Paradero Todos Santos Is Building an All-Inclusive You Don’t Have to Think About
The Baja resort’s new “Unbound” program replaces the traditional all-inclusive with a fully pre-planned, immersive stay.
Photos: Courtesy of Paradero Todos Santos
At Paradero Todos Santos, the 42-suite resort on Baja California’s Pacific coast, a new stay model went live last week—and it’s designed to remove nearly every decision a guest would normally have to make.
The property’s new Paradero Unbound program might read like an all-inclusive at first glance, with dining, experiences, spa treatments, and transportation folded into a single stay, but the structure is closer to a fully pre-designed itinerary than a package. Much of it is mapped out before arrival, a trend among high-end travelers now: less interest in itemized luxury and more demand for something that feels considered from start to finish.
For André Boersma, who recently joined as chief operating officer after more than three decades in luxury hospitality, including leadership roles across One&Only, Rosewood, Discovery Land Company, and Viceroy, that shift reflects a broader reality across the resort space.
“A lot of these resorts offer the same,” Boersma told Luxury Travel Report. “You have the beautiful fixtures and the service culture. But today, with the connectivity and technology we have, you can experience a lot of that without even going out.”
What guests can’t replicate at home, he argues, is time—and the ability to use it well. That idea sits at the center of Paradero Unbound.
Once a booking is confirmed, the hotel’s team connects with guests to map out their stay in detail, from airport transfers to daily activities. By the time they arrive, there’s already a framework in place, with room to adjust as preferences shift on property.
“The whole transaction part is taken care of way before they even get on the plane to come down,” Boersma said. “And when they come to Paradero, after they pass through immigration, that’s probably the last transaction that they have to do before they’re checking back onto a flight.”
All food and beverages are included (including meals at Michelin-recognized Tenoch), along with a signature massage per person per night and access to more than 20 experiences, ranging from surfing, hiking, and biking to sound healing, meditation, and farming sessions tied to the surrounding agricultural land.
Most guests settle into two or three experiences a day, Boersma explained, typically pairing something active with something slower. The structure is there, but it’s deliberately loose, letting guests to shift plans easily as needed.
Importantly, Boersma is careful about how the product is positioned. It’s not a traditional all-inclusive, and it’s not strictly a wellness retreat.
“It’s not an easy sell because it’s not the traditional sell that everybody’s used to,” Boersma cautioned. “We offer you, the client, the guest, the possibility of coming in as a guest, but leaving transformed—you leave with additional wealth—sentimental, physical wealth, not tangible.”
That makes it a more nuanced sell. Rather than competing directly with all-inclusives, the crossover is coming from travelers who want high-touch planning without orchestrating it themselves. These are clients who might otherwise combine a villa stay, a wellness program, and a resort into one trip.
Later this year, Paradero will begin meeting those segments more directly. Paradero Villas, a collection of 24 freestanding one-, two-, and three-bedroom accommodations, will open in time for the holidays, introducing a multi-generational component that the current adults-only hotel doesn’t address.
Alongside that, Paradero Homes continues to take shape as a 26-residence development designed by Gabriela Carrillo, extending the brand into longer-term ownership and rental.
For Boersma, whose career has spanned resort markets across Mexico and the Caribbean, including Los Cabos, the focus now is on how all of these pieces come together in practice. His role covers hotel operations, guest experience, and how the hotel, villas, and residences operate as one.
That includes maintaining a staffing model that supports a high level of personalization. The property currently runs at roughly three staff per occupied room, driven in part by a notable number of solo travelers.
The guest mix is evolving in other ways as well. Boersma points to a growing number of single female travelers, along with couples who split their time across very different types of experiences rather than following a fixed program. “It’s the woman who’s doing the surfing. It’s the woman doing the hiking,” Boersma said, “and the man’s the one that’s just chilling.”
The setting also plays a role in who it attracts—and who it doesn’t. “We’ve definitely had guests where I’ve said, ‘this isn’t the right fit for you,’” Boersma told LTR. Located in Todos Santos rather than Cabo San Lucas, Paradero sits outside the expectations of a traditional beach resort, set inland on agricultural land with access to the Pacific rather than directly on a swimmable beach.
But for those who do connect with it, the goal is something less immediate than a standout meal or a well-designed room. “I want our guests to leave and three days later say, ‘Wow, I feel differently,’” he said.
Even as villas and residences come online, that remains the point. The product is expanding, but the sell is simple: less to manage, more to experience.
