SK Hotels is continuous its enlargement in Thailand, with a handful of new properties coming up in the capital Bangkok and new destinations throughout the nation set to broaden its current portfolio. Managing director Scott Walton talks with TDM in regards to the development, and how innovation and technology are taking part in key roles.
Travel Daily Media (TDM): Can you give us an overview of the present SK Hotels property portfolio, and bearing in mind your development plans, new properties in the pipeline?
Scott Walton: SK Hotels was established as a three way partnership between Siamese Asset, a publicly listed property developer based mostly in Bangkok, and Kew Green Hotels in the UK, a hospitality group with a portfolio of 44 owned and 16 managed properties throughout the UK and Europe. The partnership was born from a strategic imaginative and prescient: leaders from Siamese Asset visited the UK and have been struck by how effectively Kew Green had structured its operations – not solely in phrases of lodge administration, but in addition in areas like finance, human assets, and business assist. These capabilities have been embedded regionally in a means that stood other than the extra inflexible company buildings sometimes seen in Thailand.
This go to sparked the formation of SK Hotels in Bangkok, with a transparent mission to deliver the identical sort of streamlined, performance-driven working mannequin to the Siamese Asset lodge portfolio. In doing so, we’ve created a nimble, centralized assist construction that has already confirmed efficient throughout a number of newly launched properties.
Since rising from the pandemic, SK Hotels has opened six properties throughout Bangkok, together with the Wyndham Queen Convention Centre, Wyndham Garden Sukhumvit 42, Ramada Plaza by Wyndham Sukhumvit 48, Ramada by Wyndham Sukhumvit 87, TRIBE Living Bangkok Sukhumvit 39, and Cassia by Banyan Group in Rama 9. Each of those properties entered the market post-COVID and have responded effectively to the resurgence in worldwide and home journey. Some properties hit the bottom working with exceptionally robust efficiency, whereas others rapidly discovered their footing, delivering constructive outcomes all through 2023 and into 2024.
Looking forward, our pipeline contains a number of high-profile openings. The Crowne Plaza Bangkok Rama 9 is scheduled to open quickly, adopted by Cassia by Banyan Group in Ram Intra, and then a Hilton Garden Inn, additionally in the Ram Intra district. These upcoming launches replicate our ongoing confidence in Bangkok’s potential, however we’re additionally increasing our imaginative and prescient past the capital.
We are presently in superior discussions on properties in main leisure destinations equivalent to Hua Hin, Pattaya and Phuket, with promising leads rising in Koh Samui and Chiang Mai. The timing is correct: our Bangkok-based properties have stabilized, and the centralized assist infrastructure that we’ve constructed throughout business, finance, HR, and IT now permits us to develop the portfolio with energy and agility.
With this stable basis in place, SK Hotels is poised to proceed its enlargement throughout Thailand, bringing effectivity, innovation, and efficiency excellence to every new vacation spot.
TDM: We perceive innovation performs a key position in your operations, in specific in terms of enhancing property efficiency. Can you develop on this?
Scott Walton: Innovation has change into a defining pillar of our operations. The speedy rise of AI post-COVID, alongside evolving visitor expectations and a extra complicated working surroundings, has pushed us to rethink how we work. Thanks to the forward-thinking nature of our three way partnership companions, we’ve embraced these modifications head-on, however with warning and intent.
At SK we don’t implement AI to switch human roles, we use it to amplify efficiency. For instance, when revising our menus at TRIBE Living – a course of that sometimes includes weeks of costing, sourcing, and coordination – we used AI instruments to streamline procurement information, automate price comparisons, and pace up documentation. This allowed our cooks to focus totally on culinary creativity and innovation, enhancing the visitor expertise relatively than being slowed down in admin.
Our innovation can be deeply supported by Siamese Technology, an inside division of Siamese Asset targeted on enhancing visitor expertise by means of environmental design and development technology. They’ve pioneered developments in air high quality management, acoustic insulation between rooms and corridors, and energy-saving strategies all of which contribute to extra sustainable, comfy visitor environments. This partnership has helped a number of of the properties developed by Siamese Asset and managed by SK to earn EDGE certification, a globally acknowledged ESG customary originating from Singapore.
These improvements not solely cut back working prices but in addition be certain that we are able to meet or exceed model and sustainability requirements with confidence and consistency.
TDM: With meals & beverage and wellness additionally being cornerstones of your growth technique, what can friends count on from SK Hotels properties in these areas?
Scott Walton: Food and beverage are on the coronary heart of each property we open. Our technique begins by contemplating the native market and what elements can be found, what the group craves, and the place we are able to break from the anticipated. We take inspiration from world traits whereas at all times remaining regionally related.
This imaginative and prescient is championed by Siamese Asset’s possession, who constantly encourage us to problem the norm. We experiment with new ideas, elements, and working fashions to stay forward of evolving shopper expectations. Whether it’s by means of centralized manufacturing kitchens that enhance consistency and effectivity, or by embracing the “Instagrammable” development to attraction to the visual-first buyer, our method is grounded in a ardour for reinvention.
I’m a agency believer that consistency, nevertheless, is simply as essential as innovation. One of the earliest classes I discovered in hospitality, working in Auckland’s restaurant scene, was that if one thing works, make it constant. If it doesn’t, change rapidly. We apply this precept at each property, making certain that strong-performing gadgets or providers are refined and delivered flawlessly, whereas underperforming ideas are reimagined.
Wellness is a key element of our growth technique and continues to develop in significance as trendy vacationers place higher emphasis on steadiness, mindfulness, and self-care. At SK Hotels, we method wellness as an integral a part of the visitor expertise and as one thing that ought to really feel purposeful, accessible, and woven into the very material of every property.
To ship on this imaginative and prescient, our properties have partnered with Pravinia Wellness and Beauty Center, Sense Cera Spa, and Yumoto, bringing a various vary of wellness experiences to our hotels. These partnerships permit us to tailor every providing to the distinctive character of the vacation spot, whereas nonetheless reflecting world traits in holistic wellbeing. For native residents, our wellness centres present an city sanctuary, a spot to unwind and rejuvenate near residence. For worldwide vacationers, they provide a welcome second of calm amid a busy itinerary, with therapies starting from conventional therapies to trendy spa rituals and health options.
Each area is designed with intention, permitting friends to both reconnect with themselves by means of restorative practices or to fully disconnect from the stresses of on a regular basis life. We acknowledge that wellness immediately means various things to completely different folks, and we intention to satisfy these wants in methods which can be considerate, regionally related, and constantly uplifting.
Alongside wellness, we’re additionally responding to a rising demand for versatile, practical workspaces as extra friends search to mix enterprise and leisure in their journey routines. Our hotels are being thoughtfully tailored to assist this hybrid way of life, with communal areas reimagined as trendy, productive environments that assist work with out sacrificing consolation or hospitality.
Through partnerships with coworking platforms equivalent to Reef Rocks, an app that connects distant staff with welcoming areas, we’ve remodeled our lobbies and lounges into vibrant, related work hubs. These areas are geared up with dependable high-speed web, ergonomic furnishings, accessible charging factors, and ambient design that encourages friends to remain so long as they want.
This evolution not solely enhances the visitor expertise but in addition permits us to activate areas which can be historically underutilized throughout sure components of the day. By creating environments the place friends and locals alike can work, meet, and loosen up, we’re constructing hotels that stay related in a world the place work now not suits a nine-to-five mannequin. More than simply locations to remain, our properties have gotten dynamic, multifunctional areas that assist how folks dwell, work, and join each on the street and near residence.
TDM: Tell us in regards to the Thailand centre of studying, monetary providers, recruitment, income, digital spine and operations assist that SK Hotels has established?
Scott Walton: When we launched SK Hotels in the aftermath of COVID, we have been met with the identical challenges going through the worldwide hospitality business. Chief amongst these was a dramatic lack of expertise. Many expert professionals had left the sector altogether, some beginning small companies, others returning to their hometowns or pursuing new industries totally. To rebuild, we knew we needed to take a contemporary method, not simply to recruitment however to the long-term growth of our folks and the techniques that assist them.
The institution of a decentralized Centre for Learning marked a turning level. Rather than chase the identical restricted pool of expertise, we selected to speculate in people who could not have beforehand thought-about hospitality. School leavers, current graduates, and profession switchers have been introduced into the enterprise and given the construction, mentoring, and assist wanted to succeed. In simply three years, many of those people have change into integral to our operations and are already progressing into management roles.
In parallel, our method to recruitment has continued to evolve. With conventional channels yielding diminishing returns, we’re presently constructing an intuitive, user-friendly careers platform inside our web site. This new system will make it simpler for candidates to discover alternatives, perceive our tradition, and apply based mostly on potential relatively than simply prior expertise. We’re on the lookout for mindset and angle people who find themselves hungry to develop inside a fast-paced, agile surroundings.
Alongside expertise growth, we’ve constructed a monetary providers platform that goes past the usual GOP focus typical of lodge administration firms. Our finance workforce operates with a transparent mandate: to prioritize investor returns and long-term worth. This is achieved by means of robust inside controls, audit-centric reporting, and streamlined processes designed for transparency and accountability. Our finance management, beneath Ms. Rapeepan Banyen (Khun Jay), has embedded a tradition of fiscal self-discipline whereas enabling operational flexibility. It’s this steadiness that provides our buyers confidence and our lodge groups readability.
In the realm of income technique, we’ve taken a hybrid method. Each of our hotels is supplied with instruments equivalent to IDeaS and Avalon, giving them dynamic pricing and forecasting capabilities tailor-made to their particular markets. These instruments are additional enhanced by the legacy information and techniques introduced in from Kew Green Hotels, whose affect has helped form our business route and method to demand optimization. Supported by a centralized business workforce beneath Mrs. Tassanee Mangkala-apinun (Khun Pait), this hybrid mannequin permits every lodge to reply regionally whereas being backed by broader market intelligence and strategic oversight.
Our digital and advertising and marketing operate has additionally change into an important development engine. Through a mixture of structured digital technique and untapped artistic expertise – a few of whom we jokingly name “diamonds in the rough” – our advertising and marketing division has developed robust, narrative-led campaigns for every property. These are usually not generic lodge adverts, however model tales that resonate with their goal audiences, crafted by means of the good use of AI, viewers analytics, and localized storytelling. The work has helped our properties stand out in a crowded digital market and has pushed measurable will increase in consciousness, conversion, and direct bookings.
Lastly, our IT infrastructure has been a foundational pillar from day one. The IT division has carried out sturdy techniques throughout all properties, making certain not solely performance however scalability as we develop. Every lodge beneath SK Hotels is supplied with standardized {hardware} and software program from PMS and back-office techniques to firewalls and IPTV options making certain operational effectivity and information safety. The IT workforce additionally performs a proactive position in property assist, rolling out centralized updates, troubleshooting points remotely, and sustaining the cyber integrity of each guest-facing and inside platforms.
These departments – Learning, Finance, Revenue, Digital, and IT – are usually not working in silos. They are built-in and aligned to assist SK Hotels’ mission: to function effectively, innovate responsibly, and empower our folks to create distinctive visitor experiences. It’s a construction that places folks first, however does so on a spine of course of and precision, making certain that as we develop, we achieve this sustainably and with confidence.
TDM: Explain to us the position that technology is taking in the continuing development of SK Hotels’ main proprietor Siamese Asset’s portfolio?
Scott Walton: Technology sits on the core of SK Hotels’ development and is deeply built-in into each Kew Green and Siamese Asset’s broader technique. From the outset, I used to be impressed by the entrepreneurial spirit of Siamese Asset’s management, particularly their early embrace of good constructing applied sciences, AI, and sustainable development strategies. Likewise with Kew Green’s ever evolving distribution, analytics and visitor satisfaction initiatives – a mixture that’s uncommon in the business.
One standout instance of our dedication to technology and wellbeing is the deployment of Siamese Air of Life, a proprietary air filtration system now put in in all visitor rooms throughout our new properties. This system has confirmed particularly priceless throughout the annual burn-off season, when air high quality in Bangkok and surrounding areas can deteriorate considerably. Guests are capable of monitor each indoor and out of doors air high quality in actual time by means of a devoted app, whereas every room additionally contains a dwell show of present air high quality readings. This stage of transparency and environmental management has not solely reassured friends, however has additionally change into a compelling differentiator for our model companions and ESG-focused buyers. It speaks to our dedication to visitor consolation, operational innovation, and sustainability in equal measure.
TDM: What thrilling issues can we count on from SK Hotels in the longer term?
We’re getting into an thrilling new part of development. In addition to increasing our city footprint, we’re exploring alternatives in extra distant destinations throughout Thailand. In some instances, these properties could require robust model partnerships; in others, the vacation spot itself is likely to be the draw, permitting us to launch distinctive, impartial lodge ideas.
We are additionally persevering with to develop strategic partnerships just like the one we’ve with Siamese Asset. These alliances permit us to leverage our shared infrastructure – centralized finance, HR, IT, and business experience – decreasing prices and enhancing efficiency on the property stage. Unlike extra inflexible company buildings, our management works contained in the hotels, for the hotels. This outcomes in quicker decision-making, stronger workforce assist, and finally, higher visitor experiences.
At the guts of our philosophy is a straightforward however highly effective mission: to function hotels with a relentless give attention to effectivity and excellence, empowering our folks to create distinctive visitor experiences. We emphasize transparency, sustainable development, and partnerships grounded in operational brilliance.
Above all, we imagine in frequent sense. It’s a price that always will get misplaced in over-complicated enterprise processes however one which constantly solves issues, enhances experiences, and strengthens relationships with friends, stakeholders, and our groups alike.
I’d wish to share a current instance that highlights the sort of sensible intelligence and calm management we worth throughout our groups. It happened throughout the instant aftermath of the March 28, 2025 Myanmar earthquake, a day of widespread disruption, uncertainty, and logistical chaos throughout Bangkok.
Amid the aftermath, one in all our engineering workforce members observed uncommon foot site visitors close to a little-used emergency exit that led right into a service hall, an space sometimes quiet and safe. Despite the calls for of the day and the overwhelming distractions going through each division, they selected to behave on intuition. They flagged the priority to administration, reviewed the CCTV footage, and found that an unauthorized third-party vendor had been utilizing the area to maneuver items with out supervision or correct clearance.
While it might have been simple to miss or deprioritize given the broader disaster at hand, the workforce dealt with it discreetly and decisively. Access controls have been instantly strengthened, distributors have been re-briefed, and the breach was resolved with out disruption to friends or compromise to the property.
What stands out in this situation is using situational consciousness, frequent sense, and initiative, in the chaos of a real-world disaster. These are precisely the qualities we nurture at SK Hotels: a tradition the place workforce members are empowered to behave, to assume past checklists, and to guard each our friends and our model status in the moments that matter most.
As we develop, this core perception in sensible intelligence and human connection will proceed to information each determination we make. At SK Hotels, the longer term isn’t nearly enlargement it’s about evolving neatly, sustainably, and with goal.
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