At a time when conventional luxury categorisation often defaults to star ratings and standardised amenities, Modon Hospitality is championing a distinct paradigm shift with the launch of its owned brand, Afiniti Resorts & Residences (www.afinitiresorts.com).
Conceived
around the emotional and functional drivers of the guest rather than rigid
product tiers, the brand spans resorts, hotels and branded residences.
Speaking
with TTN, Marc Dardenne, Chief Executive Officer of Modon
Hospitality, detailed the architectural and operational philosophy behind the
concept, which structures its properties across five distinct guest typologies:
Adult, Family, Urban, Wellness, and Adventure. Slated to debut its first
resorts in 2027, the homegrown brand balances operational discipline with
bespoke placemaking, leveraging Abu Dhabi’s varied landscapes as an incubator
before pursuing selective regional and international expansion.
TTN:
Traditional hospitality often groups properties by star ratings or chain
scales. How does Afiniti break away from that convention through its ‘Five
Worlds’ architecture?
Marc
Dardenne: Afiniti
is Modon Hospitality’s owned, experience-first brand spanning resorts, hotels
and branded residences. It begins with why the guest is travelling rather than
a conventional hotel category.
The brand
is structured around five Worlds: Adult, Family, Urban, Wellness and Adventure.
The Worlds represent different reasons and occasions for travel. They are not
simply labels that we place on a property. Each World influences design,
facilities, programming and service experience.
The idea is
that someone travelling for an adventure may want something fundamentally
different from a family travelling together, a couple looking for an
adult-focused escape, or someone seeking wellness. At the same time, every
Afiniti property must remain connected to its location. So, there is a recognisable
brand philosophy, but its expression should always be relevant to the
destination.
TTN: In
an increasingly crowded lifestyle segment, what establishes Afiniti’s
operational point of difference on the ground?
Dardenne: As mentioned earlier, the brand’s
concept starts with understanding why the guest is travelling, and this shapes
the design, experiences, service and technology. Each World has its own service
style and facilities.
The model
is consistent across Afiniti, while allowing each property to reflect its
destination and sense of place. Technology enables personalisation and
convenience, while human hospitality remains at the heart of the experience.
TTN:
Rather than targeting a narrow age bracket or socioeconomic tier, how do you
define the core demographic you are catering to?
Dardenne: It is for curious, experience-led
travelers who want a stay that feels relevant to them. The brand is not
restricted to one age group or demographic.
The common
thread is a desire for a meaningful connection between guest, experience and
place.
TTN:
Mixed-use developments are a major commercial focus across the region. How are
branded residences integrated into the wider Afiniti ecosystem?
Dardenne: Branded residences extend the world
of the hotel into a longer-term lifestyle proposition. When well-conceived, the
connection goes beyond a name. It should be visible in design, amenities,
service, programming and the relationship with the surrounding destination.
They can
bring hotels, homes, dining, leisure and wellness into one coherent experience.
TTN: As
sustainable development moves from a buzzword to a regulatory imperative, what
foundational ESG principles guide Afiniti’s asset planning?
Dardenne: Responsibility is intended to be
built into the design and operation of each property. The framework includes
renewable energy, water circularity, dark-sky protection, cultural preservation
and local sourcing.
Priorities
will reflect the environmental and community context of each destination.
Specific commitments and targets will be communicated at asset level once
individual plans are finalised.
TTN: Why
anchor the launch of Afiniti in Abu Dhabi before targeting external expansion?
Dardenne: Abu Dhabi is our home market and a
powerful environment for creating distinctive hospitality experiences. Its
tourism proposition combines culture, nature, islands, desert, sport, events
and urban experiences.
Our own
portfolio reflects that diversity, giving us a strong base from which to
develop new concepts and operating capability. The emirate’s integrated
approach to infrastructure, connectivity and destination development supports
long-term hospitality growth.
TTN:
What visibility can you share regarding the rollout timeline and initial
property unveilings?
Dardenne: Afiniti resorts are planned to
unveil in 2027, followed by a broader pipeline. Further details on individual
resorts, opening sequence, operators and partnerships will be announced in due
course.
TTN:
What operating model will govern the portfolio—will these be third-party
managed or white-label agreements?
Dardenne: Operating arrangements may vary by
asset and market. We will announce individual operators and partnerships when
they are confirmed. Afiniti’s brand promise and standards will remain
consistent.
TTN:
From an ownership standpoint, is Modon retaining equity in every property, or
is there room for an asset-light approach?
Dardenne: The model may vary by asset and
market. We will select the right structure for each opportunity while
protecting Afiniti’s brand promise, standards and guest experience.
TTN:
Looking ahead over a five-year horizon, what key performance indicators will
signal that Afiniti has truly succeeded?
Dardenne: We have great ambitions for the
brand, but we’re also very disciplined in how we think about growth and
success. Our immediate priority is to establish the brand and its experience
model well, rather than pursuing scale for its own sake.
Every
Afiniti property needs a clear reason to exist, a defined guest proposition and
a meaningful connection to its destination. If we protect those principles, I
believe there is significant potential for the brand - and that is how I would
measure its success.
TTN:
Beyond Afiniti, how does this launch fit into Modon Hospitality’s broader
master-planning and brand development strategy?
Dardenne: We are growing selectively across
destinations, markets and hospitality models, with quality and relevance ahead
of scale. A significant part of the opportunity comes from Modon’s destination
pipeline, where hospitality can be embedded from the outset.
We also see
opportunities beyond Modon’s own destinations where our operating, investment,
management or brand capabilities can add value. Every opportunity must have a
clear role for the destination, a defined guest proposition and a sound
investment case. Further details on individual resorts, opening sequence,
operators and partnerships will be announced in due course.