MAKE THE WHOLE TEAM PART OF THE JOURNEY Personalization breaks down when important information stays with one person or department. Each panelist described ways to move guest details across the operation.

At Pier Sixty-Six, team members share“ Golden Nuggets and plus ones”— details such as what a guest is celebrating or what is happening in their life. Those insights can be entered into guest notes and used by providers, attendants and concierges. Higgs said thoughtful service should be part of the culture, stressing that“ everybody’ s a VIP.”

At Waldorf Astoria Chicago, a“ celebratory list” acts as a roadmap, identifying the guest, occasion, planned touchpoint, timing and person responsible. The format makes recognition moments easier to execute consistently without feeling scripted.

At milk + honey, a daily guest report flags birthdays, anniversaries, member gifts and other opportunities. Team huddles help employees decide whether a guest might receive a“ daymaker,” such as a complimentary enhancement or another thoughtful gesture.

LET TECHNOLOGY REDUCE FRICTION The panelists discussed communication platforms, booking systems, guest profiles and AI, but none positioned technology as a replacement for human judgment.

McLaughlin shared that milk + honey recently introduced an AI-supported guest report to summarize visit history, preferences and milestones. Team members can update it through simple checkboxes, reducing duplicate printouts and repetitive communication. The company is also exploring an AI receptionist for off-hours and high-volume call periods.

Gasspari-Fleming emphasized connected guest information across departments and properties, while Higgs cautioned against technology overload. The common principle: Use tools to organize information and remove administrative burden, then let employees deliver the care.

PERSONALIZE WITHOUT DECISION FATIGUE More choice is not always better. McLaughlin and Higgs said their teams have simplified service menus after recognizing that too many specialized options can confuse guests. The goal is not to ask guests to design every detail. It is to listen, make informed choices and create space for restoration.

The call to action is clear: Audit the guest journey, simplify the operational framework and give employees both the information and authority to respond with care. n

Personalized wellness journeys will grow. Some guests will want wellness woven throughout their stay; others will prefer to“ dabble.” Spas must adapt to both.

1 Ask better questions at booking. Include a natural question about the reason for the visit, then capture the answer where the full team can use it.

2 Create scalable gestures. Pre-approved birthday cards, anniversary gifts, handwritten notes or no-time-added enhancements give employees options without requiring reinvention.

3 Close the communication loop. Review details before arrival, update notes during the day and record what happened so the next visit begins with useful context.

— LINDA HIGGS

Remembering preferences can deepen loyalty and support marketing. Tell the story of the relationship and why guests return.

— KELLY GASSPARI-FLEMING

Keep simplifying. When teams have clarity, confidence and capacity, authentic personalization is more likely to emerge naturally.

— KRISTI McLAUGHLIN

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