have always been associated with the grandeur of glittering chandeliers, lavish rooms, opulent lobbies and overly attentive service. Yet, today’s most affluent travelers are seeking something far subtler and understated, commonly referred to as quiet luxury hospitality. In the hotel industry, quiet luxury has come to mean seamless service, simple yet high-quality materials and cuisine crafted from local ingredients in discrete locations. While quiet luxury has become a trending topic, its meaning and application in hospitality are still evolving and call for a deeper understanding.

Travel preferences in 2025-2026 vary sharply among Millennials, Gen X and Baby Boomers, shaping everything from cruise demand to tour styles and wellness vacations, according to an analysis from the Internova Index: North American Traveler Insights.

The hospitality industry is undergoing significant change, driven by evolving consumer expectations, technological advancements, environmental pressures, and shifting economic and social landscapes. To remain competitive, hospitality businesses must address current challenges and adopt new strategies focused on innovation, efficiency, responsible operations, and workforce development.