GlobalSpa
19-Sep-2025
In conversation with Christian Kiefer, CEO and Founder, Spa Wellness Project Management.
Spa Wellness Project Management (SWPM) began in 2006—how has your core mission evolved as you’ve scaled to 25+ properties across the Gulf?
When we first started, the mission was simple: elevate spa standards and experiences in the region. But as the industry evolved, so did our purpose. Today, it’s not just about luxury, it’s about education, accessibility, ethics, sustainability, and delivering wellness that genuinely improves lives. Scaling hasn't diluted that mission; it’s actually sharpened it. Now we’re focused on creating wellness spaces that serve both the business and the individual with equal integrity.
What makes a wellness space work—not just aesthetically, but emotionally and commercially?
Design sets the tone, but emotion sustains the connection. A space works when guests feel safe, seen, and nurtured. Commercially, a wellness space succeeds when it’s built with the operator in mind, and the flow, function, and service delivery are seamless. Emotional resonance plus operational logic: that’s the formula.
You have been at the helm since inception—what has been your leadership mantra that shaped SWPM’s DNA?
I lead from the floor, not just the boardroom. I still frequently guide receptionists on best practices, visit the spas for thorough maintenance walkthroughs, talk to my therapists, and listen to guests. Listening to both your employees and guests gives you real insights on what needs to change for the better. That hands-on approach is woven into our DNA. We never outgrow our curiosity, and I make sure we’re always learning, always listening. Innovation is at the core of my leadership, and sometimes you have to step out of your comfort zone to achieve the results you wish to see.
Looking ahead—what kind of legacy does SWPM hope to create in the global wellness industry?
Our aim is to create affordable wellness solutions and evoke lifestyle changes. We want to educate and impact people’s mindset towards what truly matters—their mental and physical wellbeing. We want to shift the narrative from exclusivity to inclusivity. That we proved wellness could be both profitable and principled. Most of all, we want to create environments where guests and staff alike feel a “change” after walking through our doors.
What project (or moment) in SWPM’s history do you believe most defines the brand today?
Launching Rayya Wellness during a time when wellness felt like a luxury rather than a necessity was defining. We built something meaningful, grounded in holistic care, environmental consciousness, and scientific credibility. It taught us how to be bold and stay true to our principles. We were also the first true hotel wellness brand that diverged from traditional spa approaches.
As SWPM scales toward 30 outlets, how do you prevent dilution of the core philosophy?
We don’t copy-paste. Every project begins with a deep dive into the property's culture, audience, and purpose. But our pillars—ethical practice, people-first design, and sustainability—act as our compass. We grow thoughtfully, not reactively. That's how you scale without losing soul.
Has SWPM ever declined a partnership invite if the property values didn’t align with its wellness ethos? How did that play out?
Yes—and it’s never easy. But we’ve walked away when the focus was purely transactional. Wellness has to be more than a box to tick. It’s always a respectful conversation, but we’d rather protect our values than dilute our impact. Some GMs still don’t understand that we are not just a “massage parlour” but a fully integrated wellness concept aimed at increasing the sense of wellbeing throughout the property.
How do you ensure each project maintains a unique identity while still reflecting SWPM’s core values?
We treat every project like a living organism. We start by asking: What story does this place want to tell? From there, we thread our values through design, services, and operations. It’s a bit like jazz—structured, but deeply improvisational.
Do you structure your company around functional divisions (design, operations, marketing), or is it more lean and project-based?
We’re agile by design. Our core team is lean but experienced, and we build bespoke project teams around each concept. That allows us to move quickly, stay flexible, and deliver with focus—without bureaucracy slowing us down.
With plans to hit 30 outlets by the end of 2025, how are you evolving the firm’s infrastructure (people, processes, tech) to support that growth?
We're investing in people first—training, leadership pipelines, and a strong focus on hiring talent. We're also integrating smarter tech tools for quality control, guest feedback, and therapist development. Growth without structure is chaos—we’re building for sustainability.
How do you blend ancient healing traditions and cutting-edge wellness technologies together in treatment menus without making them look forced? 
It starts with respect for both tradition and innovation. We never fuse for the sake of novelty. We ask: What does the guest need? Then we craft journeys that feel natural, not gimmicky. Science and soul can co-exist beautifully. We focus on result-driven treatment modalities. For example, we curate precise sound frequencies (such as 528Hz) for different conditions, using powerful devices that penetrate the body deeply—an ancient technology rediscovered with tremendous benefits.
You’ve spoken about ‘not merging with medical wellness’—but what about partnerships with biotech or longevity labs? Are those conversations happening?
Absolutely. We’re collaborating with biotech and longevity labs, and as long as the guest experience remains human and not clinical, we will continue to drive this forward. We’re exploring ideas around deeper diagnostics and preventative care, but we want to stay on the wellness side, not cross into full medicalization.
Are there service expansions or verticals in the pipeline—like wellness programming for residential communities, spas in mixed-use developments, or digital wellness tools?
Yes, all three. We’re consulting on several mixed-use and branded residential projects and also work with the Sharjah government on innovative projects. The future of wellness is hybrid—physical, digital, and community-based. We’re also testing digital companion tools to extend the spa experience beyond the visit.
What would a SWPM-designed wellness destination for Gen Z or Gen Alpha actually feel like?
Playful, interactive, eco-conscious, and deeply tech-integrated—but without screens taking over. Imagine soundscapes, scent journeys, personalization powered by AI, and spaces that blur the line between wellness and social experience. Gen Z isn’t just wellness-curious—they’re wellness-fluent.
Do you believe the Middle East has the potential to lead the global wellness scene—or is it still catching up?
The potential is massive. We have the vision, investment, and appetite for wellness that’s more than just luxury. But to lead, we need to focus on authenticity—less flash, more depth. That’s where we’re steering the conversation.
What differences in system design have you had to incorporate for Saudi, Qatar, or Oman, compared to Dubai’s hospitality environment?
Cultural sensitivities play a major role, from design layouts to service protocols. In Saudi, for example, we take great care in gender-specific experiences and privacy. In Qatar and Oman, guests prefer slower, more ritualistic experiences. Dubai is faster-paced and more global. Each place demands its own language of wellness.
How are you tailoring wellness for local guests versus international audiences—for example, in treatment preferences or cultural education?
It’s about education and empathy. For local guests, we incorporate regional traditions and ingredients—think oud rituals or hammams. For international guests, we offer familiar touchpoints with a local twist. The key is not to assume—listen, adapt, respect.
What kind of team does it take to build a world-class spa—and how do you keep that team aligned across multiple projects and countries?
It takes visionaries and operators. Designers who can dream, therapists who can connect, and managers who can deliver. We align through shared values and constant communication. And we invest in training not just for skill—but for purpose.
You spent years on cruise ships doing spa work—what’s one lesson from that world you still apply today?
Flexibility, efficiency, and empathy. On a ship, you learn to be a true team player, maximizing space, time, and energy—while treating every guest like they’re the only one on board. Situations change quickly, requiring problem-solving, discipline, and emotional intelligence—lessons that have stayed with me.
Between Rayya Wellness and Wellbeings Holistic Healing, which brand presented a more challenging operational launch and why?
Rayya was the bigger leap because we were carving out a space that didn’t exist at the time—integrative, holistic wellness in a hotel context. We had to educate both partners and guests. But it also gave us the blueprint for Wellbeings, which benefited from those lessons. We have been the benchmark for hospitality wellness in the region since then.
Winning “Spa of the Year” and other awards is impressive—how do you translate critical praise into measurable business growth or brand perception?
Awards open doors, but results keep them open. While we have won over 12 international awards in recent years, we never stopped innovating and improving. Awards can build trust—with hotel partners, investors, and guests—but you need to back it up with performance: higher guest satisfaction, better therapist retention, and increased revenue per square foot. Recognition is great—but reputation is earned daily.
