Exterior of a duplex accommodation at Chablé El Tezcalame. |
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Returns are structured around scarcity, pricing power and long-term asset appreciation, as opposed to quick stabilization.
“ There is always an inherent tension between scale and quality,” said Juan Bremer, co-founding partner of the Six Senses Xala project.“ Our focus is firmly on very low-density, high-end products. Once a hotel reaches a large scale, it inevitably loses what makes it special from both a guest experience and a brand standpoint. When a project remains rare and
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RATHER THAN MAXIMIZING KEYS, THE FOCUS IS ON DEPTH OF VALUE FOR GUESTS
– HERVÉ FUCHO, RESORT
MANAGER, FOUR SEASONS
RESORT TAMARINDO
intimate, the ADR naturally reflects that value.”
That restraint is embedded physically into the projects themselves. At Six Senses Xala, roughly 1,200 acres of the larger master-planned site are designated as protected land. Chablé El Tezcalame has committed 521 acres— approximately half of its total landholding— as a protected reserve, while Four Seasons Tamarindo preserves more than 3,000 acres within its broader development. In each case,
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conservation is not peripheral to the investment thesis; it defines the amount of buildable land, the scale of inventory and the long-term scarcity that underpins value.
“ From the outset, we are clear that destinations like Costalegre are not about fast absorption or short-term yield optimization,” Gutierrez said.“ They are about being irreplaceable assets.”
Hervé Fucho, resort manager at Four Seasons Tamarindo, shares that view.“ Rather than maximizing keys, the focus is on depth of value for guests,” he said.“ That restraint reinforces exclusivity and ensures relevance decades ahead.”
In this environment, brand selection functions as risk management. With little margin for error, developers gravitate toward operators with longterm alignment, operational discipline and the patience to work within constraints.
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A LOOK AT GUADALAJARA Costalegre’ s slow-burn model would be far more difficult to sustain without the broader economic engine of Guadalajara.
While the coast advances deliberately, Guadalajara is absorbing the bulk of the state’ s hotel growth. According to the Jalisco Tourism Board, 12 of the 38 hotels planned statewide are scheduled to open in the metropolitan area before the 2026 FIFA World Cup, adding roughly 1,500 rooms to an already deep inventory base of about 30,000 rooms.
For global hotel companies, the city offers the opposite development profile: faster cycles, diversified demand and predictable absorption.“ Guadalajara has consolidated its position as a major economic hub with strong foundations in technology, healthcare,
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26 hotelsmag. com Mar / Apr 2026 |