Neil Jacobs Is Back—And He Has Strong Opinions on What Luxury Hotels Still Get Wrong
In a candid conversation with Luxury Travel Report, Jacobs explains why small brands win, Capella’s next evolution, and what travelers really want now.
Neil Jacobs, founder of Wild Origins and Senior Strategic Advisor at Capella. Photo: Courtesy of Wild Origins
When Neil Jacobs stepped down as CEO of Six Senses after nearly 14 years, it wasn’t to retire—it was to refocus. The visionary behind one of hospitality’s most values-driven luxury brands is now advising Capella Hotel Group as it enters a pivotal phase of global expansion. He’s also quietly building his next venture, Wild Origins, a collective focused on wellness, sustainability, and mission-led travel.
Advisors who have long followed Jacobs’ work will recognize the through line: A commitment to hotels that do more than look good. His philosophy hinges on emotional resonance, cultural relevance, and experiences that offer something meaningful to take home. “This isn’t about being tree huggers,” Jacobs tells Luxury Travel Report. “It’s about doing good and doing business—and believing those things can go hand in hand.”
On Why He Joined Capella
Jacobs’ appointment as Senior Strategic Advisor at Capella marks a natural next chapter in a decades-long relationship with the brand’s parent company, the Singapore-based Pontiac Land Group. “We’d talked about doing things together for quite some time,” Jacobs says. “Timing is everything. This seemed to be the right time.”
Wild Origins, still in development, is his personal platform—designed not just for commercial projects, but for broader impact. “It’s a collective of like-minded people who care about the things I care about,” he tells LTR. “Certainly wellness. Sustainable practices. Built environments. Community outreach. I don’t like to think of it as a consultancy. Perhaps it’s more about doing some good.”
While Wild Origins gives him a flexible framework, Capella is his primary business focus. “The things we care about at Wild Origins are front of mind for Capella,” he says. “It all fits together.”
On Culture as Strategy
For Jacobs, cultural connection isn’t just an add-on for hotels; it’s become the foundation. And as Capella continues to grow across Asia and Europe, getting it right is non-negotiable. “It has to connect with the culture of the brand rather than just the culture of the country you’re in,” he explains. “Capella is very deliberate about that from the outset.”
That commitment shows up early, particularly in HR planning. “We would create an expat reduction plan before we even opened,” he says, describing his approach to enabling local leadership in emerging markets. “You have a responsibility when you go into developing countries to provide a platform for people to grow and develop. That’s a huge part of the work.”
Culture also shapes the guest experience, often in ways advisors can use as key selling points. In Taipei, for example, Capella created a curated walk through the old lanes near the hotel. “It’s not for everyone, but it’s right there at our doorstep,” Jacobs says. “It gives another dimension to the stay.”
On What Advisors Should Ask
As clients become more selective about how they travel, Jacobs believes advisors are more essential than ever in guiding them toward properties that offer real substance, not just surface luxury.
“You’ve got to ask the deep questions,” he says. “Get into the weeds. Provide evidence. Show what people are actually saying about these experiences.”
He encourages advisors to probe beyond buzzwords. “The good advisors can read people. They know if something’s real or not,” he says. “And that psychographic match—that’s more important than demographics today. It’s about like-minded people seeking out places that reflect what they care about.”
Jacobs is also candid about the challenge of luxury becoming increasingly homogeneous. “I think it’s harder and harder to differentiate between brands at the top end,” he says. “That’s why storytelling matters. What do you believe in? What do you stand for? The groups that can answer that will win.”
On Capella vs. Patina
With Capella continuing its global rise and sister brand Patina still in early stages, Jacobs is focused on clarifying their differences, especially for those selling to clients.
“Capella is a little more traditional, more refined, a different price point,” he explains. “Patina is younger, more active, and has a different vibe.” He cited the brand-defining opening of Patina Osaka as an example. “We put in an extraordinary listening room there. It’s not just about a library—it’s about creating space for quiet, immersive music with amazing equipment and design. That kind of detail sticks with people.”
Jacobs expects Patina to scale faster over time. “You can’t do 100 Capellas—it’s one at a time at that level. But with Patina, you can dream bigger. A hundred or even 150 hotels isn’t out of the question if we do it right.”
On What Really Resonates
While design and service are table stakes in luxury, Jacobs believes the true differentiators today are story and detail.
“It’s the little things that make the difference,” he says. “The quality of the eyeglass wipe in your room. The sound system in the listening lounge. The blackout curtains and temperature-regulating beds. You start to feel that people really thought about your stay.”
That same attention carries through to wellness, which Jacobs sees as essential—not optional—in today’s hospitality landscape. “You’ve got to have wellness,” he says. “Not just a spa—a full wellness conversation.” At Patina Osaka, that includes LED light therapy, cryotherapy, infrared saunas, and Technogym strength and body-scanning systems. “The conversation is shifting toward longevity, and guests are paying attention.”
Even while traveling, Jacobs keeps wellness rituals intact. “I stretch every morning. I avoid blue light late at night. I care a lot about sleep,” he says. “Even the bed matters—how it regulates temperature, how it’s built. That’s part of quality, too.”
Asked where he’d check in for a month with no work obligations, Jacobs didn’t hesitate. “JK Place,” he tells LTR, referring to the discreet, design-forward hotels in Rome and Paris. “They feel like being in your own home.” For him, that sense of intimacy, elegance, and emotional resonance is the benchmark—and the opportunity. “That’s what people want today—something beautiful, but also deeply familiar.”
